Podcasts about Accountability

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Mujahid Muhammad. Interview Summary Interview with Rushion McDonald – Money Making Conversations Masterclass Interview Purpose The purpose of this interview is to demystify personal finance, redefine wealth‑building, and emphasize the importance of preparation, capitalization, and disciplined planning. Mujahid Muhammad, a personal financial coach and founder of Wealth Coaching Stratosphere, shares a deeply personal journey marked by financial success, failure, rebuilding, and hard‑earned wisdom. Through candid storytelling, the interview reframes wealth not as risky speculation or quick wins, but as a long‑term process grounded in personal financial stability, liquidity, and informed decision‑making. The conversation is designed to help everyday people avoid common financial traps and approach real estate and investing from a position of strength rather than desperation. Major Themes & Key Takeaways 1. Experience Is the Best Teacher Mujahid’s financial philosophy is rooted in lived experience. After building a seven‑figure real estate portfolio early in life, he suffered devastating losses due to Hurricane Katrina and the 2008 housing collapse. These setbacks reshaped his understanding of leverage, risk, and preparation. Key takeaway: Financial success without safeguards can collapse quickly. 2. Leverage Without Liquidity Is Dangerous One of the most powerful lessons Mujahid shares is that being “asset‑rich but cash‑poor” is a vulnerable position. His earlier strategy relied heavily on leverage without sufficient reserves, leaving him exposed when disaster struck. Key takeaway: Liquidity is protection; leverage alone is not wealth. 3. Fix Personal Finance Before Building Businesses Mujahid stresses that many people pursue entrepreneurship or real estate in hopes of fixing personal financial struggles—often with disastrous results. Instead, personal financial stability must come first. Key takeaway: Solve your personal finances before using business to create wealth. 4. Wealth Is a Process, Not a Product The interview reinforces that financial improvement isn’t something you buy—it’s something you build over time. Mujahid emphasizes facing financial reality honestly instead of avoiding uncomfortable truths. Key takeaway: Progress starts by looking at the numbers, not ignoring them. 5. The Five Financial Stratospheres Mujahid introduces his Wealth Coaching Stratosphere model, outlining five levels of financial development: Financial Failure Financial Health Financial Fluency Financial Wealth Financial Independence Each stage represents a mindset and requires different behaviors and priorities. Key takeaway: Knowing your financial “stratosphere” determines your next move. 6. Capitalization Comes Before Real Estate Mujahid advises against entering real estate before reaching financial fluency. While creative financing exists, retaining real estate requires cash flow, reserves, and patience. Key takeaway: You can buy property with little money—but you cannot keep it that way. 7. The Importance of Capital and Opportunity Funds He emphasizes saving, emergency funds, and opportunity funds as prerequisites to investing. Capital allows individuals to recognize and act on opportunities without panic. Key takeaway: Capital creates clarity—and choices. 8. Infinite Banking and Financial Autonomy Mujahid explains the Infinite Banking Concept, which focuses on reclaiming control over the banking function through properly structured life insurance, allowing individuals to access capital without relying on traditional lenders. Key takeaway: Financial independence includes controlling how you access capital. 9. Debt Freedom Is Hard—but Worth It Through personal stories of tackling significant student loan and consumer debt, Mujahid emphasizes that debt freedom requires sacrifice, time, and unity—especially within marriage. Key takeaway: Debt freedom is attainable, but only through commitment and discipline. 10. Coaching Provides Accountability and Perspective Mujahid describes financial coaching as objective guidance from someone who has navigated the journey before. Coaching is positioned as a serious commitment, not casual advice. Key takeaway: Accountability accelerates growth. Notable Quotes “Leverage without liquidity is stupidity.” “We try to use business to solve personal finance problems—and that’s backwards.” “Wealth is a process, not a product.” “You can acquire real estate with no money—but you can’t keep it that way.” “Capitalization changes how you see opportunity.” “If you have a six‑figure income, your problem is usually you.” “Debt freedom is hard—but it’s worth it.” “Preparation puts you in a position of strength.” Overall Message Mujahid Muhammad’s interview is a ground‑truth masterclass in financial realism and discipline. His story strips away hype and reframes wealth creation as a methodical, values‑driven process that begins with personal accountability and preparation. Ultimately, the conversation challenges listeners to shift from chasing opportunity to becoming prepared for opportunity, reinforcing that sustainable wealth is built through patience, liquidity, education, and intentional planning. #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

The Misdirected Expression of Sublimated Rage Silence is often mistaken for peace, but it is more often the residue of fear, fatigue, and betrayal. A society does not lose its moral compass all at once—it misplaces it quietly, one withheld voice at a time. When conscience is deferred long enough, it does not disappear—it reemerges as rage, spectacle, or collapse. The work of a healthy culture begins when ordinary people remember that their voice still matters. Read the rest of the article for FREE on Gary Null Substack    https://garynull.substack.com/p/war-without-accountability

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Mujahid Muhammad. Interview Summary Interview with Rushion McDonald – Money Making Conversations Masterclass Interview Purpose The purpose of this interview is to demystify personal finance, redefine wealth‑building, and emphasize the importance of preparation, capitalization, and disciplined planning. Mujahid Muhammad, a personal financial coach and founder of Wealth Coaching Stratosphere, shares a deeply personal journey marked by financial success, failure, rebuilding, and hard‑earned wisdom. Through candid storytelling, the interview reframes wealth not as risky speculation or quick wins, but as a long‑term process grounded in personal financial stability, liquidity, and informed decision‑making. The conversation is designed to help everyday people avoid common financial traps and approach real estate and investing from a position of strength rather than desperation. Major Themes & Key Takeaways 1. Experience Is the Best Teacher Mujahid’s financial philosophy is rooted in lived experience. After building a seven‑figure real estate portfolio early in life, he suffered devastating losses due to Hurricane Katrina and the 2008 housing collapse. These setbacks reshaped his understanding of leverage, risk, and preparation. Key takeaway: Financial success without safeguards can collapse quickly. 2. Leverage Without Liquidity Is Dangerous One of the most powerful lessons Mujahid shares is that being “asset‑rich but cash‑poor” is a vulnerable position. His earlier strategy relied heavily on leverage without sufficient reserves, leaving him exposed when disaster struck. Key takeaway: Liquidity is protection; leverage alone is not wealth. 3. Fix Personal Finance Before Building Businesses Mujahid stresses that many people pursue entrepreneurship or real estate in hopes of fixing personal financial struggles—often with disastrous results. Instead, personal financial stability must come first. Key takeaway: Solve your personal finances before using business to create wealth. 4. Wealth Is a Process, Not a Product The interview reinforces that financial improvement isn’t something you buy—it’s something you build over time. Mujahid emphasizes facing financial reality honestly instead of avoiding uncomfortable truths. Key takeaway: Progress starts by looking at the numbers, not ignoring them. 5. The Five Financial Stratospheres Mujahid introduces his Wealth Coaching Stratosphere model, outlining five levels of financial development: Financial Failure Financial Health Financial Fluency Financial Wealth Financial Independence Each stage represents a mindset and requires different behaviors and priorities. Key takeaway: Knowing your financial “stratosphere” determines your next move. 6. Capitalization Comes Before Real Estate Mujahid advises against entering real estate before reaching financial fluency. While creative financing exists, retaining real estate requires cash flow, reserves, and patience. Key takeaway: You can buy property with little money—but you cannot keep it that way. 7. The Importance of Capital and Opportunity Funds He emphasizes saving, emergency funds, and opportunity funds as prerequisites to investing. Capital allows individuals to recognize and act on opportunities without panic. Key takeaway: Capital creates clarity—and choices. 8. Infinite Banking and Financial Autonomy Mujahid explains the Infinite Banking Concept, which focuses on reclaiming control over the banking function through properly structured life insurance, allowing individuals to access capital without relying on traditional lenders. Key takeaway: Financial independence includes controlling how you access capital. 9. Debt Freedom Is Hard—but Worth It Through personal stories of tackling significant student loan and consumer debt, Mujahid emphasizes that debt freedom requires sacrifice, time, and unity—especially within marriage. Key takeaway: Debt freedom is attainable, but only through commitment and discipline. 10. Coaching Provides Accountability and Perspective Mujahid describes financial coaching as objective guidance from someone who has navigated the journey before. Coaching is positioned as a serious commitment, not casual advice. Key takeaway: Accountability accelerates growth. Notable Quotes “Leverage without liquidity is stupidity.” “We try to use business to solve personal finance problems—and that’s backwards.” “Wealth is a process, not a product.” “You can acquire real estate with no money—but you can’t keep it that way.” “Capitalization changes how you see opportunity.” “If you have a six‑figure income, your problem is usually you.” “Debt freedom is hard—but it’s worth it.” “Preparation puts you in a position of strength.” Overall Message Mujahid Muhammad’s interview is a ground‑truth masterclass in financial realism and discipline. His story strips away hype and reframes wealth creation as a methodical, values‑driven process that begins with personal accountability and preparation. Ultimately, the conversation challenges listeners to shift from chasing opportunity to becoming prepared for opportunity, reinforcing that sustainable wealth is built through patience, liquidity, education, and intentional planning. #SHMS #STRAW #BESTSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

This episode of Start With a Win challenges leaders to rethink how real growth actually happens - not through rigid planning alone, but through bold vision, intentional experimentation, and the courage to act before everything feels certain. Adam Contos sits down with success coach and top-ranked podcaster Mitch Matthews to explore how high-performing leaders and entrepreneurs can break out of incremental thinking, ignite bigger possibilities, and turn ambition into measurable momentum. It's a powerful conversation about cultivating the C word, building the A word, and leading with both imagination and execution - designed to help you unlock smarter strategy, stronger teams, and results that compound. If you're ready to lead beyond limits and create meaningful wins in business and life, this one will stretch the way you think.Mitch Matthews is a success coach, keynote speaker, and host of the top 1% podcast DREAM THINK DO. For more than 20 years, he's helped high-achieving leaders and entrepreneurs clarify their purpose, think bigger, and take bold action. He's interviewed world-class performers - from bestselling authors to Oscar winners - and coached leaders at NIKE, NASA, Disney, and United Airlines. Mitch is also the creator of The Authority Bridge™, helping professionals build aligned, impact-driven coaching and speaking businesses.  Mitch lives a highly caffeinated life in Des Moines, Iowa, with his wife Melissa and they have two wildly creative sons.00:00 Intro02:04 This concept is a three-step process…05:07 You can't do this alone…08:55 Do you know what this is and we're not talking about goals12:02 Never ask your team this…replace it with this14:15 When you move into the next step you have to become a scientist!16:25 Leadership habits and the biggest factor of the leader!   19:40 Oh the A word again.24:50 The P word is hugely important as well as the C word.   27:10 Do I shoot straight vs what should I say!www.mitchmatthews.com DREAM. THINK. DO. Connect with Adam & listen, rate, and subscribe to his podcast!https://linktr.ee/adamcontos===========================Subscribe and Listen to the Start With a Win Podcast HERE:

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Mujahid Muhammad. Interview Summary Interview with Rushion McDonald – Money Making Conversations Masterclass Interview Purpose The purpose of this interview is to demystify personal finance, redefine wealth‑building, and emphasize the importance of preparation, capitalization, and disciplined planning. Mujahid Muhammad, a personal financial coach and founder of Wealth Coaching Stratosphere, shares a deeply personal journey marked by financial success, failure, rebuilding, and hard‑earned wisdom. Through candid storytelling, the interview reframes wealth not as risky speculation or quick wins, but as a long‑term process grounded in personal financial stability, liquidity, and informed decision‑making. The conversation is designed to help everyday people avoid common financial traps and approach real estate and investing from a position of strength rather than desperation. Major Themes & Key Takeaways 1. Experience Is the Best Teacher Mujahid’s financial philosophy is rooted in lived experience. After building a seven‑figure real estate portfolio early in life, he suffered devastating losses due to Hurricane Katrina and the 2008 housing collapse. These setbacks reshaped his understanding of leverage, risk, and preparation. Key takeaway: Financial success without safeguards can collapse quickly. 2. Leverage Without Liquidity Is Dangerous One of the most powerful lessons Mujahid shares is that being “asset‑rich but cash‑poor” is a vulnerable position. His earlier strategy relied heavily on leverage without sufficient reserves, leaving him exposed when disaster struck. Key takeaway: Liquidity is protection; leverage alone is not wealth. 3. Fix Personal Finance Before Building Businesses Mujahid stresses that many people pursue entrepreneurship or real estate in hopes of fixing personal financial struggles—often with disastrous results. Instead, personal financial stability must come first. Key takeaway: Solve your personal finances before using business to create wealth. 4. Wealth Is a Process, Not a Product The interview reinforces that financial improvement isn’t something you buy—it’s something you build over time. Mujahid emphasizes facing financial reality honestly instead of avoiding uncomfortable truths. Key takeaway: Progress starts by looking at the numbers, not ignoring them. 5. The Five Financial Stratospheres Mujahid introduces his Wealth Coaching Stratosphere model, outlining five levels of financial development: Financial Failure Financial Health Financial Fluency Financial Wealth Financial Independence Each stage represents a mindset and requires different behaviors and priorities. Key takeaway: Knowing your financial “stratosphere” determines your next move. 6. Capitalization Comes Before Real Estate Mujahid advises against entering real estate before reaching financial fluency. While creative financing exists, retaining real estate requires cash flow, reserves, and patience. Key takeaway: You can buy property with little money—but you cannot keep it that way. 7. The Importance of Capital and Opportunity Funds He emphasizes saving, emergency funds, and opportunity funds as prerequisites to investing. Capital allows individuals to recognize and act on opportunities without panic. Key takeaway: Capital creates clarity—and choices. 8. Infinite Banking and Financial Autonomy Mujahid explains the Infinite Banking Concept, which focuses on reclaiming control over the banking function through properly structured life insurance, allowing individuals to access capital without relying on traditional lenders. Key takeaway: Financial independence includes controlling how you access capital. 9. Debt Freedom Is Hard—but Worth It Through personal stories of tackling significant student loan and consumer debt, Mujahid emphasizes that debt freedom requires sacrifice, time, and unity—especially within marriage. Key takeaway: Debt freedom is attainable, but only through commitment and discipline. 10. Coaching Provides Accountability and Perspective Mujahid describes financial coaching as objective guidance from someone who has navigated the journey before. Coaching is positioned as a serious commitment, not casual advice. Key takeaway: Accountability accelerates growth. Notable Quotes “Leverage without liquidity is stupidity.” “We try to use business to solve personal finance problems—and that’s backwards.” “Wealth is a process, not a product.” “You can acquire real estate with no money—but you can’t keep it that way.” “Capitalization changes how you see opportunity.” “If you have a six‑figure income, your problem is usually you.” “Debt freedom is hard—but it’s worth it.” “Preparation puts you in a position of strength.” Overall Message Mujahid Muhammad’s interview is a ground‑truth masterclass in financial realism and discipline. His story strips away hype and reframes wealth creation as a methodical, values‑driven process that begins with personal accountability and preparation. Ultimately, the conversation challenges listeners to shift from chasing opportunity to becoming prepared for opportunity, reinforcing that sustainable wealth is built through patience, liquidity, education, and intentional planning. #SHMS #STRAW #BESTSee omnystudio.com/listener for privacy information.

In this raw and unfiltered episode, Chris Burkett dives deep into men's mental health, modern masculinity, and the dangerous shift toward victim mentality in today's culture. Through real conversation and article breakdowns, this video challenges the mainstream narrative around depression, personal responsibility, and what it truly means to be a man in today's world. From the impact of social expectations on men to the growing loneliness epidemic, you'll hear bold perspectives on why so many men feel lost, disconnected, and stuck, and what they can actually do to change it.This episode also explores deeper topics like emotional expression between men, the power of saying “I love you,” self-mastery through stoicism, and the importance of purpose, discipline, and brotherhood. Expect conversations around organic living, food consciousness, spiritual awareness, and the connection between mind, body, and environment. If you're looking for honest truth about masculinity, personal growth, mental health, and breaking free from societal conditioning, this is a must-watch discussion.Disclaimer: We are not professionals. This podcast is opinioned based and from life experience. This is for entertainment purposes only. Opinions helped by our guests may not reflect our own. But we love a good conversation.Become a supporter of this podcast: https://www.spreaker.com/podcast/2-be-better--5828421/support.

Massachusetts Congressman Jake Auchincloss joins Steve Schmidt for the Save America Movement's 'Fighting Democrats' series. They cover Iran, the ongoing catastrophe that is Trump's cabinet, and Auchincloss's Big Tech accountability bills. SHOP: The "Voting is a Privilege, not a Right' tee: https://thewarningwithsteveschmidt.com/products/voting-is-a-right-tee Support The Warning and become a YouTube member today! https://www.youtube.com/channel/UC2I50t9-7Ol7AjwryRv-Fiw/join Subscribe for more and follow me here: Substack: https://steveschmidt.substack.com/subscribe Store: https://thewarningwithsteveschmidt.com/ Bluesky: https://bsky.app/profile/thewarningses.bsky.social Facebook: https://www.facebook.com/SteveSchmidtSES/ TikTok: https://www.tiktok.com/@thewarningses Instagram: https://www.instagram.com/thewarningses/ X: https://x.com/SteveSchmidtSES

892. Is your team missing targets, dropping the ball, or responding to missed deadlines with a shrug?Many leaders believe accountability is a personality trait—you either have it or you don't. But in reality, accountability is a design problem. When ownership is lacking, it's usually because the "work design" itself is getting in the way.In this episode, Rachel shares a case study of a pharmaceutical manufacturer where low accountability wasn't just a frustration, it was a safety risk. You'll learn the results of a real-world "work design pulse check" and the five simple, high-impact tweaks that transformed a culture of "oh well" into a culture of "I've got this."Modern Mentor is a Quick and Dirty Tips Podcast, hosted by Rachel Cooke!Have a question for Modern Mentor? Email: modernmentor@quickanddirtytips.com Discover more from Modern Mentor!FacebookLinkedInNewsletterTranscripts available on your podcast app or QuickandDirtyTips.com. Hosted on Acast. See acast.com/privacy for more information.

