Podcasts about Agency

The root of every American controversy has been the CIA. PLUS, Demian Brady, VP of Research for the National Taxpayers Union Foundation, tells Shaun about a class action lawsuit that former and current Congressmembers have filed to collect retroactive salary increases which would add significantly to our National Debt. Frank Gaffney, President of the Institute for the American Future, calls out John Thune's ineptness to get anything done on President Trump's agenda and warns that the Iran War will not end with a Hudna - only complete liberation for the Iranian people.See omnystudio.com/listener for privacy information.

Why does the title never feel like enough? Why do so many of us hit every goal we set and still go to bed feeling like we came up short? My guest this week has a name for it. Brooke Taylor calls it the success wound, the pain that comes from mistaking our productivity and achievement for our worth. We get into where it comes from, why creative people are especially prone to it, and what it actually looks like to stay ambitious without running yourself into the ground. If you have ever caught yourself answering "How are you?" with "busy" and felt a little proud of it, this one is for you.In this conversation, we coverWhat the success wound is, and why Brooke describes it as a cultural wounding rather than a personal failingWhy "you are not your work" is so hard to live out when your work carries your worldview and your voiceHow the meaning of hard work flipped over time, from a marker of the working class to a badge of statusThe three things Brooke found that nearly all "unfulfilled achievers" shareHer own story: managing eighty million dollars in ad revenue at Google by twenty-four, and what it cost herThe difference between manic ambition and aligned ambition, and why they can look identical from the outsideThe "two power sources" behind all ambition, and how to tell which one is running your engineTwo questions you can ask yourself this week to spot when you have slipped into the woundApproximate timestamps00:00 Welcome and why this phrase stopped me in my tracks01:00 Defining the success wound03:00 Creativity as a conversation, and how the industrial age rewired our sense of worth05:00 How Silicon Valley resets your definition of "enough"06:00 The three things unfulfilled achievers have in common08:00 Brooke's story: Google, recovery, and a hard reckoning09:00 What organizations get out of the success wound, and the high achiever ceiling11:00 Choice, gears, and the two settings that lead to burnout12:00 Manic ambition vs. aligned ambition13:00 The lamp metaphor: the success wound or the true self14:00 Writing a book at 5 a.m. while pregnant, and why that was aligned, not manic16:00 Two questions to catch yourself in the wound17:00 Where to find BrookeA few lines worth sitting withBrooke describes the success wound as the pain that comes from tying our worth to what we produce and achieve, rather than to who we are.On ambition, she offers a simple image: it runs on one of two power sources, the success wound or the true self. Same hard work, very different fuel.And one telltale sign you are operating out of the wound, in her words, is that you keep repeating the same patterns and expecting them to feel different.About Brooke TaylorBrooke Taylor is a transformational career coach, keynote speaker, and the leading authority on the success wound, a phenomenon she pioneered through more than a decade of research. She began her career in Silicon Valley and spent years as a marketing lead at Google, where she earned the Google Global Sales Award. Her work helps high achievers move from manic ambition to aligned ambition so they can do meaningful work as whole people, not depleted ones.Find BrookeWebsite: brooketaylorcoaching.comFree book exercises: brooketaylorcoaching.com/bookInstagram: @BrookeTheTaylorMentioned in this episode:To listen to the full interviews from today's episode, as well as receive bonus content and deep dive insights from the episode, visit DailyCreativePlus.com and join Daily Creative+.The Brave Habit is available nowMy new book will help you make bravery a habit in your life, your leadership, and your work. Discover how to develop the two qualities that lead to brave action: Optimistic Vision and Agency. Buy The Brave Habit wherever books are sold, or learn more at TheBraveHabit.com.

What does it really mean when scripture says that God is the same yesterday, today, and forever?In this throwback solo episode, Megan Farner explores one of the most misunderstood phrases in scripture and challenges the common assumption that "the same" means "unchanging." Drawing from the King Follett Discourse, Lectures on Faith, the Book of Mormon, and broader spiritual principles, she examines how God's consistency may be rooted in perfect obedience to eternal law rather than the absence of growth or progression. Topics include: The true nature and character of God  Joseph Smith's teachings on eternal progression  The King Follett Discourse  Faith as a principle of power  The doctrine of Christ and spiritual transformation  Eternal laws, agency, miracles, and divine potential  What it means to become more like God If you've ever wrestled with questions about God's nature, eternal progression, or the relationship between faith and spiritual growth, this episode offers a thought-provoking perspective.Subscribe for more conversations on scripture, spiritual development, temple symbolism, and the path of discipleship.Timestamps00:00 Introduction 00:15 What Does "God Is the Same" Mean? 02:04 Why Understanding God's Nature Matters 06:00 The Problem with "Unchanging" Interpretations 07:05 Joseph Smith on God's Progression 10:47 God and Eternal Law 13:53 The Law of Gender & Divine Partnership 15:31 Polarity, Opposition, and Creation 19:25 Symbolism and the Law of Correspondence 21:59 Thoughts, Agency, and the Law of Attraction 24:40 Faith as a Principle of Power 27:27 Cause and Effect: The Law of the Harvest 29:01 Rhythm, Cycles, and the Doctrine of Christ 29:59 Consecration and the Law of Abundance 31:36 Oneness, Zion, and Atonement 33:03 Scriptural Evidence for God's Consistency 38:25 God as a God of Miracles 43:00 Faith, Repentance, and Spiritual Alignment 44:47 No Variableness, Neither Shadow of Changing 47:42 The Counterfeits of Eternal Law 55:51 Learning to Become Like God 58:16 Divine Potential and Co-Equality with God 01:00:28 Temple Covenants and Eternal Laws 01:01:24 Final Thoughts If you feel called to better understand and embody your divine femininity, consider if our next cohort of Return to the Garden is for you! We gather starting September 28th. Hidden Wisdom initiates truth-seekers into the Mysteries, guiding listeners toward a lived experience of the Divine that awakens and transforms faith—without dismantling family or community. Pursue your Journey: ✨ Hidden Wisdom App – Join for FREE and enjoy pathway programs, community, expansive library, and more!

Executive Summary In this second installment of his conversation with Todd Langford, founder of TruthConcepts Calculator Software, Gary Pinkerton picks up where the previous episode left off, diving straight into the ideas that define smart financial thinking. The discussion centers on a distinction that changes everything: the difference between risk tolerance and risk mitigation. Todd explains why accepting risk as a fixed feature of investing is a flawed premise, and how building a strategy around uncertainty, rather than simply tolerating it, separates informed financial decisions from glorified gambling. The conversation moves through practical examples. A $50,000 car traded every two years over 30 years quietly costs two or three million dollars in future wealth. A racetrack full of replica sports cars lets people experience genuine fun without the financial exposure of brand-new originals. A business startup with a slush fund can survive the inevitable cash-flow gaps that sink companies with better products but thinner reserves. Each example returns to the same point: knowing what a decision actually costs over time is the only way to make that decision with your eyes open. Todd puts it simply, "You can tell a lie in one sentence, but it takes a whole chapter to tell the truth." The episode closes with a sharp look at how media manipulation exploits that gap between the quick headline and the complete picture. A memorable story about Houston's murder statistics, where improved trauma medicine lowered the death count while violent crime kept rising, illustrates how statistics can be technically accurate and deeply misleading at the same time. Gary and Todd explore how AI is beginning to give individuals the tools to fact-check claims in real time, while making the case that critical thinking still has to come first. The consistent theme throughout: certainty and uncertainty are not opposites. Used together, with strategy as the connector, they become the foundation of genuine financial agency.   Links & Resources Mentioned Financial Software And Training For Financial Advisors https://www.linkedin.com/in/truthconceptssoftware/   Keywords risk mitigation, risk tolerance, financial strategy, educated financial decisions, certainty and uncertainty, TruthConcepts, Todd Langford, Gary Pinkerton, cash flow, business slush fund, car depreciation, hard money lending, financial truth, media statistics, AI fact-checking, prosperity economics, whole life insurance, financial agency, financial education, wealth building   Episode Highlights [00:00:00 - 00:05:20] Gary's introduction to Part 2 of the Todd Langford conversation. [00:05:21 - 00:06:28] Absolute vs. relative truth: why "my truth" breaks down in the real world. [00:06:29 - 00:09:22] The car depreciation example: what a $50,000 car actually costs over 30 years. [00:09:23 - 00:10:18] Strategy vs. product: why optimizing for rate of return is the wrong starting point. [00:10:19 - 00:11:18] Agency, control, and how personal involvement changes the math on real estate. [00:11:19 - 00:13:32] Risk tolerance vs. risk mitigation: the distinction and why it matters. [00:13:33 - 00:15:07] Certainty and uncertainty as complementary principles, not opposites. [00:15:08 - 00:16:44] COVID lockdowns as a case study in why uncertainty is essential to human wellbeing. [00:16:45 - 00:18:04] The racetrack car strategy: bringing certainty into an uncertain experience. [00:18:05 - 00:21:00] Slush funds and cash flow: why liquidity is a business owner's most valuable asset. [00:21:01 - 00:22:30] Staying liquid and why being known as a high-cash person creates rare opportunities. [00:22:31 - 00:26:30] Why lies spread faster than truth: media, statistics, and the Houston murder rate story. [00:26:31 - 00:29:15] AI as a fact-checking tool and why critical thinking remains the irreplaceable variable.  

"Hi ho Cupcake, away!" - Deuce A posse led by Marshal Rooster Cogburn and the mysterious Agent Smith explores the strange landscape of the Weird West. Joining them are mad scientist Darcy Feynman, huckster and gunslinger Deuce Freeley, and veteran explorer John T. Finderman. The posse is headed for Sundown in the Wyoming Territory, where rumors of mysterious disappearances have reached the US Marshals and the enigmatic Agency.

Ready to grow your insurance business? Great! Not sure where to start? Listen for our road map! We outline 6 steps to take when you want to make the jump from agent to agency.   Read the text version   Get Connected:

Gregory Offner is an award-winning keynote speaker and author who focuses on helping organizations improve performance by redesigning the experience of work.  Greg was a keynote speaker at the 2026 Sandler Summit, and he introduced the concept of the Encore Experience—a powerful shift in how we think about engagement, culture, and sustainable high performance.  In this conversation, we break down: The real driver of most employee performance problems —even when numbers look strong How true ownership (versus compliance) impacts long-term performance. Why incentives and pressure stop working over time Who your internal, and external, audience is; and why it matters. When disengagement starts, and the two questions that can stop it in its tracks. What leaders can do, right now, to create an "Encore Experience" for their audience. If you're a business owner, entrepreneur, or sales leader looking to build a high-performing team that's energized, engaged, and sustainable, this episode will give you a new framework to lead by. To learn more about Greg's work, or to inquire about bringing him in to speak at one of your events: Website: https://www.gregoryoffner.com Instagram: https://instagram.com/gregoryoffnerjr  LinkedIn: https://www.linkedin.com/in/gregoryoffnerjr     Chapter 1: Opening and Theme: The "Encore Experience" 00:00:02 – 00:02:22 Dave Matson frames the podcast's focus on the Success Triangle—attitude, behavior, and technique—then Jim Marshall introduces guest Greg Offner and the premise: performance problems are often experience problems. Greg is positioned as a keynote expert on engagement, ownership, and results, and Jim asks him to define the "encore experience." Chapter 2: Defining the Encore Experience 00:02:22 – 00:03:42 Greg explains an encore experience as any interaction that leaves people eager to repeat it, like shouting "one more song" at a concert. He argues workplaces should intentionally create encore experiences daily for customers, colleagues, communities, and oneself. Chapter 3: Engagement Crisis and Opportunity 00:03:42 – 00:05:12 Greg cites long-standing data showing roughly 70% of workers are disengaged, with a subset actively disengaged. He positions encore experiences as both a remedy for struggling cultures and a multiplier for organizations already doing well. Chapter 4: Creation, Agency, and Meaning at Work 00:05:12 – 00:07:41 Using a story about his daughter and sidewalk chalk, Greg illustrates the innate human joy of being the cause. He argues work should be reframed from obligation to opportunity—especially in sales, where relationships and experiences can be intentionally designed for "encore" reactions. Chapter 5: Turning Events into Culture 00:07:41 – 00:10:56 Greg outlines a simple, repeatable playbook: meet the audience where they are, add something uniquely yours (or invite their unique contribution), then reflect and refine. He emphasizes consistent application over one-off events and highlights post-call reviews as a natural reflection mechanism. Chapter 6: Performance Is Interaction: Audience, Not Monologue 00:10:56 – 00:13:58 Greg reframes daily work as performance and every counterpart as an audience member, noting sales should be a dialogue. He introduces the three audience archetypes—keepers, leapers, and sleepers—explaining their motivations in both business and his dueling piano bar experience. Chapter 7: Sleepers as Trapped Value 00:13:58 – 00:15:14 Sleepers arrived with expectations but disengaged when they felt the experience wouldn't deliver. Greg argues they represent the greatest hidden opportunity and that organizations should provoke strong opinions—positive or negative—rather than indifference. Chapter 8: High Performers, Voice, and Retention Risk 00:15:14 – 00:19:31 Greg cautions that voicing improvement ideas is a sign of engagement, not insubordination. Ignoring such input drives talent away. He distinguishes leapers and keepers as likely high performers and warns that overreliance on money fails to address root motivations. Chapter 9: Rock Stars vs. Rock Solids 00:19:31 – 00:21:18 Within keepers, Greg differentiates recognition-seeking rock stars from steady, lifestyle-focused rock solids. Pushing rock solids into rock star trajectories can trigger disengagement; leaders must align motivators to individual preferences. Chapter 10: Recognition That's Relevant and Unique 00:21:18 – 00:26:58 Greg stresses making recognition meaningful and individualized rather than generic swag. He shares examples: lunches with the boss feeling special to staff, and a server's unique tactic to transform a family meal—illustrating how small, personal touches create loyalty. Chapter 11: Where Encore Breaks Down in Sales 00:26:58 – 00:29:18 Under pressure, teams default to transactions over experiences. Greg argues that the path to the second sale begins at the first signature, and short-term quota focus erodes value. Designing the sales journey as an enjoyable experience sustains renewals and referrals. Chapter 12: Small Acts, Big Impact 00:29:18 – 00:36:13 Greg urges leaders to spotlight everyday actions that become meaningful moments, sharing stories of a CEO personally covering an employee's life-saving prescription and a pet food company sending flowers and refunds when a customer's pet dies. Simple, empathetic policies create encore loyalty. Chapter 13: A Simple Framework to Start Tomorrow 00:36:13 – 00:43:38 Greg advises cataloging everyday interactions and prioritizing low-lift, high-ROI moments internally and externally. He introduces the "request slip" concept from piano bars—ideas need skin in the game—and describes an internal "Shark Tank" process that turns suggestions into actionable requests with executive sponsorship. Chapter 14: Stop Using Title as Trophy; Start Removing Obstacles 00:43:38 – 00:46:41 Leaders should stop treating titles as rewards and start using them to clear roadblocks. Greg shares his early missteps as a sales manager and emphasizes enabling employees, welcoming ideas from newcomers, and converting suggestions into co-owned requests. Chapter 15: Results Through Experience, Not Just Accountability 00:46:41 – 00:50:34 Jim summarizes the challenge to traditional performance thinking. Greg clarifies he values results but insists sustainable success depends on how and why results are achieved—shifting from transactions to transformational experiences that drive long-term loyalty. Chapter 16: Calibrating Ownership to Archetypes 00:50:34 – 00:51:54 Greg cautions against forcing ownership on rock solids who don't want it and reframes sleepers as undecided keepers or leapers. Leaders should help sleepers decide—either by enabling a leap or creating conditions to thrive in place. Chapter 17: Resources and Close 00:51:54 – end Greg offers an archetype "playlist" resource summarizing keepers, leapers, and sleepers with practical do's and don'ts, and invites contact via his website and social media. The episode closes with acknowledgments and copyright information.  