This episode is all about the stress of people — managing them, working with them, attending to them, etc. Tiff and Kristy discuss what it means to manage results and lead people, and how sticking to systems of accountability in your practice can take a lot of that stress off your shoulders. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners. We are back here today with another amazing podcast. I say that because I just know this is gonna be incredible content. I'll introduce myself again. I realized a podcast ago that I never introduced myself. I'm Tiffanie I am a consultant, a dental consultant here with the Dental A Team. I've been here for a really long time, so I guess I just assume everybody has also been here for a really long time. I think everybody's like my best friend and I sit here.   on this podcast, Kristy with you and with all of the listeners, just talking to my best friend. Like that's just how I roll. So I'll take the moment to say hello, welcome. Thank you to those who have been listening for a long time or a short time or a new today. We love being able to reach new people. Part of our mission is to reach as many people as we possibly can. And it's worded much better than that, but that's the gist of it. And Kiera, know, get, Kiera likes to quiz us.   every now and again and I fail every time you guys. It's just like words in my brain get jumbled. It's okay, it's totally fine. So our mission is here. We are so excited to welcome you. Kristy, I am excited to welcome you here with me today. You have been on a podcast roll with me. We have busted out so many. I really truly appreciate you for that and for so many other reasons. So thank you for being here today, Kristy.   The Dental A Team (01:18) Thank you. Thank you for having me. I'm excited.   The Dental A Team (01:21) Yeah, thank you. We have been chatting quite a few things. KPIs, I think this is the month of KPIs and results and it makes sense because Q1 is behind us. We're rolling into Q2 and making sure that we are set for success because my opinion is if we wait until November, but even July, if we're like, gosh, Q3, what are we doing? What are we doing? You're already behind you guys. You got a lot to make up at that point. You might as well just start now.   I love this role that we've been on today. We also always get to hit some personal development pieces, which is fun as well. So today, where this podcast right now, we really want to talk about the human side of things. Kristy, something that I notice, I get the luxury of seeing Dental A Team from all of the different sides. I get to see it from sales side, from marketing side, from development side, like all of education, from consulting.   every space of Dental A Team, I feel like I have a little toe dipped in there, just because I've been here for so long and I've helped in so many different facets to create what we are doing today. And with that, I get to see all of the different reasons that all of our clients are attractive to us and the people who are not yet clients or have just come for, know, tell me what my gap is and let me work on it. All those people, all the doctors, all the teams,   are typically coming and they're saying, I say this all the time, they're saying systems, right? We need systems. Clean up my systems, Kristy. My systems are broken. And they're like, please. And I've watched it. I've watched new to Dental A Team consultants be like, okay, let's start and we'll dig into systems. And I'm like, wait, wait, wait. Do we know that that system's broken? Like, let's take a step back and really figure out what it is, what it is and why you're actually here.   because your systems is the word that you're using to describe your issue, your symptom. And what typically is happening is we have stress. Things aren't working. They're not aligning just right. And we think, well, my systems are broken then. And your systems may not be broken. They may need adjusting or we may need to add some systems. We may need to do away with some old systems, right?   I've got practices that I'm like, think we're just billing this way because we like to, because we've always done it this way. I have to tell you, side tangent for a second, I love this office and when they listen to this, they're gonna know exactly who they are.   I was like, what do you mean you have a black book? What is a black book? Like I don't understand what this is. And they're like, Tiff, like you don't understand how much time we're spending tracking metrics. You're saying we're not tracking. And I'm like, well, I just need them on this Excel sheet. Like where are they at? And they have this old school accounting black book. Like I can't even show you how big it is. It's just like this massive ledger and they have a pencil and these little tiny cells and every day they're writing.   The Dental A Team (04:17) you   The Dental A Team (04:26) production, adjustments, collections, where the collections is coming from. And I was like, wow, Open Dental tells us all of this every day. You just have to print it. You can even keep it. You don't need to, because it's always accessible. But if it makes you feel better, print it daily and keep it. What are we doing? And so I say that because there are some systems that are just like, we've just always done that. My dad owned the practice and this is how he did it. And it was successful and cool.   We can keep doing it or we don't have to. It's up to you. But the stress is actually the underlying issue and it's usually financial stress or misunderstandings, missed expectations. I expected to make more money than I did. I expected to be able to do my expansion and I can't. I expected to have another dentist on board. I expected to be able to find a hygienist. I expected someone else to talk to all the...   team members on my team. It's missed expectations and it's stresses. And Kristy, something I wanted to dive into today was really how, one, I do think systems help those things. So yes, there is a deep dive onto the systems, but really understanding the stress behind a lot of it and the why I think is key. And Kristy, I don't know if you noticed this in your office, just tell me what you see.   I think one of the number one stressors that I see for doctors, for business owners, and for even office managers who have already taken on this role and doctors have delegated this to them, one of the number one stresses that I see is the stress of people. It's dealing with people, right? Whether it's the patients or the team, but really the HR management side of managing people, like dentistry is not hard, right? Work isn't hard, people are hard. And dealing with that,   tends to be the crux of a lot of stress for doctors that they think the systems will fix, which we'll dive into how they can help that. But Kristy, do you agree? Are you seeing that within your practices as well?   The Dental A Team (06:34) Yeah, 100 % across the board, whether it's doctors or leadership, it's definitely the people driven. And you hear the things like, people just don't show up like they used to or, you know, those little sayings are, they don't respect our time. And so yes, 100 % from patients to team members, to be honest with you, but people.   The Dental A Team (06:55) Yeah. I agree.   I agree. I get the like work ethic, like work ethics changed. These Gen Zers or Gen Xers or Gen whatevers. They're different. And I'm like, yeah, they are different. 2020 taught us a lot of things and things are different now. And we can keep standing here saying, you know, we want to be on this box that was old and is breaking or we can move forward onto the new box. I totally agree with that.   The Dental A Team (07:03) Yeah   Thank you.   The Dental A Team (07:25) When I think of stress of people, I agree. I think people can be hard. Managing people can be hard. And I think leading people is a very different statement. And leading people makes management easy, if that makes sense. I believe in managing results and leading people. Systems without accountability.   The Dental A Team (07:50) Mm-hmm.   The Dental A Team (07:54) lead to micromanagement and a lot of stress around your people management.   The Dental A Team (07:59) I agree 100 % Tiffanie, you said that like so spot on. And accountability is one of those things that everybody wants and everybody's gonna also gripe about. But I will also say, I was privileged to go, I think it was one of the HR companies like Cedar, Ben Erickson or one of them had talked about. ⁓   You know, they do this stuff day in and day out. And they said the number one reason somebody will leave you is because you don't have accountability. And the number one thing they'll complain about is accountability. So it really cemented it. I mean, coming from an HR company that deals with people all day, every day, and probably the worst of the people ⁓ saying that really, really taught me that we need that clarity. Every one of us needs that clarity and we all need that accountability.   And so you're spot on. And when we can make it about that clarity, what we're looking for and not so much about the person, it makes the leadership a lot easier. You're like, uh-huh.   The Dental A Team (09:09) Absolutely.   Yes. Yes. And that's, think, what I mean by managing the results. Right? And I even that what you just said right there is like not making it about the person. I just had a call right before we started podcasting. And he was like, gosh, I have, you know, and we've had this. had I had a team member that I was like, my gosh, I think her dryer is broken. Like, she smells like mold. Right. Or we're wearing way too much perfume. that shirt is way too low cut. that's not really appropriate.   The Dental A Team (09:16) Yeah.   The Dental A Team (09:39) Gosh, I had a girl that would wear the wrong color sweater and I'm like, it's black. Like we just, it's black. That's all we got, black and white. That's all you got, right? And this blue, like I know this Navy is really close to black, but it's not black. Those conversations, those are the stressors, right? It's hard. It's like, come on. And my doctors are like, we're all adults. I agree with you, but we're all gonna do whatever we can to get away with whatever we can. And if we're gonna slide in a Navy blue sweater, because it almost looks black.   The Dental A Team (09:45) Hahaha!   Yeah.   The Dental A Team (10:08) except for next to my black shirt, right? And if I don't say anything, I don't hold the person accountable to our dress code, the next thing I know, she's wearing a light blue sweater. And Marjorie in the back, she decided hot pink was cool today. And I'm like, what is happening you guys? Well, guess what? I didn't hold accountability to the lines. We had a boundary and the boundary was crossed and I didn't use clear as kind and hold the boundary. And it is clear as kind.   It's like, hey, love the sweater. Just keep in mind, remember, it's gotta be black or white. I do love it though, it just doesn't fit within our guidelines. Period. There's no questions. And it's kind. I don't dislike the sweater. It's just not appropriate for the office, right? Love the enthusiasm. Let's use this verbiage with that enthusiastic flair. Let's see if we get a different result.   The Dental A Team (11:07) Yeah.   The Dental A Team (11:07) It's less about, because it's not the person. She's not a bad person for trying to wear a blue sweater. She was in a hurry. She was in a hurry that morning and she grabbed what she could and she thought it would be fine. I remember the day like it was yesterday because she was like, what? It's fine. And I was like, it's not. I get it and I understand. But if I don't say anything, like if I'm going to say something to someone else, I have to say it to you too. And it's my job and I'm just.   I'm upholding the standards. So it's not a big deal. I don't want you to feel attacked like you're fine, we're fine. We're black tomorrow. And if I need to get you a black sweater, tell me, I'll order you a black sweater. Right? It doesn't have, it doesn't, wasn't about her, right? It's not, there's nothing wrong with the person. Right now it's about the result. And when we make it about the person, it is really hard. And when I get doctors that are like, I don't want to hurt her feelings.   The Dental A Team (11:54) Mm-hmm.   The Dental A Team (12:05) Well, you've made it about the person. Now it's about the person. But is there something wrong with her that you have to this conversation? Or is this conversation about something that's completely outside of her? They're like, well, no, right? She's wearing too much perfume. Cool. Love your perfume. Could be an issue for our patients. Please dial it back. It's not about her, right?   The Dental A Team (12:30) Yeah.   The Dental A Team (12:33) And I told my doctor recently, one of my doctors that I had a similar conversation with, I said, I have to take a step back. That same thought process goes through my mind too. It happens to all of us because we're like, I don't want to turn people away. I don't wanna push anybody away. I don't wanna lose anyone. It's our survival mechanisms are in tune with saying, don't push people away. Pad the situation and be nice so that people don't run away. But nice.   I think of it this way, whenever I feel it, I'm like, nope, take a step back, because I have to think and consider if I feel that I have to be nice and not be clear and kind, if I feel that I have to be nice, I am also then saying that this person across from me is not strong enough to take a clear and kind conversation, and I'm.   Like, what's the word I want? Making them smaller by being nice to protect them because they can't handle it and protect themselves. So to me, I have to tell myself that story often because it feels way worse to say the person on the other side of this conversation can't handle this conversation than to say I might hurt her feelings for a moment by telling her that her perfume is too strong. at the end of the day, she's gonna be like, cool, I'm gonna say perfume.   The Dental A Team (13:58) Mm-hmm.   The Dental A Team (14:02) she's gonna be fine, right? Like we make these situations so much bigger than they need to be and we stress on the potential outcomes because the people management is hard. But the lines are there, the boundaries are there, the accountability is there. And when we hire capable, strong people and we believe in the human, the conversation's gonna go fine.   The Dental A Team (14:23) Yeah, Tiff, I love that you said that. it's kind of funny because it's taking me back to even in office and training things. I'm like, guys, almost all of the situations that we don't like, we've created. And I can almost always prove it. And even in this situation, we create bad employees or people not following the rules because we've created that situation, truly.   The Dental A Team (14:47) Yeah.   The Dental A Team (14:48) be whether it's   The Dental A Team (14:49) Yeah.   The Dental A Team (14:49) not having a caring conversation or whatever it is. I always, to your point, whenever I have to have these type of conversations, I like to follow the rule of state the behavior, what it's causing, and then state the behavior you wish to see. Because again, then you're not putting the person on the spot and you're talking about...   the subject. So even or item like you were saying instead you'd state the blue shirt as you came in. Do you remember this was our guidelines for what we wear? And so moving forward, can you please wear the black or the white? You know, because then it's easy if they don't follow the rules next time to say, hey, we talked about this. You agreed. What's getting in the way of it? It's not it's not attacking that person, but truly   And in leadership, our team is looking to us for holding people accountable in that way, truly. Yeah.   The Dental A Team (15:50) I agree.   I agree. Go ahead.   The Dental A Team (15:54) I was going to say also, I just said the team's looking for us as leadership to hold people accountable, but I also just had this conversation in office too. It isn't just leadership to hold people accountable. We hold ourselves accountable first and foremost, and then peer to peer, it's our job to hold each other accountable too, not just the leadership team, guys. Yeah.   The Dental A Team (16:18) Yeah,   I love that so much and I don't know how many times I've preached that and witnessed it and done it. Because I'm like, gosh, if I put myself in leadership shoes, I'm not going to be like, there goes Candace again with the wrong color shirt. I'll be like, Candace, girl, if I have to wear this shirt and I can't be colorful, you better get in line too because you're making me mad. I remember. And I will tell this story till the day I die. And when she listens to this, she's to know exactly what I'm talking about. She's one of my best friends.   The Dental A Team (16:46) I don't know.   The Dental A Team (16:48) I love her dearly, and there was a moment in time we did not love each other so much. And this girl, every time I walked by her TC office, I was like, listen, you're on Facebook again. We got internet taken away from us because of you, and I remember the day I walked by and I like, I swear, if I get something else taken away from because you're doing this, I'm gonna freak out.   The Dental A Team (17:05) you   The Dental A Team (17:13) And she was not happy, but I was just like, girl, how many times do we have, like we're all getting talked to, we're all getting things removed, we're getting new rules implemented, and you're blatantly not doing them. I'm not okay with that, and I'm not okay with the disrespect that you're showing to the rest of the team, including leadership and doctor, because that's disrespectful to me. You're not caring that your actions are having a consequence on me. No, no, I'm not gonna stand for that because I have   higher respect for myself and boundaries for myself than to allow something like that to continue. So I love that you said that and I think there's a when and there's a where and there's a how. And as long as we're coming at it from a space of respect and we're coming at it from a space of results, not attacking the person, that's the difference maker. And your stress will exponentially decrease when you stop micromanaging systems.   The Dental A Team (17:55) Yes.   The Dental A Team (18:12) You manage results and you lead people by accountability. And when there's confusion within the accountability, then go back to the system and make sure that the accountability is clear. Like what is the system supposed to be doing? What does the accountability look like? And stop saying accountability is hard. Accountability is not hard. Backtracking because you never held somebody accountable, that's hard. But the accountability of like, hang on, tell me more about this. How come we didn't get there?   The Dental A Team (18:17) Yeah.   Yeah.   The Dental A Team (18:43) Not, hey, why didn't you make 10 calls yesterday? You were supposed to make 10 calls. That's micromanaging a person. But saying, hey, I see that you weren't able to get to your 10 calls yesterday. Tell me more about that. What was your day like yesterday? Where could we have made sure that you had time? What got in the way of that? Now the person is like, yeah, you're right. I was swamped with X, Y, and Z. And we can diagnose, is that a one-off? Like, okay, that was a really busy day.   Or is that a space of you're carrying too much and some of that needed to be delegated? So Kristy, I think that's a massive difference in accountability of the like, hey, you didn't do, that's managing. Or, hey, I see that you didn't get to, tell me more about that. You know?   The Dental A Team (19:16) Mm-hmm.   Yep. It's   coming from that curiosity and concern, and it already lowers the feelings, I guess, you know what I mean? Yeah. And again, as a leader, using the call scenario, that also gives you the chance to re-cement that, making these calls is really, really important. And so maybe we can carve out extra time to get to those today, you know, and coming up with a solution together. So 100 % Tiff.   The Dental A Team (19:36) Yeah, the reaction. Yeah.   Yes.   The Dental A Team (19:56) on board with you there. think it goes back to creating our heart, right? And having those conversations, which also made me think of, guys, and we see this every day all day when we go on practices too, Tiff, or even on calls. Please, please, when you have to have a one-off conversation, don't address the whole room. Your face.   The Dental A Team (20:02) Mm-hmm.   Please, for   the love of all things, please, please listen to Kristy.   The Dental A Team (20:24) Yeah, right. Because truly the person that needs to hear it, they don't know it's them. I promise you, they don't know it's them. Go have the one-on-one caring conversation, and that's how you can get the buy-in from them and be able to circle back for future conversations.   The Dental A Team (20:41) Yes,   yes, my gosh, I love that you said that. It's one of my biggest pet peeves. If someone is doing something, don't make everyone suffer through the conversation, because 90 % of the people are like, what are we talking about? And then one person's like, my gosh, it's me, I'm so stressed. And you're like, and then they come to you, how can I do better? And you're like, it wasn't you. ⁓ so now I'm stressed for no reason, but I'm also not believing you, because I'm positive that it was me, and now we've ruined someone.   The Dental A Team (21:07) We were winded.   The Dental A Team (21:08) ⁓ And the   person that it was is like, you guys suck. You guys should really stop doing that. I can't believe someone here did that. You're like, my golly. Yeah, that was part of my conversation today. Yes, I love that with my practice. So every day all day I see that generalizations kill a team. If there are multiple people doing it, fine. Reestablish your baselines. Reestablish your boundaries and your handbooks. Sure.   The Dental A Team (21:14) Yeah.   Yeah.   The Dental A Team (21:36) But if someone is causing a scuffle, someone is causing a stress, talk to that person. Just nip it in the bud. Because I guarantee you, blue sweater would not have known I was talking to her. And she's gonna wear that sweater again and I'll be like, bro, we talked about this. She's like, no, we didn't. We did not, because we didn't. But I did, and it never happened again. She didn't love me for it. She had some choice words to some people, but it was fine. And we were fine at the end of the day. We get a little ⁓ upheaved sometimes.   The Dental A Team (21:42) Yeah.   Yeah.   The Dental A Team (22:06) because as much as we want to be seen, it's also really scary to be seen. And so we'll be like, I know I'm in the wrong. Like you get defensive because you already knew you shouldn't have worn the sweater. You already knew it was out of dress code. So when I talk to you about it, you were already prepared to be defensive and defend why it was fine because you knew it was coming. That's okay. I'm okay with that. Cause tomorrow we're both better for it.   The Dental A Team (22:28) Yeah.   I love it, Tiff. I think truly, and again, guys, when you make the conversation around your culture and the easiest way to do it truly is on your mission and core values, tying probably that blue sweater back to your core values would have been a huge way to, again, approach the conversation and let that person know they're not living in community. ⁓ To that being said,   There's many times when we go in practices and I'm asking, I need you to have it truly. So you guys, you're on, if you're a client of mine, you probably know it's coming. You better be prepared. I'm going to ask you what your mission and your core values are because truly I like to say the mission is our boss. That's who we're serving, not our leadership team. That is our boss. And the core values demonstrate how we behave.   So in any of these situations when you're having to have a caring conversation, I'm not gonna say it's a hard, it's a caring conversation, we choose to make it hard. ⁓ Tie it back to your core values, because that's how we behave, and it's gonna make it easier for you to tackle those conversations.   The Dental A Team (23:46) I love that so much and I think that is the perfect spot to wrap because tying back to your mission vision core values is key to business success. So I love that Kristy. Thank you. I would say action items, are those done? Do you have job descriptions done? Do you know what the responsibilities of each individual are? Do they know? And what is the accountability follow up there within it? So if you're stressed out, yeah.   The Dental A Team (23:59) Thank   to one more action. Leadership, is there anybody you need to put on your list to have a conversation with?   The Dental A Team (24:18) Do it.   Ooh, I like that. Good job.   Make them think. I love that. Okay, you heard it right here. You heard it from Kristy. Go do the things. remember, stress is a symptom of something. We're not just stressed. Okay, I just, I just had a stressful day. No, it's a symptom of something. And typically, I've found in my personal experience, at least, that if I'm stressed, it's usually because I've let a boundary slip.   and somebody's crossing over that boundary, and I'm actually kind of upset, hurt with myself. I'm mad at myself for allowing it to happen. So, do a gut check if you're stressed. Why are you stressed? It's just a symptom. It's not a forever and it's not a lifestyle. So, go figure it out. Go figure out your accountabilities. If you need help with it, you guys were here for it. Hello@TheDentalATeam.com, reach out. TheDentalATeam.com, you can sign up for a free assessment with our team. We will help you see those gaps. We will help you see where you can   thrive and not just survive and not die. We will help you with all of those. So drop us a five star review below. We'd love to hear what you thought. Kristy, this was so much fun. Thank you for busting so many out with me today and thank you for this specific podcast. I had a ton of fun with you.   The Dental A Team (25:37) Yeah, back at you. was fun having a little conversation and hopefully they see it as a challenge.   The Dental A Team (25:41) I love it.   I know, I think they will. You guys got a lot here. Awesome, thank you all and we will catch you next time. Bye bye.

Photo: A voter fills in a ballot during Bethel’s municipal election on October 1, 2024. (MaryCait Dolan / KYUK) The Alaska Federation of Natives (AFN) is speaking out against a proposed federal voting bill it says could create new barriers for Alaska Native voters. In a press release issued April 6, AFN urged Congress to reject the Safeguard American Voter Eligibility (SAVE) Act, which is currently being debated in the U.S. Senate. AFN represents more than 190 tribes, along with Native corporations and nonprofits across Alaska. Leaders say the bill would require voters to present documentary proof of citizenship — such as a passport or birth certificate — in person at a designated election office in order to register for federal elections. For many Alaska Native communities, especially in rural areas, that could mean traveling long distances, often by plane, at significant cost. In the statement, AFN says, “The SAVE Act… would disenfranchise eligible voters and recreate the very barriers our communities have fought for decades to dismantle.” The organization also raised concerns about how the bill would treat Tribal identification, noting that many IDs do not include citizenship status and could require voters to obtain additional documentation. AFN says that process could take weeks and may be difficult or impossible for some community members. The group argues the legislation is unnecessary, calling it “a solution in search of a problem” and pointing out that noncitizen voting is already illegal and rare. AFN says the bill could also restrict systems widely used in Alaska, including mail-in and online voter registration. As the debate continues in Washington, tribal leaders are calling on Congress to focus instead on improving access to voting, particularly in rural communities. A federal judge has rejected a plea agreement in the case of missing Navajo elder Ella Mae Begay. Begay, a 62-year-old member of the Navajo Nation, was last seen in 2021 at her home in Sweetwater, Ariz. and has not been found. According to the Associated Press, the judge denied a proposed deal for Preston Henry Tolth, who is accused of assaulting Begay before she disappeared. Prosecutors say the agreement would have allowed Tolth to avoid additional prison time. Begay's family opposed the deal in court. Her niece, Seraphine Warren, told the judge, “Accountability is not time served… we still don't have the truth.” Advocates say the case highlights ongoing challenges in addressing missing and murdered Indigenous people across the country. Arizona drivers have lots of specialty license plates to choose from – 114 to be exact. As KJZZ's Gabriel Pietrorazio reports, the largest tribe in the Phoenix metro area is among the latest to be featured. Back in 2023, State Rep. Teresa Martinez (R-AZ) pitched letting the Gila River Indian Community design its own plate. “Lots of people will think, ‘Oh, this is just another license plate bill.' … It is a very big deal.” Because for each plate sold, $17 will be donated to the tribe's transportation committee for traffic and road improvements. Commuters regularly travel through their reservation just south of Phoenix. “Especially when the I-10 is down.” Martinez's proposal passed as part of a larger bill that included the neighboring Ak-Chin Indian Community and Pascua Yaqui Tribe. Gila River, in March, became the fifth of Arizona's 22 federally recognized tribes to print one. Get National Native News delivered to your inbox daily. Sign up for our daily newsletter today. Download our NV1 Android or iOs App for breaking news alerts. Check out today’s Native America Calling episode Tuesday, April 14, 2026 — Native in the Spotlight: cartographer Margaret Wickens Pearce

Do your one-on-one meetings feel awkward, inconsistent, or like a waste of time? In this episode of SoTellUs Time, Trevor and Troy Howard break down how to run better one-on-one meetings with your team so they actually improve communication, accountability, performance, and employee growth. If your meetings usually turn into shallow check-ins, uncomfortable conversations, or basic status updates, this episode will show you a simple structure that makes every one-on-one more productive and valuable. Great leaders know that one-on-one meetings are not just another task on the calendar. They are one of the most powerful tools for improving employee retention, team morale, leadership communication, workplace culture, accountability, and professional development. When employees feel heard, supported, and clear on expectations, they perform better, trust leadership more, and are more likely to stay engaged long term. In this episode, we talk about why one-on-one meetings matter more than most leaders realize, especially in businesses where trust, communication, customer experience, and consistency matter every day. Whether you lead a home service company, childcare center, sales team, office staff, field team, or growing small business, effective one-on-ones can help you reduce surprises, prevent burnout, improve execution, and build a stronger culture. We also break down the biggest mistakes leaders make in one-on-ones. Too many managers only meet when there is a problem, which makes the meeting feel negative from the start. Others turn the conversation into a status report instead of a development conversation. Some leaders dominate the conversation instead of listening, while others constantly cancel or reschedule, sending the message that the meeting is not important. These small habits quietly damage trust and make leadership less effective. That is why we share a simple 5-part structure for better one-on-one meetings that you can start using immediately: Personal Check-In – start human, not transactional Wins and Progress – reinforce what is working Challenges and Obstacles – coach through what is getting in the way Accountability and Priorities – get clear on the most important next steps Growth and Feedback – help team members improve and level up over time This structure helps leaders ask better questions, listen more effectively, create clarity, and make one-on-ones a place where trust and growth actually happen. Instead of just reviewing tasks, you will learn how to create a rhythm that improves performance without micromanaging. You will also learn how to use these meetings to strengthen field accountability, improve customer experience, celebrate wins like positive reviews or completed jobs, and help employees stay aligned with business goals. If you are trying to become a stronger leader, build a healthier team culture, improve employee performance, and create better communication with your staff, this episode is for you. In this episode, we cover: How to run better one-on-one meetings Why one-on-ones matter for leadership and culture Common one-on-one meeting mistakes A simple structure for productive employee meetings How to improve accountability without micromanaging How to help employees grow through better conversations How to build trust and retention with consistent leadership Better management habits for small business owners and team leaders Timestamps: 0:00 – Introduction and hook 1:30 – Why one-on-one meetings matter more than you think 3:30 – The biggest mistakes leaders make 4:30 – A simple 5-part structure for better one-on-ones 12:00 – Pro tips to make one-on-ones actually work 13:30 – Real-world impact of great one-on-one meetings 14:30 – Closing challenge and call to action If you enjoy conversations about leadership, business growth, customer experience, team accountability, marketing, and building better systems, subscribe to SoTellUs Time for more episodes designed to help you grow your business and lead at a higher level. Subscribe to SoTellUs Time: https://www.youtube.com/@sotellus Learn more about SoTellUs: https://www.sotellus.com/ #OneOnOneMeetings #Leadership #TeamManagement #EmployeeRetention #Accountability #BusinessLeadership #ManagementTips #SmallBusiness #WorkplaceCulture #LeadershipDevelopment

“If you judge a fish by its ability to climb a tree, it will live its life believing that it is stupid.” ~ Albert Einstein (https://www.billcrawfordphd.com/quote-video-blog/)

"Brands don't know what they don't know. A consultant makes teams think about things in detail. It's an education piece."Francesca Raggio, Ecommerce Consultant, VervauntThis podcast features experts discussing the critical role of consultants in ecommerce website migrations. We share insights on project management, stakeholder engagement, technical discovery and how to avoid common pitfalls in replatforming projects.The episode pools the replatforming experience of James Gurd with senior consultants from Vervaunt, Shamoli Miah (Operations Director) and Francesca Raggio (Ecommerce Specialist).Having worked on a wide range of projects, they understand the real challenge isn't about the tech; it's the clarity, co-ordination and governance that enables multiple teams to function coherently together and handle the stresses that come with technology projects.Some of the biggest surprises come from content audits and data structure planning - things that many teams underestimate and leave until it's too late. When you try to migrate thousands of products or reimagine your digital experience without proper planning, the results can be costly.Consultants are essential not just for technical expertise but for guiding teams through chaotic complexities: setting expectations, managing stakeholder alignment and ensuring you're not flying blind. The value lies in thorough pre-discovery, continuous education, and the ability to challenge assumptions with honest, evidence-based insights.This isn't about adding layers of bureaucracy; it's about making the whole process smoother, more predictable and ultimately more successful.Tune in for an objective view of what the role of an external consultant should be, and how to know whether you need to add one to your project team. Chapters[00:35] Introduction to Ecommerce Consulting and Migrations[03:10] Understanding Replatforming Approaches[06:15] The Importance of Pre-Discovery in Projects[09:15] Common Challenges in Ecommerce Migrations[12:15] The Role of Governance in Project Management[15:10] Stakeholder Management and Accountability[17:40] Content and Data Migration Challenges[20:35] Planning for Successful Ecommerce Projects[30:35] Navigating Technical Discovery[40:00] Understanding User Acceptance Testing (UAT)[49:05] Consultant Skills for Ecommerce Success

Africa Melane speaks to Benedict Phiri, legal analyst, on the National Prosecuting Authority’s decision to pursue criminal charges in the Life Esidimeni tragedy, unpacking what charges like culpable homicide mean, what evidence prosecutors must prove, and who could ultimately be held legally accountable for the deaths of over 140 mental health patients. Early Breakfast with Africa Melane is 702’s and CapeTalk’s early morning talk show. Experienced broadcaster Africa Melane brings you the early morning news, sports, business, and interviews politicians and analysts to help make sense of the world. He also enjoys chatting to guests in the lifestyle sphere and the Arts. All the interviews are podcasted for you to catch-up and listen. Thank you for listening to this podcast from Early Breakfast with Africa Melane For more about the show click https://buff.ly/XHry7eQ and find all the catch-up podcasts here https://buff.ly/XJ10LBU Listen live on weekdays between 04:00 and 06:00 (SA Time) to the Early Breakfast with Africa Melane broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3N Subscribe to the 702 and CapeTalk daily and weekly newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Sons Of Liberty Radio with Bradlee Dean As The Madness Continues On... The Madness Continues: A Call for Accountability, Biblical Law, and Skepticism of the Establishment Sons of Liberty: As The Madness Continues Radio Abstract Host: Bradley Dean | A critique of political accountability, spiritual apathy, and institutional deception. The 545 Accountability Rule "545 human beings are responsible for the mess." 1 President 100 Senators 435 Congressmen 9 SC Justices The American people are complicit through tolerance and lack of enforcement. Core Editorial Arguments The Income Tax Fallacy: Destroyed financial privacy and forced two-earner households, eroding family values. The "Common Con": Politicians create problems to campaign against them; the Federal Reserve is a private entity delegated constitutional duties. Spiritual Prerequisite: Revival is impossible without preaching God's Moral Law (The 10 Commandments) to reveal sin. "To announce that there must be no criticism of the president... is not only unpatriotic, but morally treasonable." — Theodore Roosevelt Critical Flashpoints Political Mockery Critique of Donald Trump's "messianic" imagery; labeled as blasphemy and "spirit of anti-Christ." Institutional Lies Skepticism of NASA's Artemis mission and Apollo history; claims of staged moon landings to justify theft of trillions. Medical Justice Demand for accountability regarding mRNA vaccine deaths; calls for justice against "the father of the vaccine." #Repentance #Liberty #545Responsible #BiblicalWorldview Source: SONS of LIBERTY Radio | Episode: 2026-04-13 Action: "Right the Wrong" This broadcast of Sons of Liberty Radio features host Bradley Dean addressing the systemic corruption within the U.S. government and the church, emphasizing a desperate need for a return to Biblical moral law. Dean critiques the political establishment, challenges mainstream narratives surrounding public health and space exploration, and calls on Americans to cease their tolerance of "the con game" played by those in power. Detailed Summary The "Common Con" of the 545 The broadcast opens with a reflection on the destructive nature of the income tax and the erosion of financial privacy. Dean references a classic column by Charlie Reese, arguing that a mere 545 individuals—comprising the President, senators, congressmen, and Supreme Court justices—are directly responsible for the nation's domestic plagues. He asserts that these politicians create problems specifically to campaign against them, maintaining a "common con" that thrives only because the American public tolerates a lack of accountability and the unconstitutional delegation of power to entities like the Federal Reserve. The "545" Responsibility Framework According to the Charlie Reese doctrine cited in the broadcast: 435Representatives 100Senators 9SC Justices 1President "545 human beings out of 325.7 million are directly responsible for the problems that plague this country." Spiritual Foundations and the Failure of the Church Dean posits that the core of America's decline is spiritual, stemming from a departure from God's moral law. He criticizes modern "popular" Christian speakers for failing to preach repentance and instead seeking the "approbation of man." By removing the "schoolmaster" of the Law, Dean argues, the church has deprived the Gospel of its power to bring about genuine conversion. He emphasizes that the "good guys" are often accomplices to evil because they allow corruption to persist without enforcing justice or following the Biblical command to repent. The Critique of Political Idolatry A significant portion of the broadcast is dedicated to criticizing Donald Trump, whom Dean describes as a narcissist who mocks Christ. He condemns the "In Trump We Trust" sentiment and the use of imagery depicting Trump as a savior or the "Son of Man." Dean argues that if Christians truly viewed Jesus as Lord, they would hold Trump accountable to the Constitution and the Law rather than offering him blind support. He also briefly addresses Marjorie Taylor Greene, suggesting her recent "anti-establishment" rhetoric is merely a result of falling out of favor with the "good old boy club". Institutional Skepticism: Space and Public Health The host expresses deep skepticism toward NASA and the medical establishment. He analyzes recent Artemis II press conference footage, claiming that the astronauts' own words—specifically Commander Reid Wiseman stating it is the "first time" humans are going to the moon—prove that previous lunar missions were staged. Furthermore, Dean revisits the "mRNA scam," accusing both the Biden and Trump administrations of responsibility for vaccine-related deaths. He highlights Trump's own insistence on taking credit for the vaccines as evidence of his culpability in what Dean terms "murder". The "Establishment Box" Trap Dean argues that voters are manipulated into choosing between pre-selected options that all serve the same agenda. The Illusion of Choice: 1,100+ candidates exist, but media focuses on a "handful" from the same team. The Solution: Stop looking at the "R" or "D" next to a name and start thinking outside the establishment box. The Source: Change must begin within the Church before it can manifest in the government. Key Data The 545: The specific number of federal officials (1 President, 9 Supreme Court Justices, 100 Senators, 435 Representatives) identified as responsible for national policy. Artemis II Program: A $93 billion NASA program scrutinized by the host for its "first time" rhetoric. Vaccine Timeline: Reference to deaths occurring as quickly as 34 hours post-injection. To-Do / Next Steps Schedule a community event with Bradley Dean by calling 1-866-233-0747. Visit SonsOfLibertyRadio.com to support the ministry financially or become a "Son or Daughter of Liberty." Study the Biblical requirements for repentance and the moral law found in Exodus 20 and Deuteronomy 7:10. Listen to the broadcast live on Rumble every Sunday at 9:00 AM Central Time for "uncompromised" truth. Research the "Green New Deal scam" through the American Policy Center. Read the works of Josephus for eyewitness accounts of Biblical history. Conclusion The broadcast concludes with a firm reminder that "the madness" of government overreach and spiritual deception will continue until the American people stop complaining and start enforcing justice. Bradley Dean's message is a call to move beyond the "establishment box" and return to a foundation of Biblical obedience and individual responsibility.

Candace Lynn Talmadge spent decades inside the most disciplined form of storytelling there is: journalism. Deadlines. Accuracy. Accountability. She wrote as a business reporter for major publications, trained to separate emotion from fact and deliver clean, verifiable truth. At the same time, she was quietly studying the emotional body, spirituality, and the unseen layers of human experience. Two parallel lives. One public. One private. Then grief fractured everything. She speaks with authority about: • Reinvention later in life • Healing through narrative • The psychology of grief • Leaving a long career to pursue calling • Why fiction can sometimes say what journalism cannot She does not romanticize pain. She analyzes it. Works with it. Shapes it into story. For hosts, she offers more than an author interview. She offers a conversation about how narrative reshapes identity — and how the stories we tell about our lives determine whether we remain trapped or transformed.

In this raw and unfiltered episode of the 2 Be Better Podcast, Chris and Peaches break down real listener emails covering marriage betrayal, repeated deception, trauma bonding, commitment hesitation, engagement delays, and self-sabotage in relationships. From a husband hiding infidelity and lying about antidepressants, to a man who won't propose despite promises, to trauma-driven relationship sabotage, this episode dives deep into relationship trust issues, emotional manipulation, accountability, and what true commitment actually looks like. If you're struggling with cheating, broken trust, engagement anxiety, trauma bonds, or wondering whether to stay or walk away, this conversation will challenge you to see the truth clearly. You can expect direct relationship advice, hard truths about boundaries, honest discussions about integrity in marriage, emotional maturity, and how past trauma impacts romantic decisions. This episode explores how to rebuild trust after betrayal, when “grace” becomes self-betrayal, the danger of people pleasing, why actions matter more than words, and how to recognize when someone is stringing you along. If you're serious about personal growth, stronger relationships, and building a marriage based on truth instead of fear, this episode delivers clarity without sugarcoating.Disclaimer: We are not professionals. This podcast is opinioned based and from life experience. This is for entertainment purposes only. Opinions helped by our guests may not reflect our own. But we love a good conversation.Become a supporter of this podcast: https://www.spreaker.com/podcast/2-be-better--5828421/support.

If you've ever had something in your business not go as planned and felt like everyone was watching… this episode is your reminder that failure isn't the end, it's the beginning of building something better.In this episode, I'm joined by Frenchie Ferenczi, business strategist, fractional executive, and growth advisor, to talk about what it really looks like to rebuild after public failure and how to create a more sustainable, values-driven business on the other side. Just a few years ago, over 12,000 people wanted her fired. Instead of walking away, she made a bold decision: to stay, rebuild, and create a business that aligned with her life, her values, and her vision for long-term success.We dive into what that season actually looked like, how she stayed grounded in the middle of noise and criticism, and the practical strategies she used to grow again without burnout, hustle, or starting over. We also talk about what it means to build a life-priority business, how to stay close to the money when things feel uncertain, and why reinvention is often the key to sustainable business growth.If you're navigating a hard season, questioning your next move, or craving a simpler, more aligned way to grow—this episode will meet you exactly where you are. Today you'll hear:01:38 – Meet Frenchie Ferenczi and the story behind her public business setback03:38 – What a life-priority business really looks like (and why optionality matters)05:10 – How she structures her schedule to prioritize her kids and real life06:38 – The viral moment that changed everything—and what happened next09:15 – Navigating public criticism and staying grounded in your values12:05 – The mindset shift that helped her rebuild instead of walk away15:20 – Why staying close to the money is critical in uncertain seasons18:45 – Simplifying your business instead of overcomplicating your comeback22:10 – Letting go of your old identity to step into your next level25:30 – The emotional side of rebuilding (and what no one prepares you for)29:05 – How to grow without burning out the second time around32:40 – Building a values-driven, sustainable business after failure36:15 – Redefining success around your life—not just your revenue40:05 – What “peace and profit” actually looks like in real life Connect with Frenchie:Website: https://www.frenchieferenczi.com/Instagram: @frenchie.ferencziFREE Weekly Accountability Check-In: https://join.frenchieferenczi.com/weekly/ 

If you want to improve your team's performance, single-point accountability is the biggest, most impactful lever you can pull.The culture is difficult to create, but once your people experience the virtuous circle of empowerment and accountability, that's when they find true motivation, self-esteem, and job satisfaction.If you want to get better outcomes from your team, have a listen to Ep.365: Why Your Team Keeps Falling Short.————————Have you taken our free Leadership Blindspot test?✨ In just 5 minutes you'll uncover the hidden leadership habits holding you back.Get your Blindspot Score and know exactly what to fix before it costs your career!TAKE THE FREE TEST HERE————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally.

Freedom sounds good… Until you realize what it actually costs. In this episode of The Level Up Podcast, Paul Alex breaks down a truth most people aren't ready for—freedom comes with full accountability. Let's be real… You want control of your time. Your income. Your life. But that also means… Every mistake is yours. Every failure is yours. Every result is yours. No excuses. In this episode, you'll learn: Why freedom doesn't remove stress—it shifts responsibility onto you How blaming external factors destroys your leadership potential Why waiting for better conditions keeps you stuck How extreme ownership builds unstoppable confidence and control Because the moment you stop blaming… You start winning. The moment you take full responsibility… You take back full control. And the moment you own everything… You become dangerous in the marketplace. Your Network is your NETWORTH! Make sure to add me on all SOCIAL MEDIA PLATFORMS: Instagram: https://jo.my/paulalex2024 Facebook: https://jo.my/fbpaulalex2024 YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQ LinkedIn: https://jo.my/inpaulalex2024 Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you: www.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Summary In this episode, Andy talks with Ashley Herd, HR and legal leader turned management coach, and author of The Manager Method. Ashley has led HR and legal teams at organizations like McKinsey and Yum Brands, and she brings a refreshingly real-talk approach to the challenges every manager faces, especially those quiet moments of self-doubt that come with growing responsibility. In this conversation, you'll hear Ashley's take on why imposter feelings are so common among thoughtful leaders, and how her concept of the "career quilt" reframes even the most uncomfortable professional experiences. She introduces her simple but powerful Pause, Consider, Act framework, which is a practical tool for navigating tough management moments without reacting on instinct. You'll also hear how the language we use about people shapes the way we lead them, why delegation is harder than it looks, and how accountability can be reframed as a positive force on your team. Ashley even shares how Pause, Consider, Act has made her a better parent. If you're looking for a grounded, practical guide to leading people well (without burning yourself out) this episode is for you! Sound Bites "We all have our career quilts. And sometimes those are different, like different jobs, actual different experiences like that." "I felt very much like the other at McKinsey." "When you open up and show that you are real, you tend to gain the trust and respect that you're so afraid you'll lose if you do that." "People don't care that you know the message. They want to hear the message for themselves." "What would I want to have happen to me if I were in the other person's shoes?" "A rolling stone gathers stress, not moss." "Just thinking about the people that are doing a lot of the work, how you treat them and talk with and about them? That can shape a lot of the outcomes." "Tasks can quietly become symbols of our value." "When you treat your people well, they are a better parent, friend, relative." Chapters 00:00 Introduction 02:17 Start of Interview 02:45 What's A Leadership Experience That Shaped You? 05:27 The Career Quilt Concept 07:47 Imposter Phenomenon in Leadership 11:45 Spotlight Effect and How We Worry About Being Watched 14:10 Introducing Pause, Consider, Act 15:05 What Pausing Actually Looks Like 21:30 Empathy Without Carrying Too Much 23:47 Rethinking Empathy 25:40 How Language Shapes How We Lead People 28:52 The Delegation Trap 30:33 What Ashley Still Struggles to Delegate 33:15 Reframing Accountability 38:10 Applying the Book Outside of Work 39:43 End of Interview 40:22 Andy Comments After the Interview 43:20 Outtakes Learn More You can learn more about Ashley and her work at ManagerMethod.com. For more learning on this topic, check out: Episode 468 with James Turk. It's a discussion about what to do during the first 45 days when you take on new responsibility. Episode 467 with Sabina Nawaz. She was a coach to Microsoft leaders, such as Bill Gates, and she shares insights that, according to her, no one tells you about becoming a boss. Episode 142 with Amy Cuddy. Amy is most famous for her TED Talk on power posing. But episode 142 is more about presence and how you can more confidently rise to the most daunting challenges. It's a nice follow-up to what Ashley talked about with the imposter phenomenon. Chat with PMeLa You can chat directly with PMeLa—the podcast's AI persona—to get episode recommendations and answers to your project management and leadership questions. Visit PeopleAndProjectsPodcast.com/PMeLa to chat with her. Level Up Your AI Skills Join other listeners from around the world who are taking our AI Made Simple course to prepare for an AI-infused future. Just go to ai.PeopleAndProjectsPodcast.com. Thanks! Pass the PMP Exam If you or someone you know is thinking about getting PMP certified, we've put together a helpful guide called The 5 Best Resources to Help You Pass the PMP Exam on Your First Try. We've helped thousands of people earn their certification, and we'd love to help you too. It's totally free, and it's a great way to get a head start. Just go to 5BestResources.PeopleAndProjectsPodcast.com to grab your copy. I'd love to help you get your PMP this year! Join Us for LEAD52 I know you want to be a more confident leader–that's why you listen to this podcast. LEAD52 is a global community of people like you who are committed to transforming their ability to lead and deliver. It's 52 weeks of leadership learning, delivered right to your inbox, taking less than 5 minutes a week. And it's all for free. Learn more and sign up at GetLEAD52.com. Thanks! Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Power Skills Topics: Leadership, Management, Imposter Phenomenon, Delegation, Accountability, Empathy, Team Culture, Communication, Self-Awareness, New Managers, Personal Growth, Psychological Safety The following music was used for this episode: Music: Underground Shadows by MusicLFiles License (CC BY 4.0): https://filmmusic.io/standard-license Music: Tuesday by Sascha Ende License (CC BY 4.0): https://filmmusic.io/standard-license

Ben Kinney, Chad Hyams, and Bob Stewart discuss the concept of 'trickling' in leadership, exploring how ideas, problems, and energy can move through various directions within personal and professional relationships. The trio delves into strategies for effectively managing conversations in ways that inspire accountability and positivity, rather than inadvertently spreading negativity. Learn about balancing what to share with peers, subordinates, and mentors, ensuring impactful communication. The episode also touches on how actions influence children and employees, fostering intentional interactions that uplift rather than drain energy. ---------- Connect with the hosts: •    Ben Kinney: https://www.BenKinney.com/ •    Bob Stewart: https://www.linkedin.com/in/activebob •    Chad Hyams: https://ChadHyams.com/ •    Book one of our co-hosts for your next event: https://WinMakeGive.com/speakers/   More ways to connect: •    Join our Facebook group at www.facebook.com/groups/winmakegive •     Sign up for our weekly newsletter: https://WinMakeGive.com/sign-up •     Explore the Win Make Give Podcast Network: https://WinMakeGive.com/ Part of the Win Make Give Podcast Network 00:00 Effective Leadership Through Positive Communication and Accountability 06:00 The Impact of Adult Conversations on Children's Perceptions 08:47 The Impact of Leadership and Energy on Workplace Dynamics 13:18 The Impact of Negative Talk on Workplace Morale 15:25 Trickling Up, Down, and Sideways for Problem Solving and Growth 22:45 Impact of Communication on Relationships and Workplace Dynamics 24:48 The Trickle Effect: Impact and Direction in Daily Interactions

In this episode, we react to jaw dropping Reddit stories centered around disrespect, family tension, relationship drama, and the petty revenge that follows. What starts with a simple eye roll spirals into full blown conflict, exposing fragile egos, passive aggressive behavior, toxic dynamics, and the small moments that trigger massive fallout. If you're into Reddit relationship stories, family drama, petty revenge, and unfiltered podcast commentary, this conversation breaks down what really drives people to snap, escalate, and justify their behavior.We go deeper than just laughs. Expect raw takes on accountability, emotional immaturity, boundaries, marriage conflict, and how unresolved resentment turns into calculated retaliation. From subtle disrespect to long term grudges, we unpack the psychology behind revenge and why so many people would rather “win” than communicate. If you enjoy brutally honest reactions, relationship advice, personal growth discussions, and viral Reddit drama stories, this episode delivers humor, insight, and uncomfortable truth from start to finish.Disclaimer: We are not professionals. This podcast is opinioned based and from life experience. This is for entertainment purposes only. Opinions helped by our guests may not reflect our own. But we love a good conversation.Become a supporter of this podcast: https://www.spreaker.com/podcast/2-be-better--5828421/support.