Welcome to another insightful episode of Build a Better Agency! This time, host Drew McLellan teams up once again with research partner Susan Baier from Audience Audit to unpack the findings from the highly anticipated 2026 Agency EDGE study. Together, they examine how AI is impacting agencies and, more importantly, the shifting expectations and priorities of agency clients in this rapidly changing landscape. Drew and Susan discuss how clients' attitudes toward AI have evolved dramatically over the past year. Gone are the days of uncertainty and secrecy—now, clients expect agencies to be transparent about their use of AI and, even more significantly, to serve as strategic guides and governance partners in the age of automation. The conversation explores three core client segments that have emerged: strategic stewards prioritizing brand protection, adaptive accelerators seeking innovation at speed, and performance pragmatists laser-focused on measurable outcomes. You'll hear why differentiation is more important than ever for agencies, especially as client expectations for sophisticated strategy, proactive guidance, and data-driven decision-making continue to rise. The hosts also highlight new business opportunities for agencies willing to lead on AI adoption, particularly in providing governance and integrating technology across the buyer's journey. If you want to understand what clients truly value today—and how your agency can step up to claim a central, irreplaceable role—this episode is essential listening. Packed with actionable insights, it's a must for any agency leader eager to thrive in the AI era and beyond. A big thank you to our podcast's presenting sponsor, White Label IQ. They're an amazing resource for agencies who want to outsource their design, dev, or PPC work at wholesale prices. Check out their special offer (10 free hours!) for podcast listeners here. What You Will Learn in This Episode: Discover the three distinct client segments that define agency value in the AI era Learn why strategic leadership has become the top priority for agency clients Understand how AI has shifted from experimental to table stakes in just 365 days Master the art of challenging clients while maintaining strong relationships Develop frameworks for positioning your agency within specific value propositions Transform your account management approach from order-taking to strategic consultation Create differentiation strategies that separate you from generalist competitors Build client relationships that leverage AI while emphasizing human insight Implement governance strategies that protect brands while embracing innovation

Welcome to episode #1038 of Thinking With Mitch Joel (formerly Six Pixels of Separation). At a time when technology feels simultaneously more powerful and more opaque than ever, Marcus Fontoura is making a case for something many people feel they've lost: agency. A Technical Fellow and Corporate Vice President at Microsoft, Marcus has spent decades helping build the infrastructure that powers the modern internet, including leadership roles at Microsoft Azure, Google and IBM. His new book, Human Agency In A Digital World, is both a guide to understanding the technologies shaping our lives and a reminder that we are not merely passengers along for the ride. Drawing on his experience building cloud computing platforms and large-scale digital systems, Marcus demystifies everything from search engines and social media to artificial intelligence and cloud infrastructure, arguing that technological literacy should be as fundamental as understanding economics or government. In this episode, Marcus explores the growing gap between the people building technology and the people living with its consequences. He discusses social media's impact on mental health, misinformation, polarization, AI's role as a prediction engine rather than an autonomous intelligence, and the importance of regulation in areas where technological progress has outpaced public understanding. At the same time, Marcus offers a deeply optimistic vision of the future. He believes that access to information, computing power and AI tools can empower a new generation of scientists, entrepreneurs and problem-solvers to tackle challenges ranging from healthcare and education to climate change and scientific discovery. Rather than viewing technology as something happening to us, Marcus argues that understanding how these systems work is the first step toward shaping how they evolve. What emerges is a thoughtful conversation about curiosity, responsibility, innovation and the enduring role of human judgment in an increasingly digital world. Enjoy the conversation… Running time: 47:25. Hello from beautiful Montreal. Listen and subscribe over at Apple Podcasts. Listen and subscribe over at Spotify. Please visit and leave comments on the blog - Thinking With Mitch Joel. Feel free to connect to me directly on LinkedIn. Check out ThinkersOne. Here is my conversation with Marcus Fontoura. Human Agency In A Digital World. A Platform Mindset. Follow Marcus on LinkedIn. Chapters: (00:00) - Introduction to Marcus Fontoura and His Role at Microsoft. (02:54) - Understanding the Cloud and Its Impact on Society. (06:06) - Human Agency in a Digital World. (08:57) - The Complexity of AI and Technology. (12:00) - The Role of Regulation in Technology. (15:07) - The Real-World Applications of AI. (17:59) - The Challenges of Social Media and Mental Health. (20:55) - The Need for Societal Engagement in Technology Regulation. (26:26) - The Challenge of Fake News and Agency. (27:00) - Empowering Future Generations. (31:27) - The Role of Human Agency in Technology. (34:01) - Concerns Over AI and Misinformation. (40:44) - Understanding AI Code Generation. (46:55) - The Pursuit of AGI and Its Implications. (50:08) - Technology's Role in Promoting Equality.

#surrogacy #ivf #surrogateHeart to Hands' Instagram: https://www.instagram.com/hearttohandssurrogacy?igsh=NTc4MTIwNjQ2YQ==She signed a surrogacy contract the night before embryo transfer even after a brand-new attorney told her not to and the story only gets more real from there. We're joined by Adrienne Black, a retired surrogate with decades in family building, founder and CEO of Heart to Hands Surrogacy, and acting president of SEEDS (Society for Ethics in Egg Donation and Surrogacy). Adrienne takes us back to the early days when resources were scarce, agencies were hit-or-miss, and “you don't know what you don't know” could put a surrogate and her family at risk. We talk through the big shifts in IVF and embryology, including how genetic testing and single embryo transfer have changed outcomes and expectations. Adrienne also shares what she's learned about intended parents' vulnerability, the power imbalance that can show up in surrogacy, and why the best journeys happen when the surrogate and intended parents are supported as one unit. If you're researching a surrogacy agency, becoming a surrogate, or starting as an intended parent, this conversation gives you concrete questions to ask about contracts, screening timelines, education, and who is really protecting your interests. Then we zoom out to the industry-level view: private equity, changing legislation, and why surrogacy can't “fly under the radar” anymore. Adrienne explains what SEEDS does, how ethical standards are evolving across agencies and escrow, and why professionalism matters for every child's origin story. Links we mention include Heart to Hands Surrogacy, Adrienne's YouTube channel Surrogacy Queen, and our sponsor US Surrogacy LLC at us-surrogacy.com. Subscribe, share this with someone considering surrogacy, and leave a review with the question you want us to tackle next. Learn more:• Heart to Hands Surrogacy: https://hearttohandssurrogacy.com/• SEEDS: https://seedsethics.org/Send us Fan Mailhttps://stopsitsurrogate.com

RFP - "Choice" feminism vs. agency by Lauren Levey, discussed by Lauren Levey.A live webinar recorded on 31st May 2026 at 10am UK time.On Sundays (10am UK time), our webinar series Radical Feminist Perspectives offers a chance to hear leading feminists discuss radical feminist theory and politics.Attendance of our live webinars is women-only, register at https://bit.ly/registerRFP

Radio show host, Gary Calligas will have Jenifer Lightfell and Shainne Williams with Louisiana Organ Procurement Agency (LOPA) on his Saturday, May 30th “The Best of Times Radio Hour” at 9:05 AM on News Radio 710 KEEL to discuss how this agency saves lives. You can also listen to this radio talk show streaming LIVE on the internet at www.710KEEL.com. and streaming LIVE on the KEEL app on apple and android devices. For more information, please visit www.thebestoftimesnews.com This radio show is proudly presented by Hebert's Town and Country of Shreveport featuring – Dodge, Chrysler, Ram, and Jeep vehicles and service.

Donate (no account necessary) | Subscribe (account required) Join Bryan Dean Wright, former CIA Operations Officer, as he covers today's top stories shaping America and the world. In this Friday Headline Brief of The Wright Report, Bryan tracks fresh Iranian missile attacks on US merchant ships in the Strait of Hormuz, even as Washington and Tehran reportedly agree to a 60-day ceasefire extension. Bryan walks through the strange split-screen of war and optimism, with US stock markets hitting all-time highs and Southwest Airlines reporting strong consumer demand, while Trump's approval numbers still sag under the weight of the Iran conflict and lingering inflation. He also breaks down a chilling Reuters report that adversaries are buying US service members' digital exhaust on the open market, and delivers a scathing insider analysis of the David Rush case, the former CIA officer who allegedly conned the Agency out of $40 million in gold bars and cash, with Bryan tying it back to the CIA's broken recruitment philosophy of hiring C students. Plus, Bryan closes the week with a deep look at the Quantum Revolution, why Trump just steered $2 billion to IBM and others, and why whoever masters quantum computing first may end up master of the planet. "And you shall know the truth, and the truth shall make you free." - John 8:32   Keywords: Bryan Dean Wright, The Wright Report, Friday Headline Brief, Iran attack US ships, Strait of Hormuz, IRGC missile strike, Bandar Abbas, Iran ceasefire extension, US stock market highs, Southwest Airlines consumer demand, Trump approval rating, Benjamin Netanyahu, Gaza 70 percent, Israel Palestinian war, US service members targeted, digital exhaust, commercial data brokers, Pentagon Google Chrome warning, David Rush CIA fraud, CIA gold bars scandal, CIA recruitment failures, John Ratcliffe, CIA reform, Quantum Revolution, quantum computing, qubits, superposition, IBM quantum, Trump quantum investment, China quantum race, AI and quantum computing

Happy Friday everyone!Lawyer, legal expert, and friend of Da Pod, Katie Pope returns to fill the Brothers in on the latest updates on the It Ends with Us controversy! If you've been following the story, you're aware that there's more to it than meets the eye! Workplace harassment, defamation, extortion, Taylor Swift… It's great to have a lawyer friend to explain it all because this gets complicated!Katie is not your average lawyer by the way, she meticulously ‘stalked' this case, paying attention to every twist and turn. Wait until you hear the story of how she got Baldoni's phone number! You definitely want this warrior on your side!Tune in for all the juicy details, and also a personal analysis from the Bros about the modern state of social media, and the sue-happy vampires of Los Angeles. You don't want to miss it!You can follow Katie on TikTok @katierosepopeHappy Friday and we'll see you next week!Support our pod with our official merch!https://bropodmerch.bigcartel.com

The United States has poured billions into the United Nations to fund relief works, but not all that money goes where you might think. Years of impunity have allowed murder, rape, kidnapping and fraud to flourish in the UN system, yet the UN Secretary General and his team have stonewalled investigations, invoked "privileges and immunities" to shield employees, and protected the worst of the worst. And then there's UNRWA, where investigations report as many as 1,500 employees are members of Hamas, some of whom participated directly in the October 7th attacks on Israel. The USAID Inspector General, operating independently from the State Department, is digging into the corruption and fraud buried inside the UN system and within its ranks. In a break from our usual call for Congress to do its job, we're giving credit where it's due: Members are shining a light on this issue but while Congress requires vetting when writing checks to these agencies, legal requirements are regularly ignored by both Republicans and Democrats in the Executive Branch. The UN's broad "privileges and immunities" have become a cover for taxpayer funded grift and a shield for inexcusable crimes. What can be done to support these investigations? And why continue funding UN agencies with a proven record of violating American law and American national security? Adam Kaplan is the acting Associate Deputy Inspector General at the U.S. Agency for International Development. He works with senior administration officials and Congress to ensure effective oversight of U.S.-funded foreign assistance, with a focus on preventing fraud, corruption, and diversion of humanitarian aid by terrorist organizations. Specializing in oversight of billions of dollars in foreign assistance to Gaza and Ukraine, Adam works with U.S., bilateral, and multilateral agencies to ensure that OIG's criminal investigators have access to information necessary to conduct their criminal, civil, and administrative investigative work. Prior to this role, Adam served as OIG's deputy general counsel, supporting criminal investigators and the Department of Justice on criminal investigations, False Claims Act cases, and suspension/debarment actions. Read the transcript here.Subscribe to our Substack here.

Join us as Dion Adams shares his incredible story of transforming passions into a thriving career in sports management. From growing up in Canada with a love for snowboarding and basketball to becoming VP of basketball at Tanbara, Dion's experience is packed with lessons on resilience, strategic thinking, and faith-driven persistence. In this episode:Dion's early sports passions and how he chose snowboarding over basketball (0:50) Moving from Canada to California for snowboarding and the impact of mentorship (3:01) Transitioning from snowboarding to college basketball and the challenges involved (10:08) Navigating the Olympics and the decision to pursue college basketball afterward (9:15) The evolution of Canadian basketball and its rising prominence (14:25) How Dion became a certified NBA agent despite limited connections (18:25) Building a client base through social media outreach and trial-and-error strategies (26:16) The significance of joining an agency and the value of mentorship (36:12) Insights into the NIL landscape and protecting young athletes (29:39) His recent move into VP of basketball and the lessons learned in team collaboration (33:31) Reflections on patience, faith, and the importance of timing in career growth (43:20) Resources & Links:NBA Agent Certification Tanbara Official Website Chloe Kim (Snowboarder) Kawhi Leonard and Raptors Championship Connect with Deion Adams: LinkedIn Twitter This episode is a testament to the power of passion, faith, and perseverance. Whether you're an aspiring athlete, agent, or entrepreneur, Dion's story offers valuable insights into navigating the complex world of sports and business. To View this Episode- https://youtu.be/9Vgc6IYHuNU Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us Fan MailMost sports teams hire an agency to sell more tickets — then evaluate them on impressions, clicks, and CPM. In Episode 166, Jeremy Neisser breaks down why those vanity metrics are misleading, what an outside marketing partner can and can't control, and the conversion-focused metrics that actually tell you whether your agency is earning its fee. A practical episode for any marketing director, ticket sales leader, or revenue officer evaluating an outside partner this season.KEY TOPICS COVERED- Why most sports teams are scoring their agency on the wrong scoreboard — and what to use instead- The difference between vanity metrics (impressions, clicks, CPM, reach) and revenue-driving metrics (conversions, cost per buyer, attributed revenue)- Why huge website traffic with no buyers means the campaign didn't work- What marketing can fix — and what it can't (pricing, schedule, fan experience, ticketing UX)- "Marketing is multiplication, not magic": how a weak offer or broken product gets amplified, not solved- How to spot the silent killer of agency partnerships: chaos creation vs. chaos reduction- The exact KPIs to hold your agency accountable to: conversions, conversion rate, cost per purchase, cost per lead, repeat buyers, AOV, retargeting growth, attributed revenue- Why pattern recognition and platform speed are the real product you're paying for- How a great agency lets a marketing director get out of the "0-2 count" mindset and operate proactively- What separates a transactional vendor from a true strategic partner- The right questions to ask when reviewing your current agency's performanceTIMESTAMPS[00:00] – Why evaluating a sports marketing agency is harder than it looks[00:25] – The vanity-metric trap: why impressions and clicks mislead leadership[00:53] – Why heavy website traffic still produces flat ticket sales[01:22] – The metrics that actually drive growth and ROI[01:45] – What marketing can't fix: pricing, schedule, and operational issues[02:14] – Red flags: agencies that create chaos instead of reducing it[02:43] – Tactical work vs. strategic impact in agency evaluation[03:07] – Why attribution and proactive reporting separate good agencies from bad[03:35] – Building collaborative relationships, not vendor relationships[04:04] – Using your agency to actually understand fan behavior[04:32] – Where marketing hits a wall against broken business systems[05:01] – How the right agency brings clarity and reduces internal chaos[05:30] – Reactive vs. proactive communication: how to tell the difference[06:00] – Holding agencies accountable on sales and revenue, not activity[06:29] – Why strategic insight beats surface-level metrics every time[07:00] – How agency partnerships evolve from transactional to strategic[07:26] – Measuring agency success through conversions and audience growth[07:55] – The role of attribution and clear, honest reporting[08:16] – The daily firefight in sports marketing — and how an agency should ease it[08:46] – Pattern recognition, trend identification, and creative testing speed[09:13] – When an agency challenges assumptions and sparks new ideas[09:40] – Building a strategic partnership focused on tickets and fan growth[10:09] – The real value of proactive trend analysis and outside perspective[10:37] – Main takeaways: business impact over vanity metrics[11:04] – Why marketing amplifies — but doesn't solve — operational issues[11:33] – Clarity and strategic collaboration as the new standard[11:59] – How to honestly assess your current agency's reporting[12:21] – Free 30-minute consult: get a second opinion on your agency reports[12:48] – Final thoughts and how to share this with your teamCALL TO ACTIONIf you're working with an outside marketing partner and you're not sure whether the reporting you're getting actually proves they're moving the needle, Jeremy is offering a free 30-minute conversation to walk through it with you. No pitch, no strings — just clarity. Grab a slot at sportsmarketingmachine.com.RESOURCES & LINKSRevelocity Sports: https://revelocitysports.com/Jeremy Neisser on LinkedIn: https://linkedin.com/in/jeremyneisserFree 30-Minute Marketing Consultation: https://sportsmarketingmachine.com/QUOTE PULLSJeremy Neisser: "Clicks don't pay the bills. Impressions don't pay the bills. Conversions do."Jeremy Neisser: "Traffic without conversion is just noise."Jeremy Neisser: "Marketing is multiplication, not magic. If the underlying experience is broken, marketing just amplifies the problem."Jeremy Neisser: "A good agency should reduce chaos, not create it. If your agency creates more fires than they put out, that's a problem."Jeremy Neisser: "The best agencies don't just run ads and send reports. They become strategic partners — they challenge assumptions, bring ideas, and connect your marketing to revenue."Episode page - LINKSports Marketing Machine on LinkedInSports Marketing Machine on InstagramBook a call with Jeremy from Sports Marketing Machine

James Shillinglaw of Insider Travel Report talks with Jeff Oestreich, co-owner of Gold Rush Travel, and Kristy Mosolino, co-owner of Wishes Travel, about why they joined Ensemble, the boutique consortium, and what Ensemble products and services they use to better sell travel. In two individual interviews at this month's Ensemble Horizon in Las Vegas, Oestreich and Mosolino, both award-winning advisors, tell us why they believe Ensemble is the right group with the right culture to help them build their business. For more information, visit www.ensembletravel.com.  All our Insider Travel Report video interviews are archived and available on our Youtube channel  (youtube.com/insidertravelreport), and as podcasts with the same title on: Spotify, Pandora, Stitcher, PlayerFM, Listen Notes, Podchaser, TuneIn + Alexa, Podbean,  iHeartRadio,  Google, Amazon Music/Audible, Deezer, Podcast Addict, and iTunes Apple Podcasts, which supports Overcast, Pocket Cast, Castro and Castbox. 

Chris and Andy talk about the controversy surrounding ‘MobLand' (8:12) and their anticipation for the upcoming second seasons of ‘The Agency' (15:43) and ‘Sugar' (20:09). Then they discuss ‘Widow's Bay' Episodes 6-7 and the growing excitement around the show (25:26). Later, they react to the series premiere of ‘Spider-Noir,' a superhero period drama starring Nicolas Cage (46:27). Finally, they touch on the penultimate episode of ‘Euphoria' Season 3 (01:07:27) before breaking down ‘Top Chef' S23E12 (01:16:49). Subscribe to the Ringer TV YouTube channel here for full episodes of The Watch and so much more! Hosts: Chris Ryan and Andy Greenwald Producers: Kaya McMullen and Kai Grady Additional Video Supervision: Sarah Reddy Order and it will come. Like today. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Let us know your thoughts. Send us a Text Message. Follow me to see #HeadsTalk Podcast Audiograms every Monday on LinkedInHeads Talk - The Analysis - 

Here's a business opportunity for 2026 that you should look into if you're not sure where to go!Matt Raadhttps://www.mattandlizraad.com/-----Hosted by Derek VidellWant to Get Interviewed on this Show? Book Here3 Ways to Run Profitable Meta AdsComplimentary Consultation CallDIY Meta Ads: Free Meta Ads Training LibraryDWY Meta Ads: Learn How to Run Profitable Meta Ads CoachingDFY Meta Ads: Let Us Run your Ads Based on PerformanceInstagram | YouTube | SocialBamboo.com

On Food Talk with Dani Nierenberg, Dani speaks with Nicholas Enrich for Part 3 of Food Tank's series exploring the far-reaching impacts of dismantling the U.S. Agency for International Development. Enrich is a former civil servant who worked at the U.S. Agency for International Development under four administrations and the author of the new book Into the Wood Chipper: A Whistleblower's Account of How the Trump Administration Shredded USAID. During their conversation, they talk about why he released a series of whistleblower memos to expose the administration's actions, the generational impacts of dismantling the agency, and advice for civil servants trying to speak out against unethical or illegal behavior in their own offices. Plus, U.S. states move to ban food dyes and additives, Thailand's THAIFEX expo highlights the global shift away from ultra-processed foods, U.S.-Mexico trade disputes continue to drive up tomato prices, a federal decision threatens to remove bison from public lands in Montana, and the Hajj brings people and culinary traditions together.  While you're listening, subscribe, rate, and review the show; it would mean the world to us to have your feedback. You can listen to "Food Talk with Dani Nierenberg" wherever you consume your podcasts.

Warren Zenna is the Founder of The CRO Collective, a B2B consultancy focused on helping CEOs and CROs design stronger revenue strategies, operating models, and CRO readiness. A seasoned revenue leader and advisor, he brings more than 25 years of experience across B2B sales, marketing, digital media, and emerging technology. Warren is also Founder and CEO of Zenna Consulting Group, where he advises companies on organic growth, marketing, and go-to-market strategy. He is the author of What Chief Revenue Officers Actually Do and hosts The CRO Spotlight Podcast, where he explores the evolving responsibilities, challenges, and strategic importance of the modern CRO. In this episode… Hiring a chief revenue officer can transform a growing company — but only if the business is ready. Many organizations expect a CRO to fix revenue problems, yet success depends just as much on structure, authority, and timing. So, how can companies set CROs up to succeed rather than fail? For Warren Zenna, a longtime revenue leader and advisor to B2B executives, the answer starts with CRO readiness: companies must understand when they need a CRO, what authority the role requires, and how the revenue engine must be structured before making the hire. He highlights that many CROs fail not because they lack talent, but because they inherit broken systems without the autonomy, resources, or runway to fix them. The result is a costly mismatch between expectations and execution. Warren explains that companies often hire CROs too early for vanity or too late after complexity has already hardened into dysfunction. A successful CRO needs the ability to align sales, marketing, customer success, revenue operations, and leadership expectations around one cohesive growth strategy. In this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz sits down with Warren Zenna, Founder of The CRO Collective, to discuss CRO readiness and the future of revenue leadership. Warren explains why CROs fail, when companies should hire one, and how AI is reshaping revenue organizations. Warren also shares advice for candidates evaluating CRO opportunities.