The Bulletproof Dental Podcast Episode 431 HOSTS: Dr. Peter Boulden,  Dr. Craig Spodak and Ian de Jongh DESCRIPTION In this episode, Peter Boulden, Craig Spodak, and Ian  De Jongh (CEO of Bulletproof) explore the critical role of accountability in dental practice management and how it directly impacts growth, hiring, and team performance. They break down effective hiring strategies, emphasizing the importance of involving team members, setting clear expectations, and building a culture of ownership. The conversation also dives into associate development, highlighting the mindset required for long-term success, the importance of mentorship, and creating clear pathways to partnership. With insights on retention, motivation, and the evolving role of DSOs, this episode provides a practical framework for building a high-performing and aligned dental team. Want to be on MyStory? Email MyStory@bulletproofdentalpractice.com. If your story is selected, you'll join Peter and Craig on the podcast. We also launched the Bulletproof Hotline. Call anytime and leave a message to share your story, ask a question, tell a joke, or leave a note for Peter and Craig. We'll listen and respond with real-world feedback. Hotline: (561) 933-5575 TAKEAWAYS Accountability is a key driver of action and results in practice management Involving team members in hiring improves culture and long-term fit Clear communication of expectations sets the foundation for success Hiring slow and firing fast leads to stronger teams Empowering staff in hiring decisions builds ownership Motivation is tied to individual drive and long-term goals Associates need clear career pathways to grow and succeed Partnership opportunities attract and retain top talent Monthly check-ins support new graduates and associate development Understanding practice performance and financials is essential Mentorship plays a critical role in developing dental professionals The dental industry is evolving, requiring adaptability and strategic thinking   CHAPTERS 00:00 Introduction to the Hotline and Its Purpose 02:47 Accountability and Action in Practice Management 06:03 Hiring Strategies and Team Dynamics 11:46 Empowering Team Members in Hiring Decisions 15:11 Mindset and Motivation in Associate Growth 21:40 Navigating the DSO Landscape 25:19 The Importance of Partnership Pathways 30:07 Understanding Associate Dynamics 34:49 Key Questions for Associates 38:54 Announcements and Closing Thoughts REFERENCES Bulletproof Summit Bulletproof Mastermind  

This episode explores personal accountability, the impact of addiction, and the importance of understanding core issues behind behaviors, using Tiger Woods' recent DUI incident as a case study. It emphasizes grace, curiosity, and self-awareness in recovery and relationships.Join Coach Blu and Team Addict II Athlete and begin your recovery with a tram behind you! Our online addiction and mental health program provides live group sessions with Coach Blu, our weekly Home Base, recovery meeting, therapeutic assignments, and educational information at a fraction of what a therapeutic treatment program would require. Take You Mark, Get Set, Let's Go and click the link below. https://www.skool.com/addict-ii-athlete-5988/about?ref=9090e81114674311874340c02b1095d0Please join Addict to Athlete's Patreon support page and help us turn the mess of addiction into the message of sobriety!https://www.patreon.com/addicttoathletePlease visit our website for more information on Team Addict to Athlete and Addiction Recovery Podcasts.https://www.AddictToAthlete.orgIt's time! Skool is in session! Welcome to Addict II Athletes new on line mental health and addiction program! You will find: https://www.skool.com/addict-ii-athlete-5988/about?ref=9090e81114674311874340c02b1095d0

In this meeting of The Late Diagnosis Club, Dr Angela Kingdon welcomes Shyloe Fayad, a late-diagnosed Autistic school counsellor and somatic experiencing practitioner based on the stolen land of the Syilx people of the Okanagan in Canada.Shyloe works both within schools and in private practice, supporting neurodivergent people, mixed race communities, and teens and adults navigating depression and anxiety.Together, Angela and Shyloe explore sensitivity, boundaries, and the quiet but radical act of honouring your own needs in a culture that often teaches you not to.

This Week in Pharmacy – 04-06-2026 Sponsored by Outcomes and Independent Pharmacy Cooperative (IPC) On this episode of This Week in Pharmacy, we dig into another high-impact week across the profession with TWIRx news, practice transformation, oncology leadership, pediatric research innovation, and a look ahead to one of specialty pharmacy's biggest gatherings of the year. This week's episode is powered by our sponsors, Outcomes and Independent Pharmacy Cooperative (IPC), organizations continuing to support independent pharmacy innovation, patient engagement, and pharmacy performance. In the TWIRx News segment, we cover four important stories shaping the national conversation in pharmacy. First, we discuss the federal fraud case involving a Dearborn Heights pharmacy owner who pleaded guilty in a $1.9 million health care fraud scheme. According to the U.S. Department of Justice, Rabih Hamdan admitted to conspiring to submit false claims for prescription drugs that were either medically unnecessary or never actually dispensed, impacting Medicare, Medicaid, and Blue Cross Blue Shield of Michigan. Federal prosecutors say the fraudulent claims totaled at least $1.9 million over a five-year period. Next, we look at oncology pharmacy leadership through the lens of Amy Seung, who is stepping into the HOPA presidency during a period of rapid acceleration in cancer care. In Pharmacy Times, Seung describes a practice environment where new approvals, indications, toxicity data, and clinical questions are arriving weekly or even daily. She positions HOPA as a key bridge between emerging science and real-world implementation, with this year's conference emphasizing bispecific therapies, real-world evidence, supportive care, and toxicity management. We also spotlight a powerful research update from the UNC Eshelman School of Pharmacy, where professor David Drewry and student researchers are advancing work on diffuse intrinsic pontine glioma (DIPG), an aggressive pediatric brain cancer with limited treatment options and an average life expectancy of about one year after diagnosis. The team is using an open-science model to accelerate discovery while keeping future therapies more affordable, and they are working with M4K Pharma to advance an ALK2 inhibitor toward a Phase 1 clinical trial. Finally, we feature a practice transformation story from Drug Topics: Gregg Jones, MBA, RPh, made the leap from corporate pharmacy leadership to launching Compass Core Pharmacy, described as Rhode Island's first cost-plus pharmacy model. The cash-only model focuses on generics, uses AI-driven ordering, serves a growing veterinary segment with more than 1,400 pet prescriptions, and operates as a CLIA-waived pharmacy offering point-of-care testing. It is a compelling example of how pharmacists are reengineering care delivery outside the traditional reimbursement framework. We are also getting ready for Asembia 2026 in Las Vegas, where the Pharmacy Podcast Network will once again provide press coverage with support from Clearway Health. You can find us at booth 1805, where we'll be capturing conversations that matter across specialty pharmacy, access, patient support, innovation, and care delivery. Our first featured interview is with Nick Baird, Director of Marketing with Outcomes, where we will explore the growing role of pharmacy engagement, patient activation, and value creation in community-based care. Our second interview features Dr. Jen Hammons, PharmD, DrPH, with Health Wagon, a vital community healthcare organization dedicated to serving medically underserved patients through an expanding network of care. In 2024 alone, Health Wagon served 7,291 unique patients through 21,615 patient encounters, supported by five mobile health units, three stationary clinic sites, a dental clinic, a vision clinic, and a pharmacy. Known for hosting one of the nation's largest health outreach efforts of its kind, Health Wagon continues to expand its impact through the dedication of staff, volunteers, trustees, partners, donors, and supporters. Join us as we connect the week's top headlines to the broader transformation underway in pharmacy practice, policy, specialty care, and community health. To learn more, follow the Pharmacy Podcast Network and stay connected as we head into Asembia 2026.

The episode identifies a structural shift in the MSP business model: security is no longer a discrete service or line item but has become the organizing principle for operations and accountability. This is driven by an industry-wide trend toward increased automation in both attack and defense, as well as a shift in liability and accountability from vendors to the MSPs themselves. Companies such as Acronis and Anthropic are highlighted for introducing tools that increase the rate and automation of threat discovery, while research and market analysis by Watchguard and Jay McBain indicate that the capacity to remediate, rather than discover, security threats now forms the operational bottleneck. The most consequential development referenced is the acceleration of security automation and vulnerability discovery, specifically through Anthropic's Project Glasswing and Watchguard's reporting of a 1,500% surge in new endpoint malware variants. Anthropic's approach—limiting broad release of its model due to potential misuse for rapid exploitation—was supported by partnerships with cloud and technology firms like AWS, Apple, Google, and Microsoft, backed by up to $100 million in usage credits. Watchguard's data demonstrates that while threat discovery is increasing, the rate of remediation has not kept pace, creating a supply-demand imbalance in skilled security operations. Further reinforcing this trend, Acronis has promoted a 24x7x365 Managed Detection and Response (MDR) tool positioned to let MSPs deliver always-on monitoring without managing a full security operations center. Meanwhile, broader channel and delivery ecosystem analysis by Jay McBain emphasizes that partners, rather than platform vendors, bear primary responsibility for steady-state customer environments. This confluence of developments shifts the value—and the risk—onto the operational capabilities and governance structures of MSPs. Other referenced solutions, such as Zero Networks' microsegmentation, underscore that containing damage, not just preventing access, is a new business imperative. The operational implication for MSPs and IT providers is a shift from measuring security by tools deployed to measuring and pricing security by demonstrated remediation throughput. Service contracts will need to specify not only what solutions are deployed, but also explicit commitments on response times, closure rates, and SLA-backed operating motions. A lack of clear remediation commitments raises unpriced liability as discovery rates outpace closure capacity. Providers are encouraged to separate vulnerability discovery reporting from remediation progress, build reporting layers that highlight closure rates, and reconsider flat-fee models that do not account for increased operational workloads and accountability risks. 00:00 Closure Is Finite 04:10 Close the Gap 06:32 Govern or Absorb 08:57 Why Do We Care?  Supported by:  Zero Networks ScalePad 

Lithium is necessary for the green transition but its mining comes with significant environmental and social harms. This is the conundrum at the core of decarbonisation, which host Licia Cianetti discusses with Thea Riofrancos. They talk about how Riofrancos's book Extraction: The Frontiers of Green Capitalism (published by W.W. Norton in 2025) helps us understand the local and global politics of lithium extraction and the lessons it holds for a more just green transition. Transcript here Thea Riofrancos is Associate Professor of Political Science at Providence College, Strategic Co-Director of the Climate and Community Institute, and a fellow at the Transnational Institute. She researches the politics of climate change and of resource extraction and is also the author of Resource Radicals: From Petro-Nationalism to Post-Extractivism in Ecuador (Duke University Press, 2020) and co-author of A Planet to Win: Why We Need a Green New Deal (Verso Books, 2019) Licia Cianetti is Associate Professor at the University of Birmingham and Founding Deputy Director of CEDAR. The People, Power, Politics podcast brings you the latest insights into the factors that are shaping and re-shaping our political world. It is brought to you by the Centre for Elections, Democracy, Accountability and Representation (CEDAR) based at the University of Birmingham, United Kingdom. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Lithium is necessary for the green transition but its mining comes with significant environmental and social harms. This is the conundrum at the core of decarbonisation, which host Licia Cianetti discusses with Thea Riofrancos. They talk about how Riofrancos's book Extraction: The Frontiers of Green Capitalism (published by W.W. Norton in 2025) helps us understand the local and global politics of lithium extraction and the lessons it holds for a more just green transition. Transcript here Thea Riofrancos is Associate Professor of Political Science at Providence College, Strategic Co-Director of the Climate and Community Institute, and a fellow at the Transnational Institute. She researches the politics of climate change and of resource extraction and is also the author of Resource Radicals: From Petro-Nationalism to Post-Extractivism in Ecuador (Duke University Press, 2020) and co-author of A Planet to Win: Why We Need a Green New Deal (Verso Books, 2019) Licia Cianetti is Associate Professor at the University of Birmingham and Founding Deputy Director of CEDAR. The People, Power, Politics podcast brings you the latest insights into the factors that are shaping and re-shaping our political world. It is brought to you by the Centre for Elections, Democracy, Accountability and Representation (CEDAR) based at the University of Birmingham, United Kingdom. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/world-affairs

Send us Fan MailPeaches takes this one head-on—and yeah, it's uncomfortable.A clip from the Sean Ryan Show episode with Pete Blaber is making the rounds, pushing a version of events that doesn't line up with what's been publicly documented for years. So let's talk about it.This episode breaks down the story of John Chapman, what actually happened on that mountain, and why the truth matters more than protecting egos or narratives. Peaches isn't here to tear anyone down—but he is here to hold the line: accountability matters. Brotherhood matters. And rewriting history to make people feel better? That's not how this works.The footage exists. The reports exist. The Medal of Honor wasn't handed out lightly.So the real question is—why are we still arguing about this?Sources:The Shawn Ryan Show (Shawn Ryan and Pete Blabar) - https://youtu.be/wTTwBLGD1h4?si=SGqDoYRuOEuvM5s8Gripknife YouTube (Dan Schilling and Sputnik Productions) Predator Footage - https://youtu.be/Swp6k6o9gy8?si=bzroYOiXJZb3SbAF⏱️ Timestamps: 00:00 This One Needed to Be Addressed 01:30 The Clip Everyone's Sending 03:30 Who Was John Chapman? 05:30 What the Citation Actually Says 08:00 The “Edited Footage” Claim 11:00 Fog of War vs Accountability 14:00 Did Anyone “Leave Him”? 17:00 Where the Narrative Breaks 20:00 Predator Footage Doesn't Lie 24:00 Ego, Politics, and Delays 27:00 Medal of Honor Controversy 30:00 What Real Brotherhood Looks Like 33:00 Final Thought—Own Your Mistakes

This week we gave up emails, read and article and hung out. Disclaimer: We are not professionals. This podcast is opinioned based and from life experience. This is for entertainment purposes only. Opinions helped by our guests may not reflect our own. But we love a good conversation.Become a supporter of this podcast: https://www.spreaker.com/podcast/2-be-better--5828421/support.

What's really holding voice actors back? In most cases, it's not talent. It's mindset, the stories we tell ourselves, and the lack of accountability to push through when things get hard. In this episode, Marc Scott sits down with Billie Jo Konze — stage actor, voice actor, singer, podcaster, and accountability coach — for a candid conversation about what it actually takes to grow a sustainable voice over career. From bowling to booking campaigns, this one covers a lot of ground. But at the heart of it is a simple truth: the people who succeed are the ones who show up, do the hard thing, and refuse to let their own excuses win. What you'll learn in this episode: Why confidence directly impacts your booking ratio How the stories you tell yourself can make or break your career What "work begets work" really means — and why it's about confidence, not just credits How to build and run an accountability group that actually works Why shame has no place in accountability The numbers every voice actor should be tracking Why your social media follower count is probably the wrong metric Book recommendations for the voice actor who wants to think like a business owner CONNECT WITH BILLIE JO KONZE

Have been you keeping up with the space footage? On this week's episode of Black News, Kennelia discusses the recent space footage and how exciting it is to witness; the viral conversations happening around men attempting to interact inappropriately with young girls; and the legal battles around citizenship. Be sure to continue supporting Black News by liking & subscribing on all apps where podcasts can be heard.

Send us Fan MailWe're excited to welcome back Shawn Antonio for his third appearance on Discussion Combustion. Shawn continues to be a powerful voice for personal growth, accountability, and living life with intention.A celebrity life coach, author, and motivational speaker, Shawn has worked with everyone from high-level performers to individuals rebuilding their lives, helping people rediscover purpose and take meaningful action.In this episode, we build on the foundation from his previous visits and dive deeper into:• Facing what you fear most• The importance of prioritizing self love• Some relationship hacks• The opportunity to work with ShawnShawn's message is clear. Growth is a choice. Accountability is the path. And transformation happens when you decide to step into your full potential.