Send us Fan MailAgencies lose clients when teams miss details, skip updates, and make people chase answers.This video breaks down how  @MyAmazonGuy   builds systems to prevent that, from hiring people without agency experience to onboarding new hires, using SOPs, auditing accounts, training brand managers, and keeping clients updated before they have to ask. It also explains why checklists, team structure, and a 48-hour client communication rule can help agencies stay organized as they grow.Get better sales and grow your brand with  @MyAmazonGuy : https://bit.ly/4jMZtxu#AmazonAgency #AgencyGrowth #ClientCommunication #SOPs #ProjectManagementWant free resources? Dowload our Free Amazon guides here:Amazon Receiving Delay Guide: https://hubs.ly/Q04cdD4c0Amazon Catalog Spring Cleaning: https://hubs.ly/Q046BVfp0Amazon Proft Margin Defense 2026: https://hubs.ly/Q042trRH0Amazon SEO Toolkit 2026: https://bit.ly/4oC2ClTAmazon Seller Strategy Report 2026: https://bit.ly/3YN1RME2026 Ecommerce Website & SEO Readiness Checklist: https://hubs.ly/Q04btghf0Amazon 2026 PPC guide: https://bit.ly/4lF0OYXTimestamps00:00 - Hiring Employees Who Wear Many Hats00:48 - Why Onboarding New Hires Matters01:23 - Building an HR Process for New Employees01:38 - Using Job Sites Instead of Only Referrals02:10 - New Hire Checklist and Tool Setup02:45 - Better Onboarding for Agency Growth03:20 - SOPs and Audits for Client Accounts04:13 - Regular Account Audits and PPC Checks04:54 - Cadence Sheets and KPI Reviews05:28 - Training Teams to Deliver Client Results05:44 - Brand Strategist Playbook for Amazon Accounts07:01 - Using Strategy Across Client Accounts08:18 - High Impact Work for PPC, SEO, and Catalog08:48 - Project Management for Agency Teams09:04 - Team Structure That Helps Agencies Scale09:45 - Dedicated Account Teams and QA Layers10:53 - Client Communication Process11:12 - 48 Hour Client Communication KPI12:09 - CRM Tracking for Client Updates12:45 - Why Clients Leave When They Wonder-----------------------------------------------------------------------------------------Follow us:LinkedIn: https://www.linkedin.com/company/28605816/Instagram: https://www.instagram.com/stevenpopemag/Pinterest: https://www.pinterest.com/myamazonguys/Twitter: https://twitter.com/myamazonguySubscribe to the My Amazon Guy podcast: https://podcast.myamazonguy.comApple Podcast: https://podcasts.apple.com/us/podcast/my-amazon-guy/id1501974229Spotify: https://open.spotify.com/show/4A5ASHGGfr6s4wWNQIqyVwSupport the show

Losing a client is never fun, even when you saw the writing on the wall. The only question is how you choose to handle it. In this episode, Chip and Gini cover the practical and emotional side of client departures, from the moment you get the news to the lessons you take away. Gini points out that there are plenty of reasons a client could terminate the relationship, which may have nothing to do with your work. Strategy changes, budget cuts, and leadership turnover all end client relationships that were otherwise going fine. Chip’s advice is to not react immediately. Ask for a couple of days to review the agreement and put together a transition plan. That space lets you get the emotion out before you say something you’ll regret. Once you have your bearings, focus on making the exit clean. Read your actual contract, confirm the notice terms, and hand over everything the client needs: documents, passwords, contacts, work in progress. Chip is blunt about agencies that fight clients on the way out — it accomplishes nothing and just guarantees a bad final impression. Don't burn any bridges and you just might see those clients come back or send you referrals. Finally, be honest with your team about what the loss means for the business. If there are financial implications, say so before people start drawing their own conclusions. Key takeaways Chip Griffin: “You never want to react immediately to the news in such a way that you perhaps compound a difficult situation, or at the very least you don’t make it as easy as it should be.” Gini Dietrich: “I always say that you’re remembered by how you left an organization versus the work that you did. And so you never want to burn a bridge, even if you’re caught by surprise, even if you wanted to fire the client and you’re happy about it.” Chip Griffin: “If the client is coming to you and canceling because they’re having financial issues, you’re probably not going to get the money anyway. So rather than fighting for something that probably isn’t there, why don’t you try to make it as painless as possible and get whatever you can so that you’ve built some goodwill potentially for the future?” Gini Dietrich: “Be honest and open with your team because I think they will come with solutions that you may not have thought of or that you may have assumed they’re not willing to do.” Related Why do agencies lose clients? Agency client cancellation policies Agency owners need to put themselves in other people's shoes How to protect yourself from an unexpected client breakup 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: And Gini, as a famous American once said, “You’re fired.” Gini Dietrich: Oh, no. Chip Griffin: Okay. Maybe … pack your knives and go. Um- Oh … what would you like to go with instead? Gini Dietrich: Yeah, let’s, maybe we’ll do that one. I like that. Chip Griffin: Pack your knives and go. Top Chef is a great show. Gini Dietrich: I love Top Chef. Chip Griffin: Not as good as it was in the early days, but- Gini Dietrich: Yeah, I agree. Yeah … Chip Griffin: it’s still, it’s still kind of fun occasionally, and I, I still- Yeah … do watch part of each season. Yeah. From Restaurant Wars on. Gini Dietrich: Yeah, I did love, I did love a little Top Chef. I agree. Chip Griffin:  Jen and one of my kids watch it up until Restaurant Wars, then they let me know, and I come in and I watch Restaurant Wars through the end. Gini Dietrich: That’s funny. They’re like, “Okay, your turn.” Chip Griffin: Yeah. I mean, that’s where it starts to get interesting, so. Gini Dietrich: That’s funny. Yeah. Chip Griffin: Anyway, no, we are gonna talk about getting fired. Not fired as an owner. We’re, we’re not at that point yet. We don’t have boards that are gonna fire us, most of us at least. Gini Dietrich: Right, right. Chip Griffin: But clients do fire us from time to time, and we’ve had conversations in the past about firing clients ourselves and, and those sorts of things. But, what happens, what do you do when a client calls you up or, worse, sends you an email and says, “We’re done. We’re out”? Yeah, you know, it’s- What are things you should be thinking about at that point? Gini Dietrich: I think so. The, I think there’s a couple of things here. One is that the word, using the word “fired” makes it sound so bad. Sometimes it’s because there’s been a strategy change, there’s been a budget reallocation, maybe leadership has changed, maybe there’s a new VP of marketing or a CCO. Like, there are lots of reasons, right, that have nothing to do with you or the agency or your work. And so saying that you got fired is, I, I just don’t like that term. Now that I have that off my chest, I’ll step down off my soapbox and say, like, there, I think we should always be prepared for the eventual loss of a client. And because we don’t know, right? We don’t- Uh-huh … we can kind of guess, you know, if there are big changes at a leadership level, or if there’s been a reorg, or if the company has sold or things like that, we can guess. Like, we’re probably not gonna be working with that client much longer. We could also sort of read the tea leaves from the perspective of they’ve been ghosting us, and we haven’t been able to get any work done. They’ve been declining meetings or not showing up for meetings. Like, there are lots of reasons that you can kind of read those tea leaves. And so I always think it’s, it’s really good to be prepared. It should never come as a surprise when you lose a client, and you should be prepared. You should have, you should know what you’re going to say, you should know how, what a transition looks like, and you should have a full pipeline that will replace that client fairly quickly, even in a chaotic world that we’re living in right now, so that you’re not caught off guard. Chip Griffin: Yeah. I mean, I think the, you know, the first step when you get this news is, probably 95% of the time you’re gonna be annoyed, upset, unhappy. Gini Dietrich: Sure. Absolutely. Chip Griffin: Some negative emotion. A small percentage of the time you’ll be like, “Oh, thank God, I just- … I, I really wanted to get rid of them anyway.” Yeah. You know? So. Gini Dietrich: Blessing in disguise, yep. Right. Chip Griffin: So, so sometimes that’ll be your reaction, but most of the time it’s not gonna be a happy reaction that you have. And so I think the, the first thing is to just, whether it’s on a call with them or you get it by email or, you know, carrier pigeon or whatever, take a deep breath. Yes. Right? Yes … you, you don’t ever want to react immediately to the news in such a way that you perhaps compound a difficult situation, or at the very least you don’t make it as easy as it could or should be. And I think your advice to, to be prepared for this, certainly if you see the signs on the wall you need to be even more prepared. But sometimes these things are, you know, in retrospect they won’t be a surprise, but you might feel surprised in the moment because you didn’t pick up on all of the little signals along the way and, and that then becomes a learning experience. And I think that’s… to me, that’s one of the most valuable things when you lose a client for whatever reason, is taking advantage of that to learn for the future. Learn the signs to look for. Yep. Learn what you could do differently potentially to maintain the relationship, retain the client. Learn to target better ideal clients, whatever it is. But I, I always like to turn these things into a learning experience as much as possible. But you also have the logistics to actually handle the end of the client relationship, so why don’t we talk about that for a little bit. What, you know, it, it’s not just about the learnings that you can take for the future, it’s how do you handle that immediately? How do you transition the client out? Gini Dietrich: Yeah. I think, you know, I always say that you’re always remembered by how you left an organization versus the work that you did. And so you never wanna burn a bridge, even if you’re caught by surprise, even if you wanted to fire the client and you’re happy about it, you should never burn a bridge because you just never know, right? So understanding what contract they signed and what the terms of agreement are, you know? We had a situation where I was working with a girlfriend and, she lost a big, big, big, big client. It came out of the blue, that she was not expecting it because she’d had a conversation a week prior that everything was fine. And so she works with several contractors, and we had to say like, “We’re really sorry. We know that we thought you were gonna be doing work in May and June,” and, like, we go, “The client’s gone.” So, and she had one person come back to her and say, like, “We have a 30-day agreement,” blah, blah, blah. They didn’t have a 30-day agreement, but in her mind they had a 30-day agreement. Sure. In the paperwork, there was no 30-day agreement. So I use that as an example because in your mind you may have a 30 or 60 or 90-day termination clause that may not have made it to the final piece. Maybe you have it for some clients and not others. Like, you have to really do your research to, and go back and read the executed agreement so you know what those terms are. And then spend that time ensuring that there’s a seamless transition, that they’re getting all the documents that you’ve created, that they understand where things are, that they understand where the passwords are, where you, what you have access to, all of those kinds of things. ‘Cause I will tell you, there have been situations where we’ve lost a client and we’re still in their Google Analytics. We’re still the admin on their Facebook page. Like, stuff like that, I’m like, “You guys, we’re not gonna do anything bad, but you really need to take us off.” Chip Griffin: Right, right. I mean, I’ve had former clients where, where I have had admin level access to a lot of their stuff- Yes … for as much as a decade afterwards. Gini Dietrich: Yes, yes. Chip Griffin: Even when I flag it for them and say, “Hey, guys- Gini Dietrich: Yes … Chip Griffin: you might wanna take me out.” Gini Dietrich: Yes, yes. Chip Griffin: It, it’s kind of amazing at times that- It, it is, yeah … the things that, that people don’t pay attention to. But, I mean, I think that that’s great advice to, you know, to understand what your agreements say, and to really just focus on how do you make it as smooth a transition as possible. No matter how frustrated you are, you need to try to think through how do we make this as pain-free for everybody? Because you can make it difficult for them, but that’s really just gonna make it difficult for you. Yep. And to your point, that’s how you’re gonna be remembered, as the person who made it difficult. And so, you know, if you get it on a, if you get the information on a call, you know, certainly say, “Hey, look, you know, let’s, let’s put together a wind-down plan or transition plan,” or however you wanna frame it. Part of that will depend on how sudden it is. You know, are, are they saying, “We’re not gonna renew in, you know, three months,” or is it, you know, “We’re giving you as short a notice as possible”? That will affect the timelines- Sure … and those sorts of things. Yep, yep. But, but it doesn’t affect the fact that you want to try to make sure that you are making it smooth and clean and painless. And don’t hesitate to say, “Hey, let me, let me think about this and come back to you with a plan-” Right “for how we do it.” Right, right. You don’t have to have every answer in the moment, and, and giving yourself that time to step back and absorb it may allow you to come forward with a more productive plan all the way around. Because your goal has to be to make sure that you’re fulfilling your contract, while at the same time trying to get them to fulfill their end of it. Right. And, and the more that you fight, the less likely you are to even get what you are due under the agreement. And so, you know, you wanna try to make it as, as friendly as possible in, in how you wind it down to make sure that you do get those payments that you are still owed. Gini Dietrich: Yeah, and I think, you know, if it comes as a surprise, I think you’re absolutely right that saying things like, “You know, gosh, I’m really sorry to hear this. I’ve really enjoyed working with you. Let me take a couple of days to craft a transition plan.” That gives you time. They, from their perspective, they’re like, “Okay, they’re being thoughtful about this and, you know, strategic about it, and they’re gonna be helpful.” And that gives you time to settle yourself and, you know, be, get all the emotion out of it and actually create something productive. Chip Griffin: Right. And it can be a, particularly if it’s done over the phone, it gives you that opportunity to sit down and take a look at the contract and see- Yeah … what it says. Yeah. Because then you can, you can go back to them and say, “Okay, you know, in order to make sure we do this the right way, you know, we’ll need the notification in writing so that, you know, we can memorialize this properly to protect both of us.” And I think you always wanna use that kind of language when you’re dealing with contract stuff. This is for both of our benefit, even if really maybe it’s more for you- Yeah … than for them, but you wanna stress the, the for both of us. And that’s also your opportunity to then look at other clauses in there that, that maybe are to your benefit, like the notification period, that maybe you didn’t bring up on the call. You know, you can say, “Hey, you know, we need to make sure we get this in writing, and of course, as, as you know from this agreement, you have 30, 60, 90, whatever the notification period is. So, you know, we’ll work to that, as we wind this down.” Gini Dietrich: Yeah. And I think, you know, there are, we, and we’ve talked about this before too, like our contracts say 90 days, and there are some clients where I’m like, “I don’t need to hold you to that. We’re good.” Like some- Right. Right? And then there are situations- Chip Griffin: How about, how about 90 minutes? How about 90 minutes? Can we, can we just be- 90 seconds? 90 seconds? We can be done now. We’re just, I’m out. Gini Dietrich: Yeah, I’m good. Yep. Good. Yep. See ya. Yep. But then there are also situations, you know, we had the Great Recession, we had COVID. There are some situations where you’re just like, you just be, you can be understanding and be like, “Gosh, I’m really, yeah, I’m really sorry to hear business sucks, and we have a 90-day termination clause, but let me, let me waive that for you, and let’s do this instead.” And you’re always seen in good light when you do those things. Yep. And in fact, every time I have done that, either that business has come back or they’ve referred business to us. So you don’t wanna do that in every situation, and you don’t wanna hurt your cash flow, you know, if it’s, if it’s gonna be detrimental. But there are situations where you can be a little more understanding and use, use that kind of language so that they understand that you’re doing them a favor, ’cause you’re, you really are doing them a favor in some cases. Chip Griffin: Well, more to the point, if the client is coming to you and canceling because they’re having financial issues, whether it’s because of a global pandemic or there’s just something specific to their business, you’re probably not gonna get the money anyway. Gini Dietrich: Fair. Chip Griffin: Right? So, so rather than fighting for something that probably isn’t there anyway, why don’t you try to make it as painless as possible and get whatever you can so that you’ve built some goodwill potentially for the future? Because you also have to keep in mind that most of the time we’re not working with the actual owner of the business. Most of the time, even in a mid-sized business, we’re working with someone at least a step or two removed from that level. And so why are we making their life more difficult when it’s not, you know, it may not even be their ability to make a decision, particularly if it’s financially related. So, you know, think about that, and put yourself in their shoes if you were in a position. If you’ve got contractors, think about, you know, you want to react to them the same way you want your contractors to react to you. Gini Dietrich: Right. Yep. Chip Griffin: And, you don’t want your contractors coming at you, right? Yeah, yep. And you wanna try to work something out amicably. You should be doing the same thing upstream from you in the relationship as well. Gini Dietrich: Yeah. I just, I think your earlier point about taking some time, and just, you know, it’s, it usually comes as a shock. Even if, even if we’ve read the tea leaves, it still is surprising. It still is stressful. It still has some risk involved. And so just take a beat and use the language of, you know, “Give me a couple of days to put together a transition plan.” And I think that helps you process it all, get the emotion out, and then start to salvage the relationship as best you can so that there is referral business later, or maybe they do come back later, or whatever happens to be. Chip Griffin: Right. I mean, time is your friend on these things in order to, you know, to formulate a better response. And most of the time when we react too quickly, it’s when we end up regretting it somewhere down the road. So- you know, buy yourself the time to avoid that future regret. Gini Dietrich: I will, I will tell you that 100 years ago when I started my agency, the first client I lost, I cried. And the client felt really, really bad, and I was mortified, but I cried. Chip Griffin: Oh, you, you cried when the client told you? Oh, wow. Gini Dietrich: I did. Uh-huh. Okay. So I will say that, you know, you learn and you grow, and you understand that sometimes it’s just not personal. I took it very personally because it was the first time it had ever happened. Like, I’d, I’d never been fired from a job. I’d never like … it was the first time it had ever happened. So I, I did. I’ve matured since then, but there are, you know, there are things that you’re just like, it’s an emotional time. Chip Griffin: Sure. I mean, nobody would ever enjoy that kind of- Gini Dietrich: Yeah Chip Griffin: experience. Mm-mm. Yeah. I, I mean, certainly any time I’ve ever had a contract end, I, I haven’t been like, “Yay!” Gini Dietrich: Right? Chip Griffin: I mean- Gini Dietrich: Woo-hoo! … Chip Griffin: it, it sucks. Yeah. I can’t say that I’ve ever cried when I’ve gotten that news, but may have hung up the phone and had a few choice words for the atmosphere around me or something like that. But, you know, it is what it is. So okay, so, you know, we’re, we’re thinking through the actual communications with the client who has fired us. Sorry, terminated the agreement- Let us go … or shared the decision. Mm, right. Whatever. Yeah. Whatever language you wanna use. I’m, I’m still a fan of firing because that’s kinda what it is. So now we need to think about two things, I think immediately. One is how do we communicate it to our team, whether that’s contractors or employees, and as a corollary to that, how are we going to act as a client for the remainder of the relationship that we have? So not the technical details of working out the trip, but the, you know, how do we continue to service them in that moment? And those two are related because as soon as you tell your team, you know, “Hey, this, this agreement is ending,” they’re probably gonna start mentally checking out of that relationship just as you have. Gini Dietrich: Of course. Yep. Chip Griffin: And I think we need to really fight that urge. Yep. Because, because it, uh, as you say, it is how you exit that people remember you, and a lot of that comes down to if you had, particularly if you have a longer notice period, right? If you’ve got a, you know, say a 60 or 90-day notice period, you can’t just, you know, put pens down unless they, the client is like, “No, we just, we’re, we’re done. We’ll just keep paying you, but we’re not.” Sometimes that does happen- It sure does, yep … where they treat it as sort of severance for the agency. It’s not super common, but it does happen. Gini Dietrich: Yep. Chip Griffin: But it needs to be on them to reduce your workload, not on you to say, “Eh, we don’t care anymore.” Gini Dietrich: Right. And I think, you know, if you’re doing things like media relations, it’s ensuring that those, the stories that are in progress or the things that are in progress, the pitches that are in progress, those get transferred over. If you, like we said, if you hold the keys to anything, you have to make sure that those are transferred over. All of the things that you have in progress, understand, you know, to your point, that it may be like they just want you to stop work immediately and hand everything over, or they may want you to continue, finish, they want you to finish things that are in progress. But understand what that is so that you can ensure that. And one of the things I always say to my team, and I repeat that, repeat what I said at the beginning, which is, you know, you’re always remembered how, by how you left. It is our job to transition smoothly and make sure that nothing falls through the cracks. Yep. And I understand that you’re checked out. I’m checked out. I’m surprised by this. It’s not, you know, this, this is gonna be a little bit of a painful process, but we have to be professional, and we have to ensure that we’re transitioning cleanly. Chip Griffin: Yeah, and please do not fight them. It’s, I mean, ’cause that’s even worse than-you know, we, we just kinda give up. But I’ve seen many agencies where they basically fight clients on the way out the door, and the client will say, “Can I have this? Can I have the latest draft of this even though it’s not finished?” And they’ll be like, “Well, no, because, you know, we’re not gonna be working with you anymore, and so, you know, you don’t get the draft. You only get the final version.” No. Gini Dietrich: Absolutely not. No. No. Yeah. Chip Griffin: If you’re doing media relations and they wanna know who you’ve reached out to about a press release- Yes … just tell them. Gini Dietrich: Just tell them, yes. Chip Griffin: Do not fight them on this. I agree. I, I, for the life of me, I do not understand- Gini Dietrich: Yep. I totally agree with that Chip Griffin: the, the way, particularly the PR agencies seem to be particularly guilty of this in my view, where they just will not share with the client anything that they’re doing in terms of detail around outreach or those kinds of things because, well, then they can do it on their own. Okay, fine. Let them, right? They’ll figure out it’s not that easy. It’s not just having the spreadsheet of what contacts you’ve made. Yeah. I’m not saying you need to give them your whole database with all of your personal notations about, you know, stuff that you do across other clients. But if it’s pitch work that you’ve done for this client, give them the information. Come on, man. Gini Dietrich: Yeah, yeah. I mean, especially if it’s in progress and there’s, like- Yes … something’s happening, like, there’s no reason on Earth not to give them that information. Chip Griffin: No, no reason. And, look, if all you’re good for is, is a spreadsheet, it probably wasn’t worth hiring you anyway. Yeah. So, you know, you, you’ve got to be realistic about these kinds of things. But as you’re communicating with your team, you want them to understand that, that they need to have this same mentality of being helpful and making sure they finish strong. I think the other thing is to, to make sure that, that you’re communicating clearly with your contractors and employees about what this means. Hopefully, what it means is you’ve got a strong pipeline, and so, you know, it’s a bump in the road, but it’s not a big deal. But if it is a big deal, don’t try to hide that fact, right? I mean, you don’t have to like terrify them. Gini Dietrich: Yep. Chip Griffin: But, but if it does, if you’ve got a contractor and it’s probably gonna mean that you’re gonna have to cut them altogether or partially, if you think it’s, you know, a giant client and it might lead to layoffs, be honest with people sooner rather than later. Because the more you put this off, the harder it is to deal with. Yeah. And again, it’s a balancing act, ’cause you can’t, you can’t just be, you know, like panicking them, which is again another argument for taking a deep breath, absorbing the information, figuring out your plan. You don’t have to hang up the phone and then immediately call up all your team and say, “Oh my God, we just lost Acme Pharmaceuticals,” right? I mean, that doesn’t help anybody. Take the time, think it through, think through the questions you’re likely to get so that you can communicate confidently, but also honestly. Gini Dietrich: Yeah, and I would say If you have access to an HR team or person, if you have access to a legal team or an attorney, reach out to them as well because as you’re crafting this plan because they’re gonna have a different… They’re gonna look at it through a different lens. They’re gonna have a different perspective, especially if you have a team, getting HR involved in that to say, “Okay, here’s scenarios A, B, and C” to help you plan so that when an employee asks, you have a response, and it’s not just shot from the hip a little bit. Right. And I, I know I’ve told this story before, but during the Great Recession, you know, we had 95% of our clients left between Christmas and New Year’s of 2008, 2009, and I had to go back to the office and lay everybody off. And the biggest mistake I made, I made two big mistakes in that. One is that everybody was talking about the economy and the Great Recession and all this stuff for a year, but I didn’t pay any attention. I didn’t… Like, I wouldn’t, I wasn’t mature enough. I wasn’t experienced enough, and so I just kind of put my blinders on and was like, “Everything’s great. We’re growing.” You know? Yeah. And so I didn’t plan. And the second thing I did, mistake I made is I didn’t let the team know ahead of time, and I didn’t think I could. And I’ll never forget this as long as I live. One of my employees came up to me after I let everybody know, and she said, “I wish you had told us because I would’ve been happy to go part-time.” And I was like, ohhh. Chip Griffin: Right. Gini Dietrich: You know? Like, yeah. Chip Griffin: Yeah. Gini Dietrich: So be honest and open because I think they will come with solutions too that you may not have thought of or that you may have assumed they’re not willing to do when they are. Chip Griffin: Right. Absolutely. So then I think that takes us to that, that final piece, as we’re wrapping up here, and, and that is to take lessons away from it. Because there’s something to be learned from the end of every relationship, whether it’s because it was a project and it just, it naturally ran its course, or because you were on a retainer and they decided to end it or what have you. Yep. There are always lessons to be learned, and I think it’s, it’s really helpful to sit down with your team, not just at the end, but at key milestone points as well and say, “Okay, you know, what, what have we learned from this? What could we have done differently? What should we do differently, not just with this client but with others in the future?” And make sure that you treat as much of what you’re doing as a learning experience as possible because that’s how you really grow- both individually and as a business. If you just keep doing the same old, same old, you might do okay, but you’re not gonna do as well as you could if you’re actually studying what you’ve done in the past. Gini Dietrich: Yeah. I mean, that’s the example I just gave is a great example of that. Yeah. Now I know. Chip Griffin: Yeah. Gini Dietrich: That’s a great lesson. Chip Griffin: It’s why, again, I watch all of these episodes back so that I can sit there and say, “Okay, you know, what would I do differently next time?” Maybe I’ll lower the microphone a little bit, raise my voice a little bit, talk a little bit less so that we can actually hear from Gini, and I don’t just monopolize all the time. You don’t monopolize the time. And have Jen tell me what percentage of time I’ve spoken versus… I do talk a lot. I understand that. But it’s, it’s something I consciously work on every podcast that I’m on because I know that I have a tendency to talk a lot. Gini Dietrich: Okay. I don’t think you monopolize the time here. No. Chip Griffin: Well, thank you. I appreciate that. Gini Dietrich: You’re welcome. Chip Griffin: So, I guess we’re not gonna monopolize any more of your time as a listener, so we will wrap up today’s episode, but hopefully we’ve given you a few things to think about the next time that you get that dreaded call or email from a client who is not firing you, but ending the relationship in whatever fashion we wanna call it, so. Gini Dietrich: It’s not always being fired. Chip Griffin: Okay. Gini Dietrich: Fired, fired means that you did a bad job. Chip Griffin: Okay. On that note, I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich. Chip Griffin: And it depends.