Most agency owners spend a lot of time thinking about growth, clients, and revenue. Far fewer think carefully about the words that define how they actually operate their businesses. In this episode, Chip and Gini dig into five of those words: leadership, management, accountability, responsibility, and authority. Leadership and management aren’t the same thing. Leadership is about vision and getting people to follow you. Management is about making the work happen. Knowing which one you’re stronger at is the first step toward building a team that covers your gaps. Accountability is the wrong place to start when a team member isn’t delivering. You can’t hold someone accountable for something you never clearly assigned, and you can’t hold them accountable if you didn’t give them the authority to get it done. Gini offers a useful comparison: when a client hires you for your expertise and then second-guesses every decision, it’s demoralizing. That’s exactly how your team feels when you delegate the work but not the authority to do it. The episode closes with a simple reminder. If you want more freedom as an owner, you have to be willing to actually let go. And if your team isn’t capable of handling more responsibility, you should be asking yourself why you hired them. Key takeaways Chip Griffin: “You can’t really have accountability without the other two things. You can’t go and hold an employee accountable for something that you never told them that they had to do to begin with.” Gini Dietrich: “I think we are all guilty of thinking that management is, oh, we get to boss people around and tell people what to do.” Chip Griffin: “If I want to hold an employee accountable for profitability on something, or for results on a client project, I actually need to give them the responsibility and authority to do what they need to do in order to get that.” Gini Dietrich: “When you try to control everything, when you don’t delegate effectively, when you don’t give your team the authority and responsibility to do their jobs effectively, you are creating an environment that’s not fun to work in.” Turn ideas into action Write down who owns what. Pick three ongoing projects or responsibilities in your agency and write one name next to each. If you can’t, or if the answer is “everyone,” that’s the problem to solve first. Audit one recent accountability failure. Think of the last time a team member didn’t deliver on something. Ask honestly: did they have clear responsibility for it, and did they have the authority to get it done without coming back to you for approvals? Identify the specific gap. Read Chip’s two-part newsletter series on these five words. They cover the concepts in more depth than a single conversation allows. Then write the five words on a post-it and put it somewhere you’ll actually see it. Related 5 words critical to agency management success (part 1) 5 words critical to agency management success (part 2) View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: Gini, I’ve got, uh, I’ve got five words today, and that’s it. And then we’re outta here. Gini Dietrich: F…U… Chip Griffin: Words, not letters! No, we’ve already used more than five words, so. Gini Dietrich: Yep. No, Chip Griffin: I guess Gini Dietrich: you wrote about this. Chip Griffin: I guess we’re probably gonna need to come up with more than five words for this episode. Gini Dietrich: We’re, we should probably come up with several words for each of the five words, but you wrote about this and I thought it was really good. So we’re gonna talk about it. Chip Griffin: Yeah, last fall, as I was sitting there looking for inspiration for my newsletter, I started thinking about some of the language that I frequently use when I’m talking with agency owners. And so it became a two-part series in the SAGA newsletter, about five words that are critical to agency management success. And so, why not talk about them here? Gini Dietrich: Yeah. I think they’re really good. Chip Griffin: We’re always looking for ideas. Might as well pick something that we actually did a little work on. Gini Dietrich: Right. For a change. Chip Griffin: For a change. Gini Dietrich: We’ve got like four weeks in a row where we’ve done a little work. Chip Griffin: I mean, this is, I… dear listeners, please do not get used to this. We are not going to, you know, have actual prepared thoughts in advance of every episode. We just, we cannot handle that. A lot of it just needs to be off the cuff with us reacting to whatever randomly comes to mind in the seconds before I hit record. Gini Dietrich: That’s right. Chip Griffin: But this week we can tap into a little bit more depth. Last week, I mean, last week we did a lot of research for episode 300. Gini Dietrich: We did. We spent like days on that. It was a year’s worth of content. Chip Griffin: We did research, we brought AI into it. We started reading through past, I mean Gini Dietrich: mm-hmm. Yep. Chip Griffin: It was, it was truly exhausting, so Gini Dietrich: it was exhausting. I’m still recovering. Chip Griffin: Fortunately this is work that was already done. We’re just retapping into it. So, those five words that we’re going to be talking about today are leadership, management, accountability, responsibility, and authority. And we’re really looking at this through the lens of management of your business. So there’s a lot of other things that have to do with agencies where we can come up with other words perhaps, or other context for these words. But this is really about how you manage the business, how you work with your team, how you work with clients, and all that sort of thing. And that was really what I was trying to get at here when I was trying to drill into these particular concepts. Gini Dietrich: I think the first two leadership and management are really good ones because I think we are all guilty of thinking that management is, oh, we get to boss people around and tell people what to do and, you know, go on about our days. And, I think we also confuse leadership and management. And so I think a good place to start is definitely there, which you did too, because it’s part one of your series. Chip Griffin: I did, I thought those were, yeah, those were big important concepts to get squared away before you get into some of the ones that, you know, later on in the list are, are a little bit more nitty gritty. And really about the functional aspect of it. When you’re thinking about leadership and management, you really have to think about it in my view in, in a couple of different ways and, leadership is more getting people who are willing and interested in following you somewhere. Right? It is, it is defining a path and convincing people, whether that’s prospects that you’re trying to get to become clients or team members who you’re getting to work together. It really is, it’s more about, you know, the ideas and the communication around it and the motivation of people that comes together. Management then becomes more about resources and, you know, and more of the, in the management of it to… management’s more about management. How’s that for…there is a limit how much we prepare for these things. It’s not like I have clear talking points. Gini Dietrich: I would say management’s more in weeds. So like, if I were thinking about it from my, my agency’s perspective. I tend to be more of the leader, so I’m vision, visionary, I’m setting the stage, I’m talking about where we’re going. And then Shelly, who is our chief operating Officer, she’s doing like standard operating procedures. She’s creating process, she’s creating procedures. She’s created an intranet where you get where you get out. Like that stuff to me, I would shoot myself in the head if I had to do that stuff. But she’s really, really good at it and she’s really good at creating the process. Like these are the things, this is how we do our work. And so she allows me to focus on what I’m good at, and I, and then, and she in turn gets to focus on what she’s good at. Chip Griffin: Yeah. And that, and that CEO-COO split is, is a good, you know, sort of simple way of thinking about the difference in leadership and management. It’s not a hundred percent sure, but it’s, it gets you most of the way there in, in how you think it through. I do think that almost all managers at every level need a little bit of both. Yeah, you can’t totally, even if you are a relatively junior manager. If you’ve got anybody reporting to you or you’re managing a project, you still need to have some of the leadership there in addition to the management. So, but they are, they’re really important things to have. They are different things, but you need to be, in order to be successful as an agency business, you need to have both of these in robust amounts within the business. Otherwise, you’ll be rudderless, you’ll be profitless, and you probably won’t be generating results for your clients. Gini Dietrich: Yeah, and I think it’s, I mean, I personally believe that you’re, you have strengths in one or the other. You can probably do both. Like I can manage the business. I don’t love it, so I’m not great at it. I procrastinate, I can do it. But that’s why I hired somebody to manage those kinds of things. Because I know how important it is. And, but if you can’t, if you don’t, like for many, many years I couldn’t afford to hire a COO. Right? And the business wasn’t big enough to have a COO, right? So what we did instead is we made it part of everybody’s job where I said, okay. As you’re doing this work, I need you to create a standard operating procedure. I need you to jot down the process. And some were great at it and some not so great at it. So we had some that were good and some weren’t. But I will tell you, AI today helps immensely with that. We use Scribe now, I think Scribe now, or Scribe how? One of the two. And it like creates the SOP for you while you do the work, so you just let it capture your screen. So there are lots of ways that you can do both. You can both be a manager and a leader, even if it’s not one of those is not a strength. Chip Griffin: Well look, and at some level we’re all managers, right? Sure. Even if we are a solo and we don’t have any clients or we are just writing a book or something like that. Yep. And just kind of doing it in isolation. Hard to do. But if you, even if you were that, you still need to have a level of management in the activity that you, yourself are doing. So, you know, none of us can give up on that completely. I think it’s really more thinking about the layers of management, and how deep you go. So, you know, there are people who are, you know, pretty good at what I would call executive management. You know, figuring out big picture, what are the, what are the general things that we need to be working on and, you know, providing the rails within which you work and operate. Then there are other people who can make the trains run on time. Gini Dietrich: Yep. Chip Griffin: I am very much the former, not the latter. If you want someone to make the trains run on time, I’m way too all over the place with too many different ideas in order to do that effectively. And so, you know, and you have to understand as an individual and as a manager, what are your strengths in these areas? Because if you don’t understand that you are a better leader than manager, you don’t know what to shore up in terms of the team or what things to work on yourself or what safeguards you need to put into place to make sure that you’re not ignoring the important stuff. So like for me, since I’m not great at making trains run on time, I use a lot of software to try to make sure that I record all the little things and put the deadlines in so that I don’t sit there a week later and say, oh, right, I was supposed to file my taxes last week. I guess I should have done that. Right. So you’ve gotta have the systems in place to buffer yourself against the things that you’re not particularly good at to begin with. Gini Dietrich: Yeah. Which I think is a really nice lead to accountability, which was your third word. Like we have to…it’s sort of like, you know, people will say to me all the time, gosh, I wish I was as disciplined as you are about exercise. The reason I’m as disciplined as I am is because I have accountability partners. Like if I, there are plenty of mornings where the alarm goes off and I just wanna roll over and go back to sleep for an hour and a half. But I have somebody counting on me, either my coach or somebody that’s waiting for me at the gym or whatever it happens to be. I have the accountability and that’s part of the reason I’m so, so disciplined. And I think we have to take that into our business as well. So even if you don’t have a team that can hold you accountable, there are plenty of resources. You know, there’s Slack communities, the Solo PR Pro community, the Spin Sucks community, the SAGA community on Slack. I think you can hire a coach. Like there are lots of things that you can do to hold yourself accountable. But I think that to your point, is a really good lead-in from leadership and management. Chip Griffin: Yeah. And, the reason why I ended up writing about this over two weeks in my newsletter was not just because it was getting long. It was. Gini Dietrich: It was, sure. Chip Griffin: But, also because leadership and management really do fit together. But then the other three, accountability, responsibility, and authority come together, in important ways. And, and one of the things that I have found with a lot of agency owners, when I talk to them about their teams, they’ll ask me, you know, how can I hold my team more accountable for the results that I need for them? And it usually then evolves into a conversation about accountability, responsibility, and authority. Because you can’t really have accountability without the other two things. Gini Dietrich: Yep. Chip Griffin: And so they, they all are very much interconnected. And if you want to achieve results, particularly with your team, you need to think about how you mix these together. Because look, I mean, employees. Sometimes I say that employees and clients are a little bit like children as far as how you have to coach them and get them to move in a particular direction. But they’re different from kids and, I mean, you can’t just take an employee and put ’em in timeout or send them to their room. I mean, that’s Gini Dietrich: Unfortunately not, no. Chip Griffin: You know, you can try it. It’s, it’s not gonna work out. Gini Dietrich: It’s probably not gonna work. Yeah. Chip Griffin: So honestly, it doesn’t work all that well with kids either. But, you know, sometimes it makes you feel better. You know, my kids are way too old to be sent to their rooms now, so. It is what it is. But when they were little, you, you kind of liked doing that occasionally at least, but you knew it was really never gonna solve anything. It just got them outta your hair for a bit. So, but with employees, you need to think about this because usually accountability is the last place that you go to in order to solve a team problem. You really need to look at responsibility and authority first. Because you can only be accountable if you’ve been given responsibility for something, right? Right. So you can’t go and hold an employee accountable for something that you never told them that they had to do to begin with. Gini Dietrich: Right. Chip Griffin: And that doesn’t mean you need to tell ’em every little detail, right? But you, they’ve got to understand that this is a task or a project for which they are responsible. And one of the things I always say to people, and I’m not original in this, but you can’t have more than one person who is truly responsible for a task or project. Because as soon as two people share responsibility equally, it ain’t gonna happen. It’s just human nature, everybody kind of assumes someone else will pick up the slack. Gini Dietrich: It’s like a group project. Yep. Chip Griffin: So you’ve gotta be clear who has responsibility for this, who is walking outta this meeting with responsibility to get it done. So you start there and then you can start thinking about accountability. But, only if when you give them responsibility, you also give them authority, because this one I see all the time. You assign an employee something, you wanna hold them accountable. Because well, I, I, I told Sally that Sally was responsible for getting this done. But you didn’t give Sally the authority to go and get the resources she needed or to give the approvals herself. You kept all of that to yourself, and so Sally wasn’t able to actually get the job done because Sally was too dependent upon you. So if you want to hold somebody accountable, you’ve got to give them responsibility and authority to get the job done. Gini Dietrich: Yeah, 100%. You know, one of the things that we do internally here is objectives and key results. And so the leadership team will develop, we develop the company ones as a group, and then they develop their team ones. And then they are responsible for having their teams fill in their own. And so that practice alone has been really great from the perspective of helping everybody understand what they’re accountable for. So even if you’re a team of two people, you can still do that, right? Like it’s, and you don’t have to use OKRs, you can use KPIs, you can use whatever kinds of goal setting you prefer. But the practice of setting the goal and helping everybody understand who’s responsible for what, I think is a, it does that. Then of course you have to execute, right? But that’s where the accountability and responsibility comes in. But I think going through the practice of building those goals together really helps build that accountability. So people know, okay, this is what I’m responsible for. This is what so-and-so’s responsible for. This is what happens if I don’t do my job. And they won’t be able to do their part of the job. So it kind of helps them understand how all of the trains work together. Chip Griffin: Absolutely. And as agency leaders and managers, we think about this in client terms all the time, right? We sit there and we say, well, you know, the client wants us to do these things, but they haven’t given us the ability to make decisions around this. Or they haven’t given us the appropriate budget for something. Or they want us to have an impact on sales, but we can’t even talk to the sales team or whatever it might be. So we think about this naturally. All the time with our clients, and we chafe against the restrictions that our clients put in place, but we don’t think twice about putting those same handcuffs on our own employees. And so we need to be thoughtful about that and say, look, if I wanna hold an employee accountable for profitability on something, or for results on a client project, or for leads that they’re generating for the agency, then I actually need to give them the responsibility and authority to do what they need to do in order to get that. Otherwise, I have no business holding them accountable for something that I haven’t given them the flexibility to achieve. Gini Dietrich: Absolutely. I think it’s just such a good practice in general, to think about that. And, you’re right, like the shoemaker’s children don’t have shoes. You know, we don’t, we don’t have great websites. We don’t have great content. We don’t have great thought leadership. We don’t do any planning for ourselves. We sort of just wait for the phone to ring, to drive new business. All of the things that we would never do for our clients, like we plan for our clients. We set goals, we measure results, we do all those things. That practice has to make it to your business as well, because if it doesn’t, you don’t have all of these things. You don’t have accountability and responsibility and leadership and management. You don’t have the ability to run a well-functioning, profitable business. You have to do those kinds of things just like you do for your clients. Chip Griffin: Well, and the thing is, if we adhere to these various guidelines that these five words bring to mind, it improves not just the business of the agency, but generally the lives of the agency owner. And as we all know, I’m obsessed with trying to make owners happy in what they do and not just yes, you know, sitting there and feeling tortured by their own business that they decided to create. And so a lot of these things get things off of your plate. It shares the responsibility and accountability across your team. But only if you’re willing to let go, you have to be willing to let go. And we talk all the time about the value in delegating things and all that. But, it really comes down to thinking about not just that I’ve delegated something, but that I’ve done it in a way that sets that team member up for success. And if you’re delegating responsibility and authority, that should allow you to have more freedom and to spend your time differently. Now, if you assign those things, but you’re not really giving it and you’re just micromanaging. What’s the point? That doesn’t help the employee. It doesn’t help you. It doesn’t help the business. So really think about these concepts and how you can internalize them to what the way that you are managing your business, and you’re more likely to see the results that you’re looking for, that your team wants, and ultimately that the clients want as well. Gini Dietrich: Yeah. You know, one of the things that I think is really important for agency owners to understand is that when you try to control everything, when you don’t delegate effectively, when you don’t give your team the authority and responsibility to do their jobs effectively, you are creating an environment that’s not fun to work in. It’s not gonna be fun for your team, and it’s not gonna be fun for you. And one of the things I think that’s really easy for agency owners to, to understand is to put themselves in the shoes. So let’s say that you’re working with a client and they’ve hired you because of your expertise, and you’re really, really good at website development, let’s say. Like really good at it. You understand how AI visibility works. You understand how that fits with SEO, you understand how that works with user experience and website design, like you’re one of the best at this. But the client keeps saying, no, I think you’re wrong, or I don’t wanna do it that way, or, and they don’t take your advice and they don’t use your expertise. They keep talking over you. Or they say like, well, I asked AI and it told me this, and so you’re wrong. How does that make you feel? It doesn’t feel good. That’s how your team feels when you don’t delegate and give them the authority and the responsibility that they deserve to be able to help you grow the business. That’s how they feel, and I think we can all put ourselves in those shoes to understand that doesn’t feel very good at all. So if you’ve hired the right people and they have an expertise to be able to help you grow the business, let them do their jobs. Chip Griffin: And, if they still can’t, then you need to look at a different team, right? Correct. I mean that, yes. You know, because when I talk with owners, a lot of times says, well, so and so isn’t capable of it. Well, who hired so and so? Right? I mean, you did. Gini Dietrich: Yep. Chip Griffin: You made that decision. Mm-hmm. You can undo that decision. You can make a better decision next time. Mm-hmm. But you can’t sit here and say that you need to micromanage them because they’re not up to the task. Either they are and you can let go or they’re not, and you need to find a different solution. And usually, if an owner is honest with themselves and they sit down, more often than not, they realize that they can let go more than they thought. Again, we’ve said before it, it may be that they don’t do it exactly the same way that you would do it. It may not be as perfect as you would do it. Not that we’re saying you’re perfect, but you know, you may think you are. Gini Dietrich: Right. Chip Griffin: And so if, if those are things that, that are getting in your way, figure out how to move past them. Because you, you really have to focus on making sure that you’re getting good enough and not perfection, not identical to the way you do it. Because if you do, you’ll never be able to hire anybody and you’ll never be able to delegate and you’ll never be able to live these five words. Because they really, when you think about the list that I put together, it starts from sort of the highest level, the 30,000 foot, the leadership, getting people to follow you, all the way down to that core level of the delegation of authority to get things done across your team. And you really need all of those elements to come together. Yep. If you wanna be sane, happy, and get the results that you want. Gini Dietrich: Absolutely. Yes. So I know Jen will link to both parts of this. I thought it was really, really well done. So you can read that as an accompaniment and have it as a reminder. Just put it on a post-it. Put those five words on a post-it note, stick ’em to your screen. Chip Griffin: Perfect. Excellent. Well, I hopefully these five words, we gave you more than five words, but we gave you five words… Gini Dietrich: Okay. That’s enough. Yeah. Chip Griffin: Okay. My usual, tortured ending. So. With that, I will delegate the authority to all of you to get on with your days. And, the responsibility to that was live these five words and Okay. We’re, we’re just gonna stop. Okay. With that. I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich Chip Griffin: and it depends.

Jim Boad reveals how imperfect action, purpose-driven thinking, and a bold shift into sober living transformed his life, creating powerful cash flow while making a real impact on people who needed it most.See article: https://www.unitedstatesrealestateinvestor.com/from-burnout-to-breakthrough-turning-pain-into-purpose-and-profit-with-jim-boad/(00:00) - Introduction to The REI Agent Podcast and Guest Welcome(01:30) - Jim Boad's 25 Year Real Estate Journey Overview(04:00) - From Fix and Flip to BRRRR and Surviving Market Crashes(06:30) - Discovering Sober Living as a Life Changing Strategy(08:30) - Why Sober Living Combines Purpose and Massive Cash Flow(10:30) - Today's Market Struggles and Creative Investing Strategies(13:00) - COVID Impact on Rentals and Tenant Payment Crisis(15:30) - The Moment That Led to Starting Sober Living Homes(18:00) - Converting Existing Properties into Sober Living Homes(20:00) - Ideal Property Setup and Ethical Operating Standards(22:00) - Staffing Models and Building a Business Instead of a Job(24:00) - Designing Homes for Maximum Function and Flexibility(26:00) - Revenue Model and Cash Flow Breakdown Per Property(28:00) - How Residents Are Sourced Through Treatment Centers(30:00) - Resident Lifecycle and Average Length of Stay(32:00) - Rules, Accountability, and Maintaining a Drug Free Environment(34:00) - Real Stories of Relapse, Recovery, and Support Systems(36:00) - Expanding Impact Through Jobs, Nonprofits, and Opportunities(38:00) - Entrepreneurial Mindset and Building Scalable Businesses(40:00) - Lessons from COVID and the Harsh Reality of Landlording(42:00) - Legal Challenges, Tenant Issues, and Financial Risks(44:00) - Golden Nugget: The Power of Imperfect Action(45:30) - Recommended Books and Business Mindset Shifts(46:30) - Where to Find Jim Boad and Final Thoughts(47:00) - Closing Remarks and Podcast OutroContact Jim Boadhttps://grouphomeaccelerator.com/https://www.facebook.com/profile.php?id=61567072777563https://www.linkedin.com/in/jim-boad-aba962b5/If you take one thing from Jim's journey, let it be this: you do not need the perfect plan, you need the first step, because the life you want is waiting on the action you keep delaying, so start today and visit https://reiagent.comIs success destroying your peace? Most pros grind until they break. Download The Investor's Life Balance Sheet: A Holistic Wealth Audit to see if you are building a legacy or heading for burnout. Presented by The REI Agent Podcast & United States Real Estate Investor® https://sendfox.com/lp/m4jrl

Ryan Pineda interviews Benny Perez, discussing intentional, faith-centered parenting, marriage priorities, discipline, and leadership, emphasizing that building strong families and spiritual foundations requires consistency, accountability, and leading by example.⁣⁣Connect with Pastor Benny - ⁣https://bennyperez.com/⁣https://churchlv.com/⁣__________⁣If you want to start your real estate investing business, we'll give you 1:1 coaching, seller leads, software, & everything you need. https://www.wealthyinvestor.com⁣⁣If you're a business owner who wants to get in peak physical shape, we can help! https://www.allproceo.com⁣⁣Join our private mastermind for elite business leaders who golf. https://www.mastermind19.com⁣⁣Join free Bible studies and workshops for Christian business leaders. https://www.tentmakers.us⁣__________⁣CHAPTERS: ⁣0:00 - Parenting, Homeschooling & Raising Kids with Purpose.⁣4:30 - Setting Family Standards⁣7:00 - Identity Over Behavior⁣10:00 - Parenting Through Struggles⁣13:00 - Modeling Faith⁣23:50 - Marriage First⁣31:00 - Parenting Mistakes⁣45:00 - The Wake-Up Call⁣1:00:30 - Spiritual Discipline & Accountability⁣1:12:00 - Marriage Leadership⁣1:25:00 - Leadership Legacy

What you'll learn in this episode: ● How to set clear expectations and define rules of engagement ● Why great leaders hire for their weaknesses ● The art of listening when others disagree ● How to respond instead of react when challenges arise ● How to remove bottlenecks and empower team decisions ● Why collaboration beats being “right” every time