May 28, 2026- Protect the Adirondacks Executive Director Claudia Braymer makes the case for updating state law governing the use and oversight of state-land in the Adirondacks.

Tim Stoddart returns to the Niche Pursuits podcast to share what he learned from selling Stodzy after 15 years, including the 3 things that made his agency more sellable. He also talks about rebuilding his focus around Quantum Leads, healthcare, AI, and lead generation after stepping away from several major projects. Tim explains why directories still work today, especially when paired with a service offer and media asset like a newsletter. This episode is a great listen for anyone interested in agency exits, directory sites, lead generation, and building a more focused online business.   Sponsor: Quiet LightGet a free, confidential valuation at https://quietlight.com/! Links & Resources Visit Quantum Leads: https://quantumleads.com/ Learn more about TheShop: https://www.theshop.ai/ Subscribe to Tim's newsletter: http://timstodz.com   Be sure to get more content like this in the Niche Pursuits Newsletter Right Here: https://www.nichepursuits.com/newsletter   Want a Faster and Easier Way to Build Internal Links?  Get $15 off Link Whisper with Discount Code "Podcast" on the Checkout Screen: https://www.nichepursuits.com/linkwhisper  Get SEO Consulting from the Niche Pursuits Podcast Host, Jared Bauman: https://www.nichepursuits.com/201creative  

In this episode, Josh interviews Nathan Hirsch, CEO of Ecom Balance and Outsource School, about hiring overseas talent, especially for senior management roles. Nathan shares strategies for promoting from within, the pros and cons of direct hiring, agencies, and marketplaces, and key legal and tax considerations. He outlines Outsource School's step-by-step hiring and training process, emphasizing the importance of leadership potential and strong financial management. The episode concludes with actionable tips for team building and scaling, plus resources for listeners interested in effective online hiring.Chapters:Introduction to Nathan Hirsch (00:00:00)Host introduces Nathan Hirsch, his entrepreneurial background, and current ventures.Challenges of Hiring Senior Management Overseas (00:00:49)Nathan discusses the difficulties and risks of hiring senior/managerial staff from overseas.Promoting from Within & Key First Hires (00:01:11)Nathan explains the importance of promoting internally and hiring initial team members with leadership potential.Examples of Internal Promotions (00:02:09)Nathan shares real examples of promoting team members to management roles in his companies.Coaching and Poaching Management Staff (00:04:09)Nathan addresses whether he has experience poaching or coaching management-level staff from other companies.Transitioning Part-Time to Full-Time Hires (00:04:53)Nathan describes negotiating with part-time hires to become full-time and exclusive.Legal & Tax Considerations for Overseas Hiring (00:05:02)Discussion on legal and tax implications of hiring overseas contractors and the importance of consulting a CPA.Hiring Methods: Direct, Marketplace, Agency (00:06:26)Nathan outlines the pros and cons of hiring direct, via marketplace, or through an agency.Risk Management When Hiring Direct (00:07:41)Tips for reducing risk when hiring direct, such as collecting identification and emergency contacts.High-Level Hiring Process Overview (00:08:47)Nathan provides a step-by-step overview of the hiring process taught at Outsource School.Training, Onboarding, and Problem Solving (00:10:25)Details on training, onboarding, and handling issues with new hires.Outsource School Resources & Offer (00:11:31)Nathan plugs Outsource School and its resources for business owners.Three Actionable Takeaways Recap (00:12:16)Host summarizes three key actionable takeaways from the episode for listeners.Where to Find Nathan Hirsch (00:15:08)Nathan shares where listeners can connect with him and learn more.Links and Mentions:Tools and Websites"Free Up": "00:01:11""Podcast Outreach Formula": "00:09:35""Outsource School": "00:11:31""VA Calculator": "00:11:31"Additional Resources"Hiring Packet": "00:11:31""Case Study": "00:11:31"Social Media"Nathan Hirsch" on LinkedIn: "00:15:15"Transcript:Josh 00:00:00  Today, I'm super excited to introduce you to Nathan Hirsh. Nathan is a lifelong entrepreneur and currently the CEO of Ecom Balance and Outsource School. Nathan is best known for co-founding Free Up Net in 2015 with an initial $5,000 investment, then scaling it to $12 million in yearly revenue and then having it acquired in 2019. Today, he leads Ecom Balance, an online bookkeeping service for e-commerce and digital businesses, and Outsource School, a membership teaching business owners how to hire effectively online. Nathan has appeared on over 400 podcasts and is a social media personality. Him and his wife live in Denver, Colorado with their two dogs where they are foster parents. So welcome to the show, Nathan.Nathan 00:00:47  Josh, thanks so much for having me. Excited to be here.Josh 00:00:49  What's your experience with hiring, like senior management level staff? do you have any advice or recommendations as to how do you go find like a C level or director level position overseas.Nathan 00:01:05  It's tough. It is by far one of the hardest things to do. So this is kind of how I look at it.Nathan 00:01:11  You can hire managers and senior people to come in. There's a lot of things working against you. Not only do you have to find someone with the right skill and the right managerial experience, but it's also a very tough thing to test for. But you also have to find someone that instantly fits in with your team and that your team will respect. So if I already have five VA's and I'm bringing in Bob to manage these five Vas, I need to know that those five Vas are going to like Bob, trust Bob, and that Bob's going to be able to handle it, and it takes a little bit of time to actually figure that out. So you could go a month or two before actually knowing if someone's a good manager. My strong preference, and this is what we've really been able to do at all our companies, is to always promote from within for managerial roles. And it also makes it so that your first hires at any company are unbelievably key. If you're making your first four hires of your company, you want to hire people that have management experience, that have leadership experience that wants it, that a lot of people don't want to be leaders, don't want to be managers.Nathan 00:02:09  So these are conversations you want to have with your initial hires. You don't want to just hire the data entry VA. You want to hire someone who's maybe overqualified for that initial role and let them know if they prove themselves. You're going to be looking for a leadership role in the future, and we did a great job with that. At Free Up, we had chicken, who was on our Amazon team, who we promoted from within there, and she became head of recruitment. We hired a bookkeeper and then made him the head of bookkeeping. Marius, like I said. And then we had two people, Jane and Layton, who started off just doing like customer emails and then eventually became the two heads of customer service. We needed two of them because we had 24 over seven customer service, but that's kind of how we've always done it. And with econ balance, the initial bookkeepers we hired, we made sure they had leadership and management experience. And they're now the senior bookkeepers and the team leaders of econ now.Nathan 00:02:59  And so it's always easier to promote from within. It's less risky. It's usually cheaper leads to less issues. There are situations where you're not able to do that, but my personal preference is to always promote from within.Josh 00:03:12  That makes a lot of sense. And I would echo 100% what you said there in terms of those key, those initial hires are key hires. Same thing. Even when we've hired a customer service role for our business, or an Amazon assistant or an Amazon specialist or supply chain specialist, it's not just to do the the data entry or the current tasks that we have assigned to them. Each one of them, I have wanted to see that they have management level talent with inside them, that they've had that experience managing other people. They've been promoted consistently in the past in the hopes that you're going to fill this role and then be able to fill even more roles in the future. So I think that's super important. Nathan, is there any experience that you have then with coaching at all, like management level staff.Nathan 00:04:09  no, I don't think I've ever poached like that. I'm trying to think there have been situations whe...

Work-Life Integration: Building Agency, Boundaries and Support with Rebecca Margolis, DO, FAOCA

In this episode of The LEAD, Brown Harris Stevens CEO Bess Freedman welcomes The Agency founder and CEO Mauricio Umansky for a candid discussion on building a luxury real estate brand from the ground up, staying competitive in a changing market, and why kindness still matters in the business. Filmed as part of the Mastery of Real Estate (MORE) Network, powered by Brown Harris Stevens. Host:  Bess Freedman  https://www.bhsusa.com/about-bess-freedman Guest: Mauricio Umansky  Brown Harris Stevens is one of the largest privately owned real estate brokerages in the country, with more than 40 offices across four states: New York, New Jersey, Connecticut, and Florida.  https://bhsusa.com/ #TheLEAD #BessFreedman #BHS #RealEstate #mauricioumansky

The Trump Administration has made little secret of its desire to dismantle the Federal Emergency Management Agency and give states the responsibility to respond to all manner of natural disasters on their own. FEMA has endured tremendous internal strife over leadership, and reports have suggested its mission has been compromised by partisan decision-making: President Trump—the sole arbiter of who ultimately gets FEMA relief—has rejected aid for Democratic-led states at the highest rate in the agency's history.  This has led to accusations of emergency aid being used as a “political cudgel,” and has had a chilling effect on some of the rank-and-file staff at the agency. The New Yorker Radio Hour's Adam Howard speaks to a longtime employee of FEMA about what's going on behind the scenes, and whether it could have a negative impact on the agency's ability to respond to the next emergency.  The subject of this interview is currently working for FEMA, a federal agency, and he asked to remain anonymous. His voice has been digitally regenerated for the audio of this interview. Further reading and listening:  “American Emergency: The Movement to Kill FEMA,” by “On the Media” “Outrage and Paranoia After Hurricane Helene,” by Jessica Pishko “For the Victims of Florence, Trump Needs to Prove that He Can Get Hurricane Recovery Right,” by Doug Bock Clark and Charles Bethea “Inequality and Hurricane Harvey,” by Ben Taub   New episodes of The New Yorker Radio Hour drop every Tuesday and Friday. Join host David Remnick as he discusses the latest in politics, news, and current events in conversation with political leaders, newsmakers, innovators, New Yorker staff writers, authors, actors, and musicians. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Despite all the advancements we have achieved globally in recent decades, as many as 750 million people still lack access to electricity. Tackling energy poverty requires far more than linking communities to an electric grid. Closing the massive disparity in opportunity for people around the world will require building energy abundance, not just access. Energy is prosperity, and one way to measure it is by the Modern Energy Minimum. Developed by the Energy for Growth Hub, this benchmark posits that a truly modern life requires at least 1,000 kilowatt-hours per person, per year—10 to 20 times the amount typically used to define electricity access.  Here at the Center on Global Energy Policy we're partnering with the Rockefeller Foundation to launch a High-Level Panel on Universal Energy Abundance. The panel is dedicated to providing decision-makers with the insights needed to drive industrialization, job creation, and broad-based prosperity across emerging economies.  So how can we develop and invest in energy infrastructure globally in a way that supports prosperity? What role should governments play? Do the right tools to improve access exist? And how do we navigate the tension between energy growth and climate policy?  Today on the show, Jason speaks with Katie Auth about energy's role in driving lasting economic change and why the modern energy minimum model could produce a meaningfully better standard of living in developing economies. Katie is the deputy executive director at the Energy for Growth Hub, which works to end poverty through sustainable development and climate resilience. She's also a non-resident fellow on US-Africa relations at the Carnegie Endowment for International Peace and a member of the Economic Advisory Council for the U.S. Millennium Challenge Corporation. Previously, she spent seven years at the U.S. Agency for International Development, including as senior development finance advisor and acting deputy coordinator of Power Africa. Credits: Hosted by Jason Bordoff and Bill Loveless. Produced by Mary Catherine O'Connor, Caroline Pitman, and Kyu Lee. Engineering by Gregory Vilfranc.  

In this episode, we explore the often-overlooked gap between creating meaningful work and actually releasing it into the world. Starting with the story of Vivian Maier—the prolific street photographer whose life's work was discovered only after her death—we examine why so many of us hesitate to share our creations.We're joined by Tina Roth Eisenberg, founder of Creative Mornings, who discusses the power of community, commitment, and collective bravery. She introduces Release Day, a campaign challenging creatives everywhere to choose a deadline, finish neglected projects, and courageously share them with the world—no matter how imperfect.In the second half, we speak with John Gordon, author of The Power of Positive Habits, to dissect how small, consistent daily practices shape who we become as creatives and leaders. John shares his philosophy on positive leadership, the unglamorous truth about habits, and how intentionally structuring our environment and thoughts can lower the friction to action.We close by connecting these two perspectives—shipping our best work isn't a grand gesture, but a daily discipline, and real change happens not by waiting for the perfect moment, but by deciding to act, together.Five Key LearningsUnreleased work has zero surface area for discovery: You increase opportunities for your work—and yourself—when you ship, even when it feels unfinished or imperfect (12:08, 29:30).Commitment beats option paralysis: The most fulfilled creative lives are built by long-haul loyalty to a community, a cause, or a craft, not by staying in the “hallway” of endless choices (07:09).Release is a team sport: Community-driven events like Release Day lower the psychological barriers to sharing, making bravery and celebration contagious (09:08).Big change is built from small habits: Tiny daily choices and routines—like preparing in advance, intentionally feeding your mind, or practicing gratitude—compound into transformative outcomes (22:44).Intentional reflection is non-negotiable: Leaders (and creatives) who carve out time for stillness, purpose, and intentional thinking show up with more clarity, courage, and meaning in their work (26:46).Get full interviews and bonus content for free! Just join the list at DailyCreativePlus.com.Mentioned in this episode:The Brave Habit is available nowMy new book will help you make bravery a habit in your life, your leadership, and your work. Discover how to develop the two qualities that lead to brave action: Optimistic Vision and Agency. Buy The Brave Habit wherever books are sold, or learn more at TheBraveHabit.com.To listen to the full interviews from today's episode, as well as receive bonus content and deep dive insights from the episode, visit DailyCreativePlus.com and join Daily Creative+.