Watch on YouTube: https://youtu.be/4v4vGWhQMUw In episode 336 we're joined by Ryan Ward, Head Coach of the USHL's Youngstown Phantoms.  Currently in his fourth season behind the Phantoms bench, Ward led his club to a Clark Championship in his first season, the first USHL playoff championship in franchise history. As this episode is published (April 8th, 2026), the Phantoms have just been crowned Anderson Cup Champions, awarded to the USHL club with the best regular season record.  Equally impressive, Youngstown has produced 10 NHL draft picks during his tenure and it's expected the program will hear more of their players' names called at the upcoming NHL draft.  Ward has enjoyed a unique journey to his current post, which included time as an NHL video coach with the New York Islanders, an assistant coach with the club hockey team at the University of Rhode Island, time in the OHL and AHL, leading an elite prep school, and overseeing player development for the USHL's Tri City Storm. Listen as he shares the incredible story of taking on an NHL video coach role, finding your foundational identity, and the importance of learning how to teach the fundamentals. Secure your TCS Live ticket: https://thecoachessitelive.com/ Download the TCS app: https://www.thecoachessite.com/app Learn more about our presenting sponsors: Hudl: hudl.com/tcs Biosteel: BioSteelTeams.com/Glassandout

When building a business, have you ever felt like working harder should be the answer, but the more you push, the more exhausted, misaligned, or stuck you become?  In this episode of the #DoorGrowShow, Jason Hull sits down with Sean Patton, former U.S. Army Special Forces Commander, executive coach, and leadership speaker, to unpack what entrepreneurs can learn from military leadership, self-leadership, and mission-driven culture.  They discuss the dangers of hustle without recovery, why so many business owners never learn to lead themselves, and how clarity of mission, roles, and outcomes can transform the way a team operates.  Jason and Sean also explore why the military is far more collaborative than most people assume, how strong leaders facilitate input without losing ownership, and why mission dictates culture in both combat and business. Along the way, they dive into personal purpose, team alignment, trust in sales, and the mindset shifts required to build a business that creates both impact and freedom instead of burnout. You'll Learn (00:00) Introduction and Guest Background  (01:15) Sean Patton's Military and Entrepreneurial Journey  (04:16) Leadership in Difficult Situations: Military vs. Business  (08:29) Dispelling Myths About Military Leadership  (10:35) Collaborative Decision-Making in Special Forces  (12:56) The Role of Extreme Ownership in Leadership  (16:08) Culture as a Mission-Driven Concept  (19:16) Aligning Mission, Culture, and Outcomes  (20:51) The Power of Mission and Vision in Business  (25:41) The Why Behind Business Success  (29:24) The Entrepreneurial Hierarchy of Needs  (35:19) Applying Military Clarity to Business Operations  (37:31) The Importance of Clear Roles and Responsibilities  (41:37) Closing Remarks and Contact Information Quotables "Leadership isn't a title, it's a person you become." "Sometimes the loudest voice in the room isn't the smartest voice in the room." "Mission dictates culture." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:01) Five, four, three, two, one. All right. Welcome everybody to the DoorGro show. I'm Jason Hull, the founder and CEO of DoorGro, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we've brought innovative strategies and optimization to the property management industry.   At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. All right, so I have an awesome guest today. I'm hanging out here with Sean Patton. Welcome, Sean. I'm going to brag about you a little bit. Thanks for being here.   Sean Patton (00:53) Yeah, alright, you go for it. Thanks for having me, man.   Jason Hull (00:54) All right. All   right. So Sean is a former U.S. Army Special Forces Commander, Meta Performance Executive Coach at Novus Global and a leadership keynote speaker. Sean helps leaders accomplish seemingly impossible and thrilling visions through transformation. This is your bio. As a former U.S. Army Special Forces Commander, Sean brings a rare combination of battlefield tested leadership, real world business ownership.   and success back to human performance principles to every stage and coaching session. His work is grounded in one belief, leadership isn't a title, it's a person you become. As an ICF certified executive coach, host of the No Limit Leadership Podcast and author of A Warrior's Mindset, The Six Keys to Greatness. Awesome. Sean, so glad to have you here. Welcome to the show.   Sean Patton (01:48) Thanks, man. I'm excited to be here.   Jason Hull (01:50) Cool. So Sean, for those listening, I'd love for them to get a little bit of background on you. I gave a little bio, but tell them a little bit about how did you get into entrepreneurism? When did you wake up and go, hey, you know what? I'm an entrepreneur.   Sean Patton (02:04) Well, it took a little bit. was maybe a little late to the game. I originally went from a small town in Kansas. I went to the United States Military Academy at West Point, graduated and then spent 10 years as an active duty officer in the army. So I was an infantry officer and then a special forces officer in the special forces group commanding two different Green Beret attachments. So it was a busy time. I feel like I crammed a lifetime of   leadership lessons into those 14 years, right? Like West Point is most intense leadership training that our nation has. And then, you know, was a rifle platoon leader and sniper platoon leader in Iraq. Then I was an Afghanistan with my team. So I was doing really difficult things and complex things with elite performing teams. And, you know, despite all of that and 22 months in combat and 30 months to point overseas,   I was never really the gun guy or the gear guy. Uh, it was all, it always about the people and the problems that we were solving. And so in 2015, a little before that, I decided that I was going to get out of the military in transition. And I just had this entrepreneurship itch that I wanted to scratch. Plus, you know, I want to check out with this freedom thing that I had been hearing about all these years was all about. And so I decided to try it and.   Jason Hull (03:04) Yeah.   Yeah.   Sean Patton (03:31) It was a rocky start. I had a lot of, I think I had some strengths coming out of the military and those experiences, but also some real gaps. And one of them was a, I think my risk tolerance was so high from things I had been doing. then also   Jason Hull (03:33) Yeah.   Yeah.   Sean Patton (03:59) The answer in the military so often, at least in the units I was in was when things got hard, right? When the, when the darkness came, when it seemed like the weight was unmanageable, the answer was just go harder. Like, you know, like the mission is going to end, you're going to redeploy, like you, know, the sun's going to come up, just keep going, keep going, keep going. And what I didn't appreciate was when you get into the entrepreneurship space is that in the military, even in those units, there was this like,   Jason Hull (04:11) Okay, yeah.   Yeah.   Sean Patton (04:28) mechanism around us almost protecting us. Like they had honed us into this machine that could push ourselves to these extreme limits. But they told us when it was time to turn it off and when it was time to refit and when it was time to recover. And then I got in entrepreneur space and when things got difficult and you know, I made some really bad financial decisions which we can get into and all of that. I found myself with all of that weight with the only answer I had was just go harder.   Jason Hull (04:52) Yeah.   Yeah.   Sean Patton (04:59) And so   three years later, I was in the hospital ⁓ and I had stress hives and my appendix almost burst and all these health issues and going through my first bankruptcy or my only bankruptcy, but bankruptcy after three years. And so it was a rough start to the whole thing. I had to learn a lot of lessons about myself in that.   Jason Hull (05:07) Wow.   Yeah, yeah. And I think, you know, early stage entrepreneurism, there's some similar patterns I've noticed because, you know, I've talked to thousands of entrepreneurs. I've gone through this sort of journey. in the beginning, yeah, we do a lot of stupid stuff. Like we make mistakes and that's part of learning. You know, we believe weird things like I just like your first hire should be a clone of yourself. If I could just clone myself, I call it the clone myth. Like we believe like   You know, we think we can do everything ourselves. it'd be cheaper if I just figure out how to do it myself. If I just read the right book, watch the right YouTube video. And so we do dumb stuff like we don't get support. We don't get help. We don't get mentors. like it. had to things had to get really hard before I started getting mentors, getting help, getting coaches, getting support. And I had to be humble, you know, before I was willing to do that. And.   And yeah, and so I see, I see this, you know, a lot of people play out this journey and then early stage as an entrepreneur. Yeah. We're, we're, it's almost like the hustle's glamorized. And so we go through this process of like, I got a hustle. I got to work harder. That's what you do if you own a company, if you're a CEO, if you're a boss. And so you just burn yourself out. I remember I was at end of a sales call trying to wrap it up.   I was in so much pain because I like I think I'd slipped some sort of disc or was bulging in my back. And I was like by the end of the call and doing this call, I was laying on the floor and I ended the call and I was like, and I was in so much pain. I wasn't able to work and had to lay down for like two weeks. Yeah. And then I realized because I hadn't been eating, I'd been just working. hadn't been sleeping.   Sean Patton (07:04) my gosh.   Jason Hull (07:11) very well, I'd been just working. I thought I just need to work harder, work faster. And I didn't realize that probably I was like probably operating at like 10 % of my effectiveness mentally. I was being stupid. And I thought, I just need to work harder, I gotta hustle. And I wasn't taking care of myself. And then that's when I realized, if I don't take care of my body, I don't have a vehicle to achieve stuff or to get results. And I'm not even really present.   Sean Patton (07:23) Thank   Jason Hull (07:40) when I'm there with people because I'm hungry and I'm tired and I'm I'm everywhere else and I haven't even produced the, or my brain hasn't had a chance to clean itself like it does every night. And I haven't gotten food to fuel my brain. I don't have all the chemicals my brain needs. I'm lacking dopamine and serotonin and GABA and like, I'm just, I'm an absolute mess, right? And I see people do this all the time, all the time.   Sean Patton (08:05) It's so true. I, in my lens, how I look through that is through a leadership lens. And I learned in the military so many great things about leading others. And as I look back at it, what I had to learn in entrepreneurship, what you're kind of talking about is like, I never really had to master leading myself.   Jason Hull (08:31) Yeah.   Sean Patton (08:32) I never had to look at myself as like, how am going to lead myself? Cause the way you mentioned there, like I would never treat one of my soldiers or one of my employees or have an expectation of them the way I was, I was treating myself. And so it's like, how would you.   Jason Hull (08:41) Yeah.   Yeah, I wouldn't do I wouldn't I wouldn't push my spouse to be like this. I'd be like, hey, come on, clean more. Work harder.   Do this. Right. Yeah. Then marriage would be over real fast. I wouldn't like I wouldn't do that to my kids. Come on, go. Yeah. But to ourselves, we can sometimes be a cruel leader. Right. Can you dispel a myth? Because, you know, I got I kind of got a sense of this. I've never been in the military. And God bless you. Thank you for your service. I appreciate that.   Sean Patton (08:55) Yeah.   Jason Hull (09:15) ⁓ but I've realized I've been listening to, ⁓ Chaka Willa, Willick and Leaf, whatever their, their book, ⁓ the dichotomy of leadership. And I had this belief that in the military, I think a lot of people maybe that haven't been involved in it have this perception. Military, just, you either give orders or you take orders. It's rigid. There's no thinking. You just were told what to do. And, ⁓ you know, I've kind of gotten a very different picture of that.   that there's a lot of decisions and there's planning and know, this is lives are on the line and it's painted a very different picture. Can you just touch on that? Cause I think some people here, you've got this background in the military and to you, it's just, you know this stuff cause you had lived it. But for those that have never been in the military, what advantage did that give you in business and how is that different that maybe people perceive it?   Sean Patton (10:09) It's a great question. I do think that there is this idea from either whether it's like movies about basic training or, you know, the, or, know, about like submarines. Yeah. You just shut up and go. Right. And, know, there is in basic training or when you're, I would say when you're being transformed from a free citizen to a soldier, there is a bit of a breaking down of   Jason Hull (10:16) in movies. Yeah. You blindly follow and you're told what to do. Yeah.   Mm-hmm.   Sean Patton (10:39) some of that, that needs to come back. But then as you build that foundation of like, when it's time to go, I go ⁓ and I have some discipline and I can, can integrate with the unit, let's say. ⁓ Then you start getting more and more responsibility. And especially as you move up in the military, you become, I mean, it's not that long, like two or three years later, even the regular military, regular army, you're going to be a team leader. So you're going to be a leader.   And a of those kids are like 20, 19, and they're in charge of three people. And so they're no longer just like, it would make no sense to have someone to stand here and like, what do I need to do? This is what need to do. ⁓ That's not, not, that wouldn't like, that doesn't work in a company and that wouldn't work in a unit. And so there needs to be input on each side. And then especially when you get into like the Navy SEALs, like Jaco was talking about, or in a special forces team. mean, the planning, I was a facilitator of mission plan.   Jason Hull (11:11) Yeah.   Yeah.   Sean Patton (11:38) but I was by no means the smartest person in the room and it was a very collaborative experience. And so my job as the commander of a 12 man special forces ODA was to receive the mission that we had been given. And that mission doesn't come down and tell us this is how you're going to do it. It says, here's the effect we need to have in the area. Here's the questions we have. And then it was up for us to sit down and I had, you know, I have a warrant officer who's   Jason Hull (11:43) Hmm.   Sean Patton (12:08) trained in human intelligence to a level of a CIA operative. I have an intelligence officer or an intelligence sergeant who does the same work the NSA does. My average age on my team is 30 years old, people with multiple combat experiences. I remember one time I was in Lebanon and one of my younger soldiers, Greenbright, we were talking about why there was this conflict going on and how we were trying to influence it.   And I said, well, you know, it's probably because of this rift between this Hezbollah and the Shia sect and the Sunni sect of Muslims in the area. And, you my 26 year old soldier is like, actually, sir, that's incorrect. This conflict in the Becca Valley actually goes back hundreds of years. It's actually over like water rights. mean, like that's the level of conversation we're having in the planning session. And it is very much a collaborative   Jason Hull (13:00) Yeah.   Sean Patton (13:07) ⁓ discussion and we come up with multiple courses of action, but here's, I will say where it kind of converges to, ⁓ the lesson that comes from the military and maybe an issue, this is where the people maybe have this misconception, but I think it's an important one for when it comes to the, company is that at the end of the day, kind of go back to Jaco's first bunk on book, honestly, extreme ownership, has to be someone in charge as the commander is my dis   Jason Hull (13:11) Yeah.   Sean Patton (13:35) was my decision. was like, okay, I've heard everyone's input. We're going with, this is how we're going to do that. And immediately, because everyone had given their input, even if we didn't pick what their choice was, it was, okay, Roger that. Now we're going to execute that as if it was our own. And so that level of ownership when it comes to planning and execution is where we turn and say, okay, now we're on the same page.   the rich discussion and input that happens before that is an important job. And that's why I think whether it's in the military or in the civilian world, as a leader of an organization like that, you need to be a master facilitator. It's not your ideas. It's how can we be the composer of the group in front of us? And if someone is taking over, how do we calm them down? How do we...   Jason Hull (14:20) Yes, yeah.   Sean Patton (14:31) recognize when someone's voice is being stomped out and their valuable input isn't being contributed. You know, like how do you handle that and get the idea so that the best concept comes to the top and then get buy-in to execute.   Jason Hull (14:37) Bye.   I mean, what I'm hearing is like, you know, this picture you're painting is you've got this team of specialists. They each bring some value and some wisdom and some knowledge to the table. They're experts at this one particular craft. They see everything through a different lens and you're getting feedback from all these different lenses. And then as a leader, you have to decide which things are valid, which things do we incorporate? And, know, and it's up to each individual that's a specialist to really   put some pressure on the leader to say, this is significant, this is important. And it's up to the leader to make sure that, you know, maybe that quieter voice, but to recognize what is significant if they're not making it present, because sometimes the loudest voice in the room isn't the smartest voice in the room. And so, yeah, so that's fascinating. And, business is a lot like that, but a lot of business owners, they don't even run their teams like that. They think it's a dictatorship.   They mistakenly think that's how the military works. They're like, I'm the dictator and I have all the best ideas and I'm smarter than all of you. And they do, they end up as the emperor with no clothes. Cause everybody in the team were like, yes boss, we don't want to get fired.   Sean Patton (15:56) Absolutely. And that's why I think that the, main job of, let's say that entrepreneur, that business owner, that even commander, right. Is your job is to craft the vision of what you're trying to create. And yes, the outcome and clarity of outcome, clarity of vision of why does this company, why do we exist and what impact are we trying to have in the world? And once people are bought into that and aligned on that.   Jason Hull (16:09) The outcome, clarity of outcome.   Okay.   Sean Patton (16:26) then we can have a great and rich discussion on the how, the strategy.   Jason Hull (16:30) Got it. that,   you know, that's, so now we're talking about culture, right? Which is the foundation before we get into tactics, we have to have culture and the military, you have all kind of chosen into a particular culture. There's a set of beliefs and that's a foundation. It's kind of like, you might maybe even take it for granted, but the military has that and a lot of businesses don't. They don't have that set culture where it's defined.   Sean Patton (16:57) So can I, what I will say is that this is true in the military and I'll give you some military examples just because they're maybe interesting to your audience and then we can talk business is that mission dictates culture. So, know, for example, you might have, you know, especially a lot of the movies, right? You see like the Marines, That's stereotypical. We'll be super stereotypical right now. Marines mission, their core mission is secure the beach to land ships.   Jason Hull (17:04) Yeah, I love this. Yeah.   Yeah, OK.   Mm-hmm.   Okay.   Sean Patton (17:27) So if   you notice, are a bit like, just go get in line, full frontal assault, you're getting off ships on an uncovered area and you're just massive violence of action. That's how you win that battle, okay? So they need to have a certain kind of mentality and I'm generous. Okay. A special forces team will operate by, with and through an indigenous force. So we're a US sponsored insurgent. we've got, I will go on target with.   Jason Hull (17:42) Yes.   Sean Patton (17:54) 10 Americans and 300 Afghani commandos. Like that dictates a certain mission, right? And so ⁓ the difference between the Marines and then maybe the Navy SEALs who are operating and their job is to take over a ship underway with 30 SEALs that all live together, work together. They know each other in their ear, like synchronize their precise, you know, cause you've got to be right. You're, you're firing weapons inside of a ship corridor. Like   Jason Hull (17:57) Okay. Yeah.   Sean Patton (18:23) You have to be so precise. I can't do that on the ground with 300 Afghanis running around. I'm just like guns pointed this way. You know, like we've got to you've to be much more flexible and and how you plan that and how you think about success and all that is a different animal than the Marines who are on you're trying to storm a beach together. A SEAL team is operating with 30 people who've worked closely together and then.   where you've got 12 of us trying to work by with and through a different unit to do a different thing. Like the culture inside each one of those units would be completely different. In the Marines, you might have a bit more like go here, do that. Yes, sir. How, how jump high, jump faster. You know, you might need that because that's you need to storm a beach. You made, you need very precise, very black and white, right? And wrong, like precision to take down a ship with 30 people.   you need to be very clear about larger intent and what is the big thing we're trying to operate here and how do we control sort of an uncontrollable mass and chaos to operate a Green Break team. If you took the culture of each one of those, if you gave that mission to a bunch of Marines who are just like, where do I go? Where do need to blow up? And you're trying to like do a sensitive political operation with 300 indigenous, it would be a disaster.   Jason Hull (19:29) Yeah.   Sean Patton (19:46) And if you tried to set the precision of, cause we tried to do this sometimes, like you would work with an indigenous force. If you tried to set the precision and standard of a US special operator, whether it's a SEAL or a Green Beret on this indigenous force, you drive yourself crazy. Like it's not going to happen. All right. And so all of those different units have different missions. And so they all have different cultures. And to your point on your company, if you're not clear on missions,   If you're not clear on the vision and like why you exist and what you're trying to do, you will end up chasing your tail on culture because you'll just start grabbing like every other leadership book and culture. just like, what about this works here? This works here. This works here. Instead of saying, what are we trying to accomplish and what is the optimal culture for our mission set?   Jason Hull (20:36) I love that. Yeah, one of our guiding documents at DoorGrow is our, we call it our client-centric mission statement. And it talks about who we want to serve in detail, how we will help them, what our goal is, our plan, and then what kind of the long-term sort of vision that maybe we'll never achieve, but it's the goal we're striving for. And this is what we coach our clients on getting defined because it creates culture.   Then we have our how we do things. That's the company core values. And then we get into personal why statements for the business owner, business why statements. Creating all of this is, we call this the culture materials. There's like six key elements that I coach them on getting in place that help kind of make the culture visible to everybody on the team. And you're right, mission dictates culture. I love this idea because the mission of the business   which most people mistakenly think is just to make money, is actually to provide some sort of value and to solve a real problem in the marketplace. And that mission, whether you're good at it or not, and the team are conscious of it or not, and you're focused on it or not, dictates whether or not you have good culture that actually achieves outcomes. That makes a lot of sense.   Sean Patton (21:53) Yeah, absolutely. Cause   yeah, I love that you have that structure and I love how you also tied that down to personal why statements because this is another leadership issue that I see with a lot of entrepreneurs. We're big companies, honestly too, is that there is this assumption that you've accepted this job description and here's what matters to the company and therefore   what matters to maybe me as your leader or boss or the division or the company is also the most important thing to you as an individual or like the reason you're here is not really explored. So I think one of the most critical conversations you can have, and it sounds like you have a structured format for that, which is fantastic, is just sitting down with each member of your team, like, why are you here? What matters to you? Because often, right, I'm sure you've had this, I've had employees where you assume   a salesperson, the most important thing is compensation, right? It's how much money you can make. And that's great. Maybe it is, but then it's actually like, well, yeah, that's important. And also, you know, my, my youngest is a senior in high school and this is the last baseball season we have with, and man, the games start at four and it's so hard for me to get to games at four because you have me work till five. And it's like, if I could just make those baseball games, that would be amazing. And then all of sudden,   Once you know like what matters to them and why they're doing this, then you can adjust and say, cool, how do we align what matters to you? What your personal why statement as you mentioned it and the company why statement. And now you've got alignment. And when you align those two things where what matters most to them contributes to what matters most to the company, you just, create transformative effects.   Jason Hull (23:36) Thank   Yeah, the big challenge I've noticed, the biggest transformation I can get is to help the business owner get clear on their why. Because when the business owner isn't clear on why they do what they do, they end up doing the wrong things in the business. Because you're the business owner, you can do anything in the business. And so some business owners are like, well, I have to do the accounting. I'm the business owner. Do you really? If you hate accounting, you probably shouldn't be doing the accounting.   You're not the right personality fit for that, which means you're actually probably not the best person to do that. So some business owners love sales. Some love accounting. Some hate it. Some love operations. Some are really bad at that. And so if we can get clear on their personal why, and then we can look at their role and see if their role is helping align with that, we can then reorganize the entire business. But most business owners, the first team they build is they transition from solopreneur to having a team.   I find is a mess. The first team they have is built around the wrong person. And it's kind of like they're like, I'm this shape puzzle piece, but it's not really them. They're like, I'm doing accounting. I'm doing this and a little bit this. And then they're like, now I'm going to get team members. I'm going to puzzle pieces around this misshapen puzzle piece. And they fit that puzzle piece, but that's not even me. So I hate being in it. I'm uncomfortable in my own business.   In property management, this is where they get to two to 400 doors. call it the second sand trap or the team sand trap. They've made it through that transition of finally having a team from being a solopreneur and they're the most miserable they've ever been in their business. And adding more doors makes their life personally worse, not better. Because adding more doors just means they're working harder. They're doing more work instead of getting the right support and the right team, because they didn't build the right team around the right person from the beginning. So if I get them clear on their why,   They're like, my gosh, I'm a circle. I'm not a square. I need to build this whole different team around me. And then like when I got clarity on this many years ago, I think within a month I had fired like half my team. I changed everything. I changed the type of clients I was willing to work with. I changed my business model. Like I didn't want to tolerate certain things anymore because you know, I woke up one morning and I was like, I would rather stream Netflix and avoid growing my business.   even though I need money, then deal with the clients I'm dealing with at that time. I'm like, why is this so, why am I so out of alignment? Then I saw Simon's the next start with why, like presentation on the golden circle, why, how, what? And I was like, what? And I'm like, ⁓ what's my why? And so I went to, I've like, I need to figure this out. And my personal why is to inspire others to love true principles. What that means is I love finding the better way to do things. I love learning what works.   and sharing it with other people, I would do that for free for fun. If you're listening to this podcast, I'm doing it for free for fun right now. Like I love this. I love learning what's working for other people. And then I get to turn around and share that with clients and I get paid to do that. That's crazy. And that's the role I get to live in my business. And so my business, it feeds me my why.   Sean Patton (26:47) Yeah, it's all true.   Jason Hull (26:55) And so our why statement of door goes to transform property management, business owners and their businesses. So we get to create transformation. Everybody on my team buys into this vision. We all celebrate when our clients are winning. And so that's the culture we've created in the business. That's our mission, transformation. And we know if we transform the business owner, we transform the business. We transform the business, we transform the team. We transform the business and the team. We transform hundreds, maybe thousands of tenants and rental property owners lives.   There's this ripple effect and that's exciting to me. We're having impact, right? And so the thing I can get on a sales call and confidently say to a property management business owner, here's why you should trust me because if I'm selfish in getting what I want out of life, my why, my business is going to give you what you need and you are going to win. And we can always trust motives. And so I call that the golden bridge. The golden bridge is find out the prospects why.   Sean Patton (27:31) Yeah.   Jason Hull (27:54) and you build a bridge to it, the bridge is the business. It's what gives you both what you want. That's where the deal happens. And there's my why, there's the prospect's why, the business why is what connects us. And that's the golden bridge. And if I can relate that formula verbally, all the objections drop by the wayside, because the only real objection is, I don't trust you. If they're like, what about these features? And what do you do with my property? And what do you do? How do you handle evictions? All they're saying is blah, blah, blah, I don't trust you yet.   And so that's, I just teach my clients the golden bridge formula and that we have, and then they become great at selling because sales is about trust. That's it.   Sean Patton (28:35) Yeah, I love that, ⁓ that framework. And also I want to call out an important mindset shift that I know I struggled with. And I think a lot of other owners struggle with it. You mentioned there, which is this belief that if we're not suffering,   Jason Hull (28:57) ⁓ yeah. It's like suffering's a badge of honor in entrepreneurism.   Sean Patton (29:02) Yeah, like if we had, if we're actually enjoying what we're doing, if we're having time off, if we're like, you mentioned, we're taking care of ourselves and we're like inspired and energetic and it doesn't feel that hard, we must be doing something wrong or being lazy or we're not doing enough. And so then we're like constantly pushing ourselves to this point of, uh, I need to be overwhelmed. I need to be, and when things are going well, we'll crash the plane.   Jason Hull (29:11) ⁓ yeah.   Yeah, yeah.   Sean Patton (29:30) just so we can feel the pain again, so we feel like we're being productive. And so I love the fact that you, sounds like you sort of, we're running into that or identified that. And now the shift that it sounds like you've made around your mindset is like, what if this could be fun?   Jason Hull (29:32) Yeah.   Yeah. What if you actually love doing what you were doing in your business? I'll tell you what happens because I hope a lot of people do this. You make way more money when you focus on the money instead of the mission and you're not focused on your why you make way less money. But it's money is easy when you are focused on helping people get what they want. You're outward focus and it's you're being selfish enough to focus on your actual purpose. Money is not your purpose.   If I say, do you want money? There's a whole level of depth beneath that. Right. And so, yeah, but you're right. Like we're struggling, we're suffering, and it's like a badge of honor. Look at my hustle culture. And I'm like, it's so hard. And then we start succeeding and we get, the world gives us feedback because the world isn't supportive of entrepreneurs. The world cares about safety and certainty more than freedom. Entrepreneurs care about freedom and fulfillment more.   Sean Patton (30:24) Yes.   Jason Hull (30:48) than safety and security. And that's why we start businesses. That's a risk. But as soon as we start winning, what do we hear from people? ⁓ it must be nice.   Sean Patton (31:00) Yeah.   Jason Hull (31:01) it must be nice that you have this. Jason got his cyber truck or he's in his million dollar house. It must be nice. ⁓ know, and so you hear things like this and you're like, did I do something wrong? maybe I need to be small because I'm making some people feel uncomfortable because, know, it's to be a struggle. I can't show that I'm having success because it's got to be hard. I didn't I didn't work hard enough to earn this. Maybe it's that feeling or, know, it has to   Sean Patton (31:20) Yeah.   Or enjoyment, yeah, it's gotta be.   Yeah, I think there's a lot   of that. I know my relationship as I've reflected back with, with money, um, with success is, know, I grew up with a, with a single mom and she was phenomenal. I mean, raised me, worked full time as a waitress and bar center to put herself through undergrad and grad school to be a school psychologist, to work with special needs kids so that she could impact the world and take care of me. But in that, yeah. Yeah.   Jason Hull (31:31) Hard.   Yeah.   And love was working hard. That's what you saw. Like she was hustling.   You knew she loved you. She was serving. Yeah.   Sean Patton (32:02) Absolutely.   And so I would say there's two sides of that coin. One, what I tell people all the time is like, when you see your mom do that or that's your leader, like mediocrity is no longer acceptable. That's one thing I took away from it. then the, but there was this idea when we say we drove through nice neighborhoods or we saw big houses or we saw people with money. was like, ⁓ those it's like those people. Like it was very much put into, I feel like subconsciously that   Jason Hull (32:10) Yeah.   Yes. Yeah.   Sean Patton (32:31) I think that it was just a matter of like, ⁓ there's this idea of that good people or hardworking, working class folks like us, we're doing sort of this noble thing and these other people either just got lucky or they're just different or they were born into it or, it's this idea of like, we're not those people.   Jason Hull (32:49) Or even worse,   were unethical or hurt people to get there. Those rich people, those evil billionaires and those evil millionaires, and nobody should have that kind of money. They must have hurt people to get there and yeah, yeah, yeah.   Sean Patton (32:54) 100 exactly.   And so that   was like a story, even a money story and success story that over the last 10 years as an entrepreneur with different businesses, and I was, and I was as a coach of leaders inside companies, ⁓ and, business owners that I've had to overcome. And I have found myself to your point, sort of sabotaging or questioning when I do have certain levels of success or impact and downplaying it almost because I have this.   Jason Hull (33:17) Yeah.   Sean Patton (33:34) subconscious belief that like, wait a if I make this amount of money or if I get to do these things is like, am I, as you said, am I deserving of that? Or is that even like an ethical thing to be able to do? I need to suffer more and drive myself back to the suffering conversation.   Jason Hull (33:40) Yeah.   Yeah, I mean,   the feedback we get from the world as entrepreneurs. So one of my frameworks is the four, I call it the four reasons for starting a business. The first reason is fulfillment in life. That should be primary. We should be getting fulfillment in life, living our why, living our purpose. Number two, it should be more and more freedom. The business should give us more and more freedom. Now, we initially as entrepreneurs, when we start our journey, we make more and more money.   And the reason we want more money is we think it will give us more fulfillment and more freedom. But the default is, I've seen this over and over again, I live this, is we make more and more money and we have less fulfillment and freedom in our business initially. Until we get clear on this, because we're aiming for the wrong goal, we're aiming for money, not the four reasons. Once we have fulfillment and freedom though, once we figure that out, we're like, why am I doing this? I need to shift things. And we get alignment there, then we want to benefit others.   That's contribution. And that's actually why businesses exist. Businesses exist to contribute to the marketplace something of value, solve real problems. Otherwise, they're just snake oil and they're stealing people's money. And so true entrepreneurs, like they might start with just the motive of money, which maybe isn't the highest motive. But if they're going to be successful, eventually they graduate usually to contribution.   because that's the only thing that actually works in the marketplace. The marketplace is brutal to anything else. So it's almost like God tricks us into becoming good people by getting us to start businesses, you know? And so the fourth reason, once we have contribution, we have fulfillment, freedom, we get to, we're living a life where we feel like we're benefiting others, making a difference. And we love, we can't have those first three without the fourth, which is support. There's no,   Sean Patton (35:22) Yeah, yeah.   Jason Hull (35:41) business owner that I know of that enjoys doing every hat, wearing every hat in their own business. And so we have to have a good team. We have to have a good support. Just like you were talking about in the, in the military, like if you're going on a mission, you need some specialists that have expertise in different areas to make this work. Not everybody has the same personality, the same skills, the same intellectual abilities. And so we need other people if we want to stay in those first three.   We can't have fulfillment, freedom and contribution if we're doing stuff we don't enjoy. That's the opposite. And so we have to have team members. And that's why we build the vehicle of a business instead of just be a freelancer and do it all on our own. And that's the, so those are my four reasons. Now there is the fifth reason. The fifth reason is what everybody else wants. And we want this too as entrepreneurs, but the fifth reason is safety and security.   This is what makes us different. Everybody else on the planet wants all five of these things. But most people on the planet play safety and security first. They're like, forget your freedom. We saw this during the pandemic. It's like, fuck your freedom. Like, we don't care about your freedom. I want to feel safe. Make everyone feel safe. Force it on everybody. Make everybody feel safe first. And then freedom would be a really nice afterthought. And then entrepreneurial people were like, this what crazy planet am I on?   Sean Patton (37:04) Mm-hmm.   Jason Hull (37:08) Am I hanging out with aliens? Like, I don't understand. I thought we were in the land of the free home of the brave here in the US and like, what's going on? And we have all these different basic hierarchy of needs, but the hierarchy is different for entrepreneurs versus everybody else. And there's nothing wrong with that. Like I need people on my team that don't want to be the business owner.   Sean Patton (37:21) Mm-hmm. Mm-hmm.   Yeah, yeah   Jason Hull (37:32) You know, I need them to be with me and enjoy it, right? And they need somebody that like me, that's crazy, that's willing to take some of the risks. They just don't realize they're working for a crazy person, right? So that values freedom more than safety. So yeah, but look, I love safety and security too. That's why I process documentation. I have systems that makes me feel safe. If I lose somebody, right? So we need all of these things. So I love, I love that you were pointing that out. ⁓ Where should we go from here?   Sean Patton (37:42) Hahaha   Yeah.   Jason Hull (38:01) Like we're almost at the time and I love hearing the ⁓ how the military works because the military works its life or death. It's it's ⁓ and there's clear objectives and I feel like in business things get so fuzzy and there's so much BS. And when we hear it in terms of military, we're like, ⁓ duh, this would translate. I should do my business this way.   Sean Patton (38:04) Yeah.   Yeah, I think it's a good way to wrap in last couple of minutes is like, what are some key points there? think that what the military does, because not everything in the military is from personal experience translates perfectly over, right? But that there's certain things. Yeah, it's all the same. There are some similarities. I think that if there's an overarching word of why, and it's just true,   Jason Hull (38:43) Sure, it's not all exactly the same, yeah.   Sean Patton (38:58) military, good military units are able to accomplish the seemingly impossible tasks ⁓ is clarity, like extreme clarity and no nonsense around no clarity. And so whether that's clarity of mission, clarity of roles and responsibilities, who's doing what when and what are they committing to? There's so much... ⁓   Jason Hull (39:05) Yeah.   Hmm.   Sean Patton (39:26) sort of expectation or unsaid agreements that happen inside business, where we make assumptions about what we think other people understand or what they think success is or roles is. Instead of saying here's our clear mission, here's our outcomes, here's my role and responsibility, here's what I'm gonna own. I mean, the amount of times I work with a company or entrepreneur and we go in and they say, yeah, here are like the 12 things that are important before the next meeting, but there's no one's name next to it with a date.   Jason Hull (39:28) Hmm.   Yeah.   Yeah. Right.   Like who? Who's responsible? Who's accountable? Yeah.   Sean Patton (39:55) It's like, Hey, what'd we talk about last meeting? Who's doing that? Yeah. Who's taking,   who's accountable. So I think they're very clear about like what role and responsibility do you have so that you can lean into that. So clarity around roles, responsibilities, clarity around mission, then clarity around, you know, end state. Like what does success look like for this? Those are.   Jason Hull (40:14) What's the definition   of done on this? How do we know this is accomplished? I love it.   Sean Patton (40:19) Mm-hmm. And so I think   if companies could really take that approach of clarity in those three areas, it could be transformative.   Jason Hull (40:29) Totally agree. One of my mentors that really taught me operational stuff was a mentor named Alex Sharpen. And Alex would talk about outcome transparency and accountability. He was like a three-legged stool. And he said, there has to be a clear outcome. Like, who's responsible ⁓ is also, right? that's like outcome transparency, accountability. Accountability is who? What are we trying to accomplish is the outcome.   And then what's the scoreboard? How do we measure success? How do we know if it's done? And he said he would watch billionaires and follow them around and they go into a meeting. They didn't know what was going on, what was being discussed, but there was a problem. He would just walk in and he would ask three questions and the problems were solved. Cool. What are we trying to accomplish? Okay. Who's responsible for this? Awesome. How do we know if it's done or not?   And it was that simple. And then you walk out of the room, everyone's like, man, he's magic. So glad we have him. What a great leader. And I love it. Clarity is massive. one of the things, like a lot of businesses don't even have the clear role or job descriptions defined for their existing team members. If I went to, anyone listen to this, I went to your team member, ask yourself this question. And I asked them, what are you responsible to achieve on a weekly, monthly basis? What is your job?   Sean Patton (41:27) Yeah.   Jason Hull (41:52) What are your roles? What are you supposed to do? And then I went to the business owner. I went to you listening and said, what is their responsibility? What are these? I usually get two very different set of directions. But if you come to my team or hopefully some of my clients that I'm coaching and you ask that question, they would say, cool, let me pull up my document that is super clear that we review regularly. This is it. We've agreed on this. We're literally on the same page.   And it's that simple. And so they know what outcomes they're responsible for. And the outcomes are more important than the responsibilities. So on our job descriptions, we have results. What results or expected accomplishments are there? so little things like that. One of the things I love saying lately is, this is one of my little phrases, is any action we take without clarity is a little bit wrong. Sometimes a lot, a lot wrong.   Sean Patton (42:21) Yes.   Mmm, I love that.   I love that.   Jason Hull (42:51) Yeah, and so that's dangerous. like the last thing you want to do in on the battlefield is just rush out with a lot of gusto guns a blazing with no plan and a lack of clarity. But in business, sometimes that's how we operate for shooting from the hip. We're like, Woo, yeah.   Sean Patton (43:08) Yeah,   it is. That's the thing is because of the mission that the military has, the culture demands extreme clarity. And because of the mission of businesses, people can get away with leakage and mistakes because, you know, it's not life or death. But if you treat your business like that, that's how you get to the next level of performance.   Jason Hull (43:18) you   Love it. Cool. Sean, awesome having you on. Always fun to chat with you. We have some good conversations. ⁓ This is really interesting to me. I love hearing how ⁓ this all works and the contrast with military and whatnot. You brought up some really great points that really made me think. How can people get in touch with you? Tell them what you do real quick and all that.   Sean Patton (43:40) Yeah, absolutely.   Yeah,   absolutely. So you wanna, my personal site is SeanPatton.me. Super easy to find. I'm very active on LinkedIn. And I am a part of a larger firm called Novus Global, where we focus on creating meta performance leaders. A lot of the transformation we're talking about today. So yeah, LinkedIn and my website, easiest ways to get me. also the host of the No Limit Leadership Podcast. Please check that out and.   Jason, you have a scheduled day. I'm excited to have you on that podcast in the future.   Jason Hull (44:29) Yeah, I'm excited to be on that. That'll be great. It's been great having you. Cool. Thanks for being here. All right. Yeah, absolutely. So for those of you that are property management business owners and you felt maybe stuck, stagnant, you want to take your property management business to the next level, reach out to us at doorgrow.com for free training on how to get unlimited free leads. Text the word leads to 512-648-4608.   Sean Patton (44:35) Thanks, Jason. Appreciate the opportunity.   Jason Hull (44:57) Also join our free Facebook community just for property management business owners at doorgrowclub.com. And if you want tips, tricks, ideas, and to learn about our offers, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review on wherever you saw this. We'd really appreciate it. And until next time, remember the slowest path to growth is to do it alone. So let's grow together. Bye everyone.   All right, and we are out in five, four, three, two, one.   Sean Patton (45:33) Thanks brother.

Welcome to Manufacturing Greatness with Trevor Blondeel, where we work with organizations to manufacture greatness by leveraging resources you already have to achieve greater retention, productivity, and profits. To learn more, visit www.manufacturinggreatness.com and click here to subscribe to Trevor's monthly newsletter. Now, let's jump in! If you've ever thought "I already explained this" but still are not getting the results you expect, the problem may not be effort, it may be alignment. In this episode, Trevor Blondeel explores how gaps in communication skills and unclear expectations impact production efficiency, manufacturing productivity, safety culture, and employee satisfaction across plant leadership and operations management. Drawing on Manufacturing Greatness, lean manufacturing, six sigma, and continuous improvement practices like kaizen, value stream mapping, and 5S methodology, Trevor introduces a simple framework built on three key conversations. This approach supports process optimization, quality management, and stronger performance management while helping shift supervisors and frontline supervisors improve coaching skills, problem solving, and conflict resolution. It is a practical model for driving change management, workforce development, talent retention, and sustainable results in today's Industry 4.0 and smart manufacturing environments. 01:05 — Introduction to the Manufacturing Greatness model as a practical approach within operations management to improve manufacturing productivity through clearer alignment and more effective communication 01:45 — The three critical gaps are introduced as key drivers of performance management, highlighting how they affect workforce development and execution across plant leadership and the shop floor 02:45 — Simple, repeatable conversations are positioned as a universal tool similar to lean manufacturing and kaizen, helping teams drive continuous improvement and strengthen process optimization 03:15 — The showing up gap explains how leadership behavior, tone, and intent shape perception, directly influencing engagement, safety culture, and the effectiveness of coaching skills 05:00 — The expectation gap focuses on clearly defining what success looks like, aligning on outcomes to improve quality management, production planning, and reduce errors and rework 07:00 — The accountability gap emphasizes setting clear commitments, timelines, and consequences to strengthen KPI management, build trust, and support talent retention and burnout prevention 08:30 — Consistent behaviors and strong communication skills help build a culture that supports change management, diversity and inclusion, and long-term workforce development 09:30 — A preview of upcoming insights into applying the model within smart manufacturing and Industry 4.0, along with broader connections to supply chain management challenges

In this episode of Tea with GaryVee, I dive deep into why you need to stop overvaluing other people's opinions and start forgiving yourself for your failures. Whether it's a business that didn't take off or a personal mistake, I explain why "peacocking" and worrying about your neighbors' judgment is stalling your growth. I also discuss my early predictions for live shopping and how I'm currently using AI tools as strategic thinking partners to stay ahead of cultural trends.You'll learn about:The "Insanity" of Beating Yourself Up After FailureWhy Richard Pryor Would Have Crushed Social MediaUsing AI (Claude, Gemini, ChatGPT) for StrategyHow to Heal from Toxic, Insecure RelationshipsThe Reality of Accountability in any Economic System