✨ Become a founding member to access my online courses, including Jurassic Worlding and How To Live In The Future✨ Browse and buy all of the books we discuss on the show at Bookshop.org✨ Stream and download my music at artist-owned Subvert.fm✨ Learn about Atlas Research Group, my new team on a mission to build sovereign infrastructure for social coherence and collective intelligenceAbout This EpisodeThis week's guest is C. Thi Nguyen (Website | Wikipedia | X), associate professor of philosophy at the University of Utah and a specialist in the philosophy of games, the philosophy of technology, and the theory of value. In our first conversation on Future Fossils, we explored his writing on games as an art form in which agency is the medium. His new book, The Score: How to Stop Playing Somebody Else's Game, takes that logic further and reveals the games that bind society together with institutional metrics — one of the most powerful, pervasive, and invisible technologies of all time.Thi's thesis hinges on the observation that a metric is never just a number. It's a value judgment dressed up in the costume of objectivity, a down-sampling of our richly multidimensional world into proxies that can travel efficiently between strangers. And with every subsequent compression of meaning into portable, scalable, decontextualized form, our metrics progressively displace place itself — the nuance of our singular, non-fungible lives — and define what we can even aspire to be.Thi calls this kind of cognitive enclosure “value capture”: when an institution uses metrics to coordinate across distance and difference, it engineers a context-invariant kernel that can travel between strangers without requiring shared background, history, or care. The power of these abstractions is real. So is their violence.We can use metrics instrumentally, holding them lightly as useful fictions. But more often than not we forget things like GPA, GDP, or KPIs started life as somebody else's choices — that someone, somewhere, decided what to count and what to ignore — and we begin to inhabit the metric as if it were reality itself: optimizing our lives, desires, and identities for a scoring system we didn't author and may never have consciously accepted.Games show us another way. By Thi's account, games are a medium for the transmission of different kinds of agency, a technology for practicing the very awareness that metrics erode: that metrics are cultural constructs, and we still have some choice in what to value. When you're playing, you know you're playing. The magic circle of the game space is a low-stakes laboratory for inhabiting a different set of values, and therefore different selves. Therein lies a whole philosophy of freedom, and in a moment when the infrastructure of meaning-making is being rebuilt from the ground up, recovering our capacity to see the game of modern life as a game may be the most important skill we have.But there's a twist that takes us beyond the scope of Thi's book and into the question that's been keeping me up at night for the last two years. With AI, we've tunneled so far into abstraction that we may have come out the other side. Large language models now allow us to translate between different perspectives, to ground insights from our aggregate intelligence in personal detail. If you've ever used a chatbot to explain physics to you as a specific human being, based on your own data vault, and in the style of a specific author, you know what I mean. Socrates' critique of written language in Phaedrus — that it couldn't “read the room” or know its audience — feels somewhat less relevant in an age when the generation of text is powered by systems with such a high-dimensional and granular view of things that we are no longer bound to one canonical version of anything. Is AI the apotheosis of our enclosure by institutional metrics, or is it the medium through which we are finally able to take a post-ironic stance on the constraints of modern life?It's starting to look like a world in which everything is a metric and everything is a game. And just maybe, that means we can renegotiate these tradeoffs…as long as we don't take ourselves too seriously.And with this, we circle back around to the core question of this project: As we approach the horizon where anything is possible, what should be? Who do you want to be, and what games will make you that person?Chapters00:00 Episode Teaser03:50 Intro Monologue09:11 Meet C. Thi Nguyen17:43 Value Capture Explained23:48 The Gap between Measured & Valued35:29 Recognition vs. Perception42:48 Games vs. Institutions46:43 Is Meaning Control an Interface Problem?49:09 How Rules Became Algorithms54:17 Fungibility & Monocropping56:38 Is Coordination at Scale a Red Herring?01:03:14 Art Provides Hope01:16:17 AI Futures & Values01:32:27 Thanks & AnnouncementsMentioned ResourcesAre humans destined to evolve into crabs? by Michael GarfieldCoarse-graining as a downward causation mechanism by Jessica FlackThe Computer as a Communication Device by J.C.R. Licklider and Robert TaylorPaul Smaldino & C. Thi Nguyen on Problems with Value Metrics & Governance at Scale (EPE 06) for Complexity PodcastThe natural selection of bad science by Paul Smaldino & Richard McElreathSlowed canonical progress in large fields of science by Johan Chu & James EvansJargon is a Moat by Second VoiceTrust in Numbers by Theodore PorterRules by Lorraine DastinSeeing Like A State by James C. ScottThe Power of Maps by Dennis WoodsDilla Time by Dan CharmasMetaphors We Live By by George Lakoff & Mark JohnsonMarshall McLuhanReiner KniziaLangdon WinnerSamantha MatherneIain McGilchristKevin Kelly

Government contracting procurement readiness is the difference between being treated like a serious prime and being talked down to by a small business rep who thinks you don't know what you're doing. In this episode of the Federal Help Center Podcast, Randie Ward breaks down exactly how to show up to agency meetings, capabilities briefings, and DOD opportunities with your homework already done. If you've ever wasted a 25-minute meeting because you weren't prepped, this one is for you. Here's what you'll learn: How to control the room in a capabilities briefing so the small business specialist treats you like a peer, not a beginner Why your SAM.gov keywords and capability narrative function as the agency yellow pages and how to structure them so buyers can actually find you The exact project sheet format Randie uses with clients including scope, location, dollar value, and complexity details that move you faster through sources sought responses How to position past experience versus past performance on your capability statement when you're a newer company or bidding as part of a teaming arrangement How to surface real differentiators that survive AI-driven proposal screening and make you stand out among hundreds of capability statements Why PIEE registration is non-negotiable if you plan to do business with DOD and what lives inside the enterprise from RFP response to invoicing EPISODE CHAPTERS: 0:00 - Welcome to the Federal Help Center podcast 0:25 - First impressions set every future agency interaction 1:00 - Forest Service capabilities briefing client story 2:30 - SAM registration and keyword optimization for buyers 3:30 - Building project sheets that move you faster 4:30 - Gathering resumes for proposal team members 5:00 - Capability statements and past experience versus performance 5:45 - Finding real differentiators that beat AI screening 7:00 - PIEE registration requirement for DOD contractors 7:55 - Closing thoughts and community invite Market Intelligence gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

May 26, 2026- The state Commission on Correction is supposed to get a shakeup of its leadership and mandate under state law, but not much has happened yet. We discuss the prison oversight agency with Yonah Zeitz, director of advocacy at the Katal Center for Equity, Health, and Justice, and Ziyadah Amatul-Matin, a member of the organization.

Brady Carter, Ph.D. is the Chief Scientific Officer at Carter Scientific Solutions. He specializes in water activity, moisture sorption, shelf-life stability, plant science, and wheat production and quality. He has 23 years of experience in research and development and previously was a Research Professor at Washington State University focusing on wheat end-use quality. Dr. Carter has pioneered work in using dynamic isotherms to investigate product stability and establish critical water activities for optimal shelf life. He also specializes in shelf-life loss and effective utilization of instrumentation to address product safety and quality issues. Dr. Carter holds a Ph.D. in Crop Science and Food Engineering and an M.S degree in Cereal Chemistry and Crop Science from Washington State University, as well as a B.A. degree in Botany from Weber State University. In this episode of Food Safety Matters, we speak with Dr. Carter [41:18] about: The basics of water activity, including how it is measured and how it differs from moisture content The influence of water activity on food safety and shelf life, and how water activity data can support the validation of shelf-life claims Ways manufacturers can incorporate water activity into their shelf-life and food safety testing, and during research and development when formulating products Regulatory expectations around water activity monitoring as part of validation and verification The realities of water activity measurement that make real-time, inline testing impractical with current technology How water activity monitoring can help mitigate food waste The importance of the statement, "water activity is the energy of water." News and Resources News Donald Prater Becomes New Head of FDA Human Foods Program [16:54]FDA Commissioner Steps Down, To Be Replaced by Agency's Human Foods LeaderTop U.S. Food Safety Officials Discuss Regulatory Landscape at Food Safety Summit FDA Encourages Industry to Develop Best Practices, Use Root Cause Analyses [20:30] FDA Finalizes Systematic Post-Market Food Chemical Review Process [21:34] FDA Launches One-Day Inspectional Assessments [22:30] Scientists Tackle Food Waste with More Accurate 'Sell By' Dates Based on Meat Microbial Activity [27:42] Monitoring Data Show EU Food Mostly Compliant with Pesticide Limits [35:58] Resources Food Safety Rockstar T-Shirts on Amazon (BE ADVISED: they run small) We Want to Hear from You! Please send us your questions and suggestions to podcast@food-safety.com

A new Zillow study found that sellers in dual agency transactions lost $1.49 BILLION over a three-year period — and sellers who kept homes off the MLS lost another $1.36 billion. In this episode of Tom's Take, Tom Toole breaks down: * What dual agency actually means * Why private and off-market listings can hurt sellers * How reduced exposure impacts home sale prices * The real reason some companies push “private exclusives” * Why MLS exposure still matters in 2026 * What Philadelphia, Main Line, Chester County, and South Jersey sellers need to know before listing their home If you're thinking about selling your home in the next 12-24 months, this is critical information to understand before choosing a listing strategy.

Every entrepreneur faces this at some point. A client that wants the highest caliber service without the willingness to pay for any of it. We think this is one of the hardest problems in business that service providers face. That's why Kristina and Maria are tackling it in this podcast episode to help you communicate confidently, set better boundaries and attract more aligned clients.Tune in to hear:How to handle misaligned client pricing expectations.What it really takes to build aligned client relationships that feel good for both sides. The Mistakes The Social Snippet made early on with client boundaries. How Kristina and Maria protect their team and their profit with strong client boundaries.How to confidently communicate your value.Tips to restore alignment and handle pricing friction.Over-delivering to prove yourself to clients is not the solution, it is a patch that will eventually break.You need to set up client working relationships that are built to last, here's how from Kristina and Maria's experience building a 7-figure marketing agency.Mentioned in Episode:Trust Invidiata Real Estate Team and get $5000 off your next sale or purchase!LinkedIn Starter PackWork with The Social SnippetJoin The High Vibe Women Online CommunitySend me a text!Support the showFor Your Information:• Host your podcast on Buzzsprout!•Join The High Vibe Women Online Community!• Join our favourite scheduling platform Later• FLODESK Affiliate Code | 25% off your first year!• Connect with Kristina  Don't forget to come say hi to us on Instagram @thesocialsnippet, join the Weekly Snippet or follow us on any social media platform! Website . Instagram . Facebook . Linkedin

Send us Fan MailThis week on The Renaissance Podcast, Sydney is joined by two members of the Renaissance team — Christina Provenzano, Brand Manager, and Maddie Miller, Senior Account Manager — for a fun, honest, and very relatable conversation about the generational differences they've noticed while working together in Renaissance's new East Nashville office space.From Gen Z vs. Millennial work habits and communication styles to office culture, social media behavior, trends, and internet humor… this episode feels like sitting in on a real team conversation at the agency.But beyond the laughs, the team also dives into: what's actually working right now on social media for brands and creators  the current state of the social media marketing industry  trends they're seeing across client accounts  what business owners should stop doing online  how authenticity and founder-led content are changing marketing  the types of content performing best in 2026  behind-the-scenes updates from “Renaissance land” If you're a business owner, creator, marketer, or someone fascinated by internet culture and generational differences online, this episode is packed with insight and personality.✨ Looking for support in your business? Our podcast partner NexusPoint helps founders delegate and build support systems through incredible virtual assistants — and they're waiving their $500 recruiting fee for Renaissance Podcast listeners. 

In this insightful interview, Yinka Ewuola shares her journey through personal hardships, systemic challenges, and her approach to holistic healing and wealth creation. Discover how agency, resourcefulness, and aligning with your values can transform your life and business. Key TopicsPersonal and systemic challenges faced by Yinka EwuolaThe concept of agency and resourcefulness in overcoming obstaclesThe impact of systemic racism on success and healingBalancing values, wealth, and purpose in life and businessThe importance of holistic health and aligned livingChapters00:00 Healing from Multi-Layered Hardships05:10 Navigating Family Illness and Its Impact10:00 Parenting and Legacy: Shaping Future Generations15:51 Agency and Resourcefulness in Overcoming Challenges20:56 Redefining Success Beyond Conventional Metrics25:45 The Pursuit of Purpose and Meaning31:02 Challenging Societal Norms Around Money36:01 The Impact of Wealth on Personal Values40:52 Legacy Beyond Financial Success48:01 Holistic Approaches to Healing and GrowthJoin Actively Alive here:https://influentialbreathwork.com/actively-aliveFollow Anna Parker-Napleson Instagram:⁠  ⁠https://www.instagram.com/healingafterthehardstuff⁠⁠Instagram: ⁠⁠https://www.instagram.com/annaparkernaples⁠⁠LinkedIn:⁠ ⁠⁠⁠https://www.linkedin.com/in/annaparkernaples⁠⁠Follow Yinka Ewuolahttps://www.linkedin.com/in/yinka-ewuola/

From April 2, 2025: Atul Gawande is a surgeon and a public health expert. He's also the former head of global health at the U.S. Agency for International Development (USAID), an agency that the Trump administration has prioritized for dismantling since its first day in office. On today's episode, Executive Editor Natalie Orpett sat down with Gawande to discuss what USAID does, the consequences of destroying it, and why public health is so important to U.S. national security.Editor's Note: This episode was recorded on March 27, 2025. The following day, the Trump administration announced that USAID would be dissolved by the end of this fiscal year. To receive ad-free podcasts, become a Lawfare Material Supporter at www.patreon.com/lawfare. You can also support Lawfare by making a one-time donation at https://givebutter.com/lawfare-institute.Support this show http://supporter.acast.com/lawfare. Hosted on Acast. See acast.com/privacy for more information.

Welcome to a pivotal solo episode of Build a Better Agency! This week, host Speaker B takes listeners on an honest and insightful journey through the real work of agency leadership, exploring the mental and emotional shifts required to move from talented employee or manager to confident agency owner. Drawing on more than 25 years of experience and candid stories from agency owners nationwide, Speaker B unpacks the identity shift every leader must make—from seeking permission and sticking to their craft, to taking full, radical responsibility for the outcome of their business. You'll hear powerful confessions from new owners as they share those "aha" moments when the weight of ownership finally hit home, from financial scares to difficult personnel decisions. This episode tackles three essential lenses that shape the growth of agency leaders: developing a growth mindset (inspired by Carol Dweck), evolving from technician to true entrepreneur (with a nod to Michael Gerber's E-Myth), and embracing an ownership mentality as described by Carrie Siggins' "Ownership Mindset." Speaker B provides actionable advice on shifting beliefs that hold leaders back, such as hesitancy around finances, reluctance to delegate, and resistance to uncomfortable decisions. Whether you're a new or soon-to-be owner, an emerging leader, or a veteran still wrestling with self-doubt, this episode is packed with practical steps, introspective challenges, and resources to help you own your power and build an agency you're truly proud of. Don't miss this empowering discussion. A big thank you to our podcast's presenting sponsor, White Label IQ. They're an amazing resource for agencies who want to outsource their design, dev, or PPC work at wholesale prices. Check out their special offer (10 free hours!) for podcast listeners here. What You Will Learn in This Episode: Understand why the identity shift from employee to owner is the hardest part of the transition Learn the three critical lenses for developing an ownership mindset: growth mindset, role clarity, and responsibility ownership Discover the common triggers that make ownership feel real for most agency leaders Recognize why true leaders act like owners long before they own equity in the business Understand the difference between collaboration and abdication in leadership decisions Learn how to move from execution-focused to strategy-focused thinking as an owner Gain insights from real owner confessions about pivotal moments of realization Understand why financial literacy becomes critical when you truly own the outcomes Discover how accepting responsibility also grants you permission to change what's broken

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Are you still showing up for every function in your business after years because stepping back feels like abandoning what you built? Do you publish content consistently but wonder why it is not moving the needle? Today's featured guest owns a social media agency and built her client roster by getting on stage before she was comfortable doing so. She wrote a book that got her on the stages she wanted, and carved out a niche so specific that it made content marketers uncomfortable. In this conversation, she'll talk about how she landed enterprise clients with zero churn over nine years, what it actually takes to find a real differentiator, and much more. Brooke Sellas is the CEO and founder of B Squared Media, a Michigan-based agency offering social media management, paid media management, and social media customer care. Her social care practice works exclusively with enterprise brands at $5 billion and above in annual revenue, including long-term clients she originally closed nine years ago with zero churn since. She is the author of Conversations That Connect, a book built around the idea that social is a conversation channel, not a content channel. Brooke speaks at major marketing conferences, including Social Media Marketing World and now teaches AI at the University of California. In this episode, we'll discuss: Why your differentiator must be an outcome Being stuck in the Founder Evolution Framework Why hesitation regarding AI will kill your agency Sponsors and Resources This episode is brought to you by Wix Studio: If you're leveling up your team and your client experience, your site builder should keep up too. That's why successful agencies use Wix Studio — built to adapt the way your agency does: AI-powered site mapping, responsive design, flexible workflows, and scalable CMS tools so you spend less on plugins and more on growth. Ready to design faster and smarter? Go to wix.com/studio to get started. How She Built a Client List Enterprise Brands Still Have Not Left Brooke's first two major clients came from a speaking appearance she almost did not take. She hated being on stage but agreed anyway. She closed Brother International and Miele from that first talk, and immediately made speaking her primary lead generation strategy. Nine years later, those clients are still with the agency. That zero churn across the social care practice is the result of a positioning decision made early: social is a revenue channel, not a content channel, and every client relationship is built around proving that. Getting on bigger stages required a longer game. Brooke spent years speaking for free, asked her network exactly how they were getting booked, and eventually took advice to write a book. The book cost around $25,000 to produce and self-publish. It opened stages that had been closed before. Social Media Marketing World followed because the book got in front of the right people and gave the organizer enough confidence to put her on stage. The ROI was not immediate. It compounded across years of bookings, consulting fees, and speaking revenue that now functions as a separate income stream while still generating agency leads. Your Differentiator Has to Be an Outcome, Not a Vibe Brooke is direct about what does not work as positioning. Saying your agency is a people-first agency, that you care more, that you have great culture: none of it separates you in a room where everyone is saying exactly the same thing. She spent years telling content marketers they were wrong, walking into rooms full of people who measured social by follower counts and publishing frequency, and saying the right metric is revenue from social. That took a stance. It made some people uncomfortable, and that discomfort was the signal she was in the right territory. The lesson she draws from her own experience is not that you need to be contrarian for its own sake. It is that your differentiator has to connect directly to a business outcome your client already cares about. Her agency's tagline is Conversation Not Campaign. That is a positioning claim with a revenue argument underneath it. If you cannot articulate what outcome your positioning produces for the client, you do not have a differentiator yet. You have a personality. Where She Is in the Founder Evolution Framework and What It Costs Her Fourteen years into building B Squared, Brooke is somewhere between Architect and CEO and honest about what that means in practice. She still runs most things. She knows it is holding back growth. She also knows that the identity piece is real: when you have built something for over a decade and your name is synonymous with what the agency delivers, stepping out of that role is not just a structural decision. It requires a different relationship with your own sense of contribution. What she articulates clearly is the tension every founder at this stage knows. She does not want to be the bottleneck anymore. She also has not yet handed the systems over to someone who can own them at the level she would. The move at this stage is not to wait until someone earns total trust before stepping back. It is to build the systems, put the right person in charge of them, and let the fender benders happen so the team develops the capability to solve problems without routing everything through the founder. The alternative is staying indispensable in a way that caps everything the agency could become. Stop Hesitating and Treat AI with Curiosity Brooke runs social media and paid media services. She is clear-eyed about what AI is doing to both: content that used to take weeks to produce is now a matter of seconds, and ad copy that required real craft is being generated faster and often better than agency teams can match manually. That is the honest read. The response she chose is not to protect what exists but to figure out where AI creates opportunity she was not positioned to capture before. The Gartner stat she cites is worth repeating: people who use AI to help them sell, sell 3.7 times more than those who do not. Brooke is a speaker, a consultant, and a sales-driven founder. That number is an opening, not a threat. The agencies that are struggling right now are the ones that treated the last two years as a window to observe and decide. The window is closing. Curiosity and willingness to play with new tools before mastery arrives is not optional. It is the trait that has always separated the founders who build something lasting from the ones who stay comfortable until the market moves without them. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

What if success is not the hard part? Lisa Broderick, Managing Partner of Conversus Group,  and co-author of Permanence with Marshall Goldsmith, brings a practical answer to one of leadership's most overlooked problems: how to stay the person you want to be after success arrives. Most leadership advice focuses on achievement. Hit the goal. Grow the company. Build the platform. Scale the impact. But Lisa's work asks a sharper question. What happens to your behavior, identity, and relationships once the pressure of success starts to reshape you? In this conversation, Lisa unpacks the power of daily questions. Not vague reflection. Not motivational slogans. A simple, measurable practice that helps leaders notice their behavior in real time. That noticing creates agency. Agency creates change. The breakthrough is in the wording. "Did I do my best?" is different from "Did I succeed?" It removes perfection from the equation. It puts ownership back in the leader's hands. And it makes behavior change sustainable. Lisa also shares how accountability changes everything. Leaders shifted their actions during the day because they knew someone would ask. Not an app. Not a dashboard. A person. That human connection made the work harder to ignore and easier to sustain. This episode is a powerful look at thought leadership in action. Lisa and Marshall are not just sharing ideas. They are turning research, coaching, behavioral science, and real-world executive practice into a framework leaders can use immediately. For CEOs, coaches, advisors, and thought leaders, this conversation is a reminder that success can create drift. One small compromise at a time. The right questions can bring leaders back to intention, clarity, and permanence. Three Key Takeaways: •Sustainable success requires more than achievement. Lisa Broderick's work focuses on what happens after leaders become successful. The danger is "identity drift"—small compromises that slowly pull leaders away from who they want to be. • The right questions create real behavior change. Daily questions like "Did I do my best?" shift the focus from perfection to effort, ownership, and awareness. That makes change more practical, measurable, and sustainable. • Accountability makes thought leadership actionable. The practice worked because leaders knew someone would ask. Human accountability turned reflection into action and helped leaders change their behavior in real time. Lisa Broderick shows how daily questions and human accountability help leaders create lasting behavior change. Adam Fridman takes that idea further, showing how small habits can be built and scaled across teams and organizations. Listen to Lisa's episode to understand why change starts with awareness. Then listen to Adam's to see how daily habits turn into measurable business impact.

Former mission president Bart Warner and his former missionary James Logan explore the dynamics, patterns, and spiritual impact of mentorship. Drawing from their shared history in the Texas Dallas Mission and their current professional collaboration, they discuss how deliberate interpersonal guidance fosters long-term progression. They focus on overcoming personal stagnation by cultivating effective mentor-mentee relationships to strengthen individuals and build Zion. Links Watch the video and share your thoughts in the Zion Lab community Transcript available with the video in the Zion Lab community Highlights Bart and James discuss the importance of building relationships, the role of agency, and the impact of mentorship on personal and professional growth. 00:03:26 – Relationship Between Bart and James 00:04:04 – Bart’s Mission Presidency Experience 00:05:07 – Mentorship Principles 00:07:58 – Bart’s Influential Mentors 00:09:14 – James’ Background Before the Mission 00:10:11 – James’ Decision to Serve a Mission 00:12:11 – First Impressions of Bart as Mission President 00:13:01 – James’ Initial Struggles on the Mission 00:15:14 – The Importance of Following Mission Rules 00:17:14 – Spiritual Experiences on the Mission 00:19:46 – Agency and Mentorship 00:20:29 – The Role of Agency in Life 00:24:39 – Seeking Help from Others 00:25:57 – The Impact of Mentorship 00:28:07 – James’ Career Journey Post-Mission 00:30:06 – Bart’s Mentorship Approach 00:32:38 – The Evolution of Their Mentorship Relationship 00:35:29 – Learning from Mistakes in Business 00:37:00 – The Importance of Agency in Mentorship 00:39:03 – Lessons from Personal Experiences Key Insights The Danger of Spiritual Drifting: Referring to Napoleon Hill’s Outwitting the Devil, Bart explains that a primary tool of adversary-led stagnation is convincing individuals that “drifting” or coasting comfortably through life without progressing is acceptable. A Great Mentee Attracts a Great Mentor: Finding guidance begins with the posture of the learner. True mentorship thrives when a mentee actively desires progression, remains coachable, and seeks out wisdom during times of critical personal or spiritual need. Strict Obedience Unlocks Spiritual Momentum: Reflecting on James’s early mission struggles, the guests highlight how committing to precise alignment with established standards (like the missionary handbook) for even one week can completely shift an individual’s momentum and open doors to transformative experiences. The Dual Impact of Mentorship: True guidance is a mutual blessing. While the mentee receives navigation and structural metrics to succeed, the mentor is simultaneously sharped, humbled, and revitalized by watching the next generation progress. Leadership Applications Intervene with High-Expectation Challenges: When a ward member or missionary wants to give up, leaders can follow Bart’s example by offering a short-term, clear challenge rooted in exact covenant precision rather than immediately lowering expectations. Intentionally Bridge Generation Gaps: Leaders can structurally pair experienced members with younger adults in callings, ward council configurations, or ministering assignments to ensure that lived spiritual and temporal wisdom is actively transferred. The award-winning Leading Saints Podcast is one of the top independent Latter-day Saints podcasts as part of nonprofit Leading Saints’ mission to help Latter-day Saints be better prepared to lead. Find Leadership Tools, Courses, and Community for Latter-day Saint leaders in the Zion Lab community. Learn more and listen to any of the past episodes for free at LeadingSaints.org. Past guests include Emily Belle Freeman, David Butler, Hank Smith, John Bytheway, Reyna and Elena Aburto, Liz Wiseman, Stephen M. R. Covey, Benjamin Hardy, Elder Alvin F. Meredith III, Julie Beck, Brad Wilcox, Jody Moore, Tony Overbay, John H. Groberg, Elaine Dalton, Tad R. Callister, Lynn G. Robbins, J. Devn Cornish, Bonnie Oscarson, Dennis B. Neuenschwander, Kirby Heyborne, Taysom Hill, Coaches Jennifer Rockwood and Brandon Doman, Anthony Sweat, John Hilton III, Barbara Morgan Gardner, Blair Hodges, Whitney Johnson, Ryan Gottfredson, Greg McKeown, Ganel-Lyn Condie, Michael Goodman, Wendy Ulrich, Richard Ostler, and many more in over 800 episodes. Discover podcasts, articles, virtual conferences, and live events related to callings such as the bishopric, Relief Society, elders quorum, Primary, youth leadership, stake leadership, ward mission, ward council, young adults, ministering, and teaching.

Activision Blizzard shareholders agree to $250 million ​“Call of Duty” settlement. Quantum computing stocks gain momentum, Google appeals federal ruling over monopolized online search. MP3 Please SUBSCRIBE HERE for free or get DTNS shows ad-free. A special thanks to all our supporters–without you, none of this would be possible. If you enjoy what you seeContinue reading "Report: US Administration Approves $9B Nvidia Chip Intelligence Agency Deal – DTH"

In this episode, I sat down with the powerhouse duo behind Pop'N Creative, Jessica Lane Alexander and Lori Hall McKissic. These two met years ago at Turner Broadcasting and spent years rising through the ranks of some of the biggest names in media and entertainment, including TBS, TNT, UPTV, and TV One, before finally betting on themselves. Their story is one of calculated risk, deep friendship, and relentless creative vision.I was so excited to finally get them both on the show and dig into the real behind-the-scenes of how Pop'N Creative came to be. They walked us through the eight-week planning process over dinners and drinks that turned into a real business, how they launched in February 2020 (yes, right before the pandemic), and how they survived and thrived when the world shut down. They bootstrapped everything, pivoted their model on the fly, and landed clients like Freeform, Hulu, and National Geographic along the way.We also got into the money conversation because the glitz and glamour of events and activations has a whole financial infrastructure behind it. We talked about payment terms, cash flow management, how to structure agency contracts, and what it really takes to grow to the $4 million revenue range as a small boutique agency. If you are building something in the creative or service space, this one is full of gems.Main TakeawaysStart before you are fully ready: Pop'N Creative launched in February 2020, and the pandemic that followed actually forced them to pivot into a social-first model that helped them grow.Use the 60% rule: Before leaving your full-time job, aim to have 60% of your target salary locked in through contracts so you have enough security to leap without operating from fear.Master cash flow, not just revenue: Payment terms of net 60 to net 90 are common in the agency world, so having a business line of credit and a great accountant are non-negotiable early hires.Your network IS your net worth: From their first capabilities presentation to their Cannes Lions shortlist, every major win came from relationships they had built over years in the industry.Highlights Include00:53 - Jessica and Lori share their individual career journeys through Turner, Kellogg Business School, Microsoft, UPTV