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 3972: Kristine Klussman shares how cultivating meaning is an intentional practice that deepens your connection to yourself and others. Through simple yet powerful exercises, she shows how to uncover what truly matters and integrate more purpose into your daily life. These insights help transform small, everyday moments into a lasting sense of fulfillment. Read along with the original article(s) here: https://www.kristineklussman.com/2-tips-cultivating-meaning-life/ Quotes to ponder: "It's really worth it to be patient and push past the points where you would normally quit or feel done." "Meaning is all around us, you only need to learn how to see it and prioritize it." "Accountability is a powerful way to create lasting change." Episode references: How to Think Like Leonardo da Vinci: https://www.amazon.com/Think-Like-Leonardo-Vinci-Step/dp/0440508274 Learn more about your ad choices. Visit megaphone.fm/adchoices

in today's episode of You Can Overcome Anything, Cesar R. Espino brings to you to the podcast show a special guest by the name of Jonathan.Jonathan Todd Schwartz is a former Hollywood business manager whose life changed after addiction and destructive decision-making led to federal prison. Once managing high-profile clients such as Beyoncé and Alanis Morissette, Jonathan lost everything before committing to sobriety, accountability, and personal transformation. Now over eight years sober, he serves as a Program Director and recovery advocate at Altus Rehab, where he helps individuals navigate addiction, mental health challenges, and early recovery. Jonathan speaks openly about redemption, resilience, and the mindset shifts required to rebuild life after a public fall. His mission is to show others that no matter how far they've fallen, change is possible through ownership, honesty, and purpose.Jonathan Schwartz' message to you is:No matter how far you've fallen, it's never too late to take responsibility, rebuild your life, and create meaningful change.To Connect with Jonathan Schwartz go to:https://www.instagram.com/therealjonathanschwartz/?hl=enAnother amazing Episode of You Can Overcome Anything! Podcast Show. If you are not subscribed yet, make sure you hit the Subscribe bottom and join us today.  To Connect with CesarRespino go to:

Teams today are more diverse than ever—and within that diversity lies the potential to unlock innovation, performance, and belonging. But only if leaders practice cultural humility. It's not just about competence or checking boxes; it's about fostering safety, trust, and transformation.Dr. Joel Pérez equips leaders to navigate today's instability with empathy and authenticity. He has partnered for decades with national nonprofits, corporations, and higher education institutions to deliver keynotes, workshops, and strategic consulting that inspire action and lasting change.In this conversation, we unpack what cultural humility really means, how leaders can move beyond cultural competence, how cultural humility can help you navigate the instability of today's market and world, why he wrote Dear White Leader, and how organizations can leverage diversity to create lasting impact and stronger results.To access the episode transcript, go to www.TheEmpathyEdge.com, search by episode title.Listen in for…How to develop a posture of cultural humility, no matter your background. Understanding the difference between cultural competency and cultural humility. Raising the bar as a leader from effective to exceptional.Curiosity is the key to achieving your goals.The three things that are necessary to move from cultural competency to cultural humility are."Cultural humility allows you to navigate the complexity that comes with developing organizations with a strong sense of belonging and psychological safety." — Dr. Joel Pérez Episode References: Book: Dear White Leader: How to Achieve Organizational Excellence through Cultural Humility: dearwhiteleader.comTerry Cross Cultural Competence ResearchJanet HelmsSeek: How Curiosity Can Transform Your Life and Change the World by Scott ShigeokaEEP Episode: Amer Kaissi: Humbitious Leadership Equals SuccessAbout Dr. Joel Pérez, Executive Coach and Author of Dear White Leader:Dr. Joel Pérez is an executive and leadership coach, speaker, and consultant who helps leaders and organizations create inclusive cultures through the practice of cultural humility. As founder of Apoyo Coaching and Consulting, LLC and a Professional Certified Coach with the International Coaching Federation (ICF), he specializes in identity-conscious leadership, career transitions, and DEIB strategy. A Gallup Certified Strengths Coach, Qualified Administrator for the Intercultural Development Inventory (IDI), and certified LEGO® SERIOUS PLAY® facilitator, Joel draws on more than 20+ years of leadership experience in higher education to guide clients through meaningful transformation.He is the author of Dear White Leader: How to Achieve Organizational Excellence through Cultural Humility, which received the Silver Medal for Best New Voice – Nonfiction from the Independent Book Publishers Association. Joel has partnered with national nonprofits, corporations, and higher education institutions to deliver keynotes, workshops, and strategic consulting that inspire action and lasting change. His work moves organizations toward creating a sense of belonging and the psychological safety to meet their goals. Joel holds a doctorate in higher education administration from Claremont Graduate University. Outside of work, he enjoys life with his wife of over 28 years, their four children, cheering on the Los Angeles Dodgers, and watching movies.Connect with Dr. Joel Pérez: Apoyo Coaching and Consulting: apoyocoaching.com LinkedIn: linkedin.com/in/joelperezphd Instagram: apoyocoaching01 Connect with Maria:Get Maria's books: Red-Slice.com/booksHire Maria to speak: Red-Slice.com/Speaker-Maria-RossTake the LinkedIn Learning Courses! Leading with Empathy and Balancing Empathy, Accountability, and Results as a Leader LinkedIn: Maria RossInstagram: @redslicemariaFacebook: Red SliceGet your copy of The Empathy Dilemma here- www.theempathydilemma.com

Virginia Roberts Giuffre's allegations against Bill Richardson and George Mitchell are part of her broader claims of being sexually abused and trafficked by Jeffrey Epstein and his associates. Giuffre has stated that she was recruited by Epstein and Ghislaine Maxwell when she was 17 years old and subsequently coerced into a life of sex trafficking.Bill Richardson:Bill Richardson, a former Governor of New Mexico, U.S. Ambassador to the United Nations, and Secretary of Energy, was named by Giuffre in legal documents. She alleged that Richardson was one of the high-profile individuals to whom Epstein trafficked her for sex. Richardson has categorically denied these allegations, stating that he has never met Giuffre and was unaware of Epstein's criminal activities. His spokesperson has emphasized that Richardson's interactions with Epstein were limited to legitimate political and charitable efforts.George Mitchell:George Mitchell, a former U.S. Senator and Senate Majority Leader, was also implicated by Giuffre. She claimed that Mitchell was among the influential men to whom Epstein trafficked her. Like Richardson, Mitchell has denied the allegations, asserting that he never met, spoke with, or had any contact with Giuffre. Mitchell has stated that his limited interactions with Epstein were in the context of fundraising and other public activities.Broader Context:Giuffre's accusations against Richardson and Mitchell are part of a series of allegations she has made against several prominent individuals. These allegations emerged as part of legal proceedings against Epstein and Ghislaine Maxwell. Giuffre's claims have drawn significant media attention, particularly given the high-profile nature of the individuals she named, however Richardson and Mitchell remain sheltered.  Despite Virginia Roberts Giuffre's serious allegations against Bill Richardson and George Mitchell, both men have largely avoided the intense scrutiny and accountability that some other figures connected to Jeffrey Epstein's network faced. This disparity in attention and accountability raises questions about the role of the media and political connections in shaping public perception and legal outcomes.Bill Richardson and George Mitchell have consistently denied Giuffre's allegations, and there have been no formal charges or legal actions taken against them based on these claims. While both have faced some media coverage regarding the allegations, it has been relatively limited and quickly overshadowed by other news. Their denials and reputations as seasoned public servants might have contributed to the relatively muted response.The media's handling of the allegations against Richardson and Mitchell contrasts sharply with how Alex Acosta, the former U.S. Attorney and Labor Secretary, was scrutinized. Acosta came under intense media and public pressure due to his role in negotiating a controversial plea deal with Epstein in 2008, which was widely criticized for being overly lenient. The deal allowed Epstein to serve a relatively short jail sentence and granted immunity to potential co-conspirators, effectively shielding many of his associates from prosecution.Acosta's connection to Epstein and the perceived leniency of the plea deal led to widespread outrage, culminating in his resignation as Labor Secretary in 2019. The intense scrutiny of Acosta's actions highlighted the inconsistencies in how different figures connected to Epstein were treated by the media and the public.Richardson and Mitchell's relatively protected status can be partly attributed to their longstanding relationships with influential figures and institutions. Both men have extensive political careers and connections within the legacy media, which may have contributed to the subdued coverage of the allegations against them. Media outlets, influenced by these connections, may have been less inclined to pursue aggressive investigations or critical reporting on Richardson and Mitchell compared to Acosta.The disparity in scrutiny reflects broader issues of power and influence in both the media and the justice system. Prominent individuals with substantial political clout and media connections often navigate allegations differently than those with less influence. This disparity can lead to unequal accountability, where some individuals face significant consequences while others remain relatively unscathed.While Richardson and Mitchell have not faced the same level of accountability, the ongoing legal battles and investigations into Epstein's network continue to reveal the complexity and reach of his operations. Ghislaine Maxwell's conviction and the attention on Epstein's other associates maintain a spotlight on the broader issue of sex trafficking and the complicity of powerful individuals.However, without consistent and thorough scrutiny from both the media and the justice system, the full extent of accountability for all involved remains elusive. This situation underscores the importance of equal and unbiased investigative journalism and legal proceedings in addressing allegations of this nature.(commercial at 11:21)to contact me:bobbycapucci@protonmail.comsource:Bill Richardson and George Mitchell deny allegations by alleged Jeffrey Epstein victim | Daily Mail Online

What's the real reason some sales managers keep struggling to build high-performing teams? In this eye-opening episode of the Millionaire Car Salesman Podcast, Sean V. Bradley and LA Williams III pull back the curtain on a costly mistake happening inside dealerships every single day! "Training is like bathing. If you don't do it every day, eventually you'll start to stink." - LA Williams III With sharp insight, real talk, and a few uncomfortable truths, they challenge the way sales managers think about leadership, performance, and accountability. This conversation digs into what may be quietly sabotaging your team's success and why ignoring it could be costing you more than you realize. "Even McDonald's has training. Do you understand me? Even McDonald's has training!" - Sean V. Bradley If you're a dealer, GSM, or sales leader serious about leveling up your people and your results, this is an episode you do not want to miss! Key Takeaways: ✅Training Necessity: Proper training is essential for sales managers to adequately prepare and support their teams, akin to how other professions require rigorous education and practice. ✅Technology in Training: Leveraging AI technology for training can profoundly affect the quality and effectiveness of sales team preparation. ✅Holistic Approach: Successful training involves a diverse curriculum, including product knowledge, sales techniques, KPI understanding, and time management. ✅Role-Playing and Repetition: Active training through role-play and real-world scenarios is crucial for developing genuine competency in sales positions. ✅Accountability and Consistency: Consistent training with accountability structures in place ensures continuous professional development and operational excellence in dealerships.   About Sean V. Bradley Sean V. Bradley is a renowned figure in the automotive training industry with nearly three decades of experience. He is the President of Dealer Synergy and a highly sought-after speaker in the field. Sean is known for his expertise in automotive sales training and digital marketing, having worked with various levels of the industry, from OEM to dealer groups and individual dealerships. He is the creator of the Millionaire Car Salesman podcast and the Bradley On Demand training platform!    About LA Williams LA Williams III is the Vice President of Dealer Synergy and co-creator of the Millionaire Car Salesman podcast. Known as "The Blind Master," LA is a unique figure in the training landscape, offering a strong background in sales training and an extensive history in the music industry, working with top artists like Beyoncé and NAS. He brings a creative and motivational angle to automotive training!   The Automotive Training Revolution: Unleashing Potential in Car Salesmanship Key Takeaways: Effective training is paramount to success; it requires repetition and the right resources. Role-playing, especially with AI, can significantly enhance training outcomes. Accountability and engagement from management are vital to ensure successful use of training programs.   The Importance of Training in the Automotive Industry In the fiercely competitive automotive industry, training is not a luxury but a fundamental necessity. Sean V. Bradley, in a passionate discussion with LA Williams, underscores the critical importance of comprehensive training for automotive professionals. "How dare you call yourself a manager when you don't properly prepare your team," he asserts, emphasizing the negligence of some managers towards training investment. The neglect of structured training programs is likened to an absurd hypothetical where surgeons bypass medical school. Bradley challenges the notion by equating a lack of training to sending someone without credentials to build a multimillion-dollar property. Even McDonald's, as he notes, has Hamburger University for proper employee training. It's evident that a successful car sales team hinges on effective and holistic preparation. Training should not merely cover sales techniques or product knowledge but should also encompass aspects like personal development, time management, and the use of technology. Harnessing AI in Automotive Sales Training As technology evolves, incorporating AI into training programs is a game-changer. Bradley introduces the AI role-playing tool developed by Dealer Synergy, which integrates years of accumulated company knowledge. This AI platform enables sales professionals to practice real-life scenarios, enhancing their ability to handle clients effectively. "Use AI like Tony Stark from Iron Man uses the suit," Bradley recommends, encouraging dealers to leverage AI for training and role-playing. This technology offers an unprecedented opportunity for repeated practice without the fatigue human trainers may experience. The AI assesses trainees through various metrics like tone, speed, and filler words, offering detailed feedback and opportunities for improvement. Beyond just role-playing real scenarios, AI ensures that learning is dynamic and tailored to each individual's progress, creating a more immersive and effective training experience. Accountability in Training Programs The success of any training program is hinged not only on the resources available but also on the accountability mechanisms in place. As LA Williams points out, the absence of accountability can render the most robust programs ineffective. "Training is disrespected not only in the dealership but in the entire industry," he notes, highlighting a systemic issue where the pursuit of excellence is often traded for complacency. Effective managers ensure that cameras are on during training sessions, facilitating active participation and making sure distractions are minimized. This mirrors real-life sales interactions where engagement and focus are critical. Bradley firmly believes that "winners love accountability," and this spans to every aspect of their work environment. Systems like the Watchdog Report in the Bradley On Demand platform track engagement and performance, providing a window into how training is progressing. This transparency ensures that managers can address any issues that arise, reinforcing the importance of constant learning and self-improvement in the salesforce. Creating a Culture of Continuous Learning In today's rapidly changing automotive landscape, embracing a culture of continuous learning is not just beneficial but crucial. Bradley advocates for the nurturing of an environment where sales professionals are encouraged to constantly evolve, stay informed, and upskill. This goes beyond just knowing the latest sales tactics or vehicle specs; it's about understanding the broader ecosystem of automotive sales, which includes digital marketing, personal branding, and leveraging new technologies like AI. In his own words, Bradley states, "Training doesn't happen by binge-watching videos." True learning involves immersive engagement, critical thinking, and practical application of skills. For dealerships, this means fostering an ethos of learning from the top down, reducing attrition, improving job satisfaction, and ultimately driving higher sales. Implementing such change requires buy-in from all levels of staff, ensuring that training programs are not seen as chores but as investments in individual and organizational growth. By prioritizing training and development, automotive businesses can remain competitive and innovate within their market spaces. In addressing the industry's complexities, it's evident that the automotive sales domain is ripe for a shift in how professionals are prepared and developed. Training, powered by modern technology and a robust accountability framework, stands as the foundation upon which future success will be built. Embracing this can herald a new era in car salesmanship, marked by efficiency, knowledge, and profitability.     Resources + Our Proud Sponsors:   ➼ The Millionaire Car Salesman Facebook Group: Join the #1 Automotive Sales Mastermind Facebook Group with over 29,000 automotive professionals worldwide. The Millionaire Car Salesman Facebook Group is the go-to community for car salespeople, BDC agents, sales managers, general managers, and dealer principals looking to increase performance, income, and leadership skills. Inside the group, members collaborate daily on automotive sales strategies, lead handling, phone scripts, closing techniques, CRM best practices, dealership leadership, and accountability systems. Learn directly from top automotive trainers, industry mentors, and high-performing sales leaders who are actively winning in today's market. If you're serious about growing your automotive career, increasing car sales, and building long-term success, join The Millionaire Car Salesman Facebook Group today! ➼ Dealer Synergy: Dealer Synergy is the automotive industry's #1 Sales Training, Consulting, and Accountability Firm, with over 20 years of proven dealership success nationwide. We specialize in helping car dealerships increase sales, improve processes, and build high-performing Sales, Internet, and BDC departments from the ground up. Our expertise includes automotive phone scripts, rebuttals, CRM action plans, lead handling strategies, BDC workflows, Internet sales processes, management training, and accountability systems. Dealer Synergy partners directly with dealership leadership to align people, process, and technology, ensuring consistent results and scalable growth. From independent dealers to large dealer groups and OEM partnerships, Dealer Synergy delivers measurable performance improvements, stronger teams, and sustainable profitability. ➼ Bradley On Demand: Bradley On Demand is the automotive industry's most advanced interactive training, tracking, testing, and certification platform for car dealerships — built to develop top-performing teams across Sales, Internet Sales, BDC, CRM, Phone Skills, Leadership, and Management. In addition to LIVE virtual automotive training classes and a library of 9,000+ on-demand dealership training modules, Bradley On Demand now includes AI Phone Roleplaying and Coaching to help salespeople and BDC agents practice real dealership conversations before they ever get on the phone with customers. This AI-powered roleplay technology strengthens phone scripts, objection handling, appointment setting, lead follow-up, and closing skills, while providing measurable coaching feedback for continuous improvement. Bradley On Demand empowers dealerships to train faster, coach smarter, improve call performance, increase closing ratios, and sell more cars more profitably — all through structured, trackable, modern automotive training.

RUNDOWN   Brady Farkas steps into the co-host chair and tells the story of how a Seattle childhood, journalism roots, and a winding radio career turned into one of the most thoughtful Mariners voices out there. Mariners No-Table discuss Mariners dropping back-to-back series and looking flat doing it, with the middle of the order still underperforming and the offense lacking any real consistency. Injuries and weak fill-ins expose how thin the lineup is, but the bigger issue is failure on the basics—defense, situational hitting, and execution. Bob Harig breaks down the impossible balance between empathy and accountability with Tiger Woods' latest incident, highlighting the toll of years of injuries and pain management. He also digs into the media's role, the public exposure of Tiger's lowest moments, and what this could mean for his future—both at Augusta and beyond. Mitch and Puck dive into the nostalgia and anticipation of Masters week, from iconic Jack Nicklaus moments to the quirks of broadcast tradition and coverage. But underneath it all, the conversation turns to Tiger Woods—less about golf now, more about a lifetime of pressure, pain, and a sense that something deeper has always been off. Verne Lundquist looks back on his final Masters with the same warmth and storytelling that defined his career—sharing behind-the-scenes moments, emotional goodbyes, and the iconic calls that made him a part of golf history. From Jack Nicklaus in '86 to one last birdie call at 16, it's a graceful exit from one of broadcasting's all-time greats.   GUESTS   Brady Farkas | Host, Refuse to Lose podcast Joe Doyle | MLB analyst, Over Slot Bob Harig | Golf writer and author of Tiger vs. Jack: Golf's Great Debate Jason Puckett | KJ-Aren'ts / Puck Drop Verne Lundquist | Legendary CBS broadcaster   TABLE OF CONTENTS   0:00 | From Seattle Kid to East Coast Voice: The Mariners Obsession That Never Left 16:40 | Mariners No-Table: Mariners' Sloppy Week Exposes Bigger Problems Than Just a Cold Start 43:02 | Bob Harig: Golf writer, longtime Tiger Woods insider, and author of Tiger vs. Jack: Golf's Great Debate; Tiger Trouble Again: Empathy vs. Accountability as Golf Faces Another Woods Crisis 1:07:52 | Jason "Puck" Puckett: Sports radio host and recurring Mitch Unfiltered contributor; Masters Week Magic—and the Lingering Sadness Around Tiger 1:24:02 | Verne Lundquist: Legendary CBS broadcaster and iconic voice of the Masters (40-year career at Augusta); "YES SIR" One Last Time: Verne Lundquist Reflects on His Final Masters 1:51:23 | Other Mariners Stuff: Brady Farkas, Host of the Refuse to Lose Podcast and Mariners analyst shares Bar Fights, Extraterrestrials, and Mariners Takes: Brady's Wild Seattle Trip

In this raw and unfiltered episode of the 2 Be Better Podcast, Chris and Peaches break down real listener emails about modern relationships, co-parenting struggles, jealousy, insecurity, divorce, blended families, and rebuilding trust after betrayal. They dive deep into passive-aggressive communication, resentment in long-term relationships, accountability after cheating, and what it really takes to make co-parenting work without sabotaging your current partner. If you're navigating custody exchanges, dealing with an insecure boyfriend or girlfriend, or trying to heal from past relationship trauma, this episode gives direct, practical relationship advice without sugarcoating.You'll also hear honest conversations about dating after divorce, step-parent dynamics, masculine insecurity, emotional maturity, and how unresolved wounds can quietly destroy a healthy relationship. Whether you're struggling with boundaries with an ex, co-parenting conflict, trust issues, or wondering if your relationship is worth fighting for, this episode challenges victim mindsets and pushes personal responsibility. If you want blunt relationship coaching, modern dating insight, and real talk about marriage, divorce, and blended families, this is for you.Disclaimer: We are not professionals. This podcast is opinioned based and from life experience. This is for entertainment purposes only. Opinions helped by our guests may not reflect our own. But we love a good conversation.Become a supporter of this podcast: https://www.spreaker.com/podcast/2-be-better--5828421/support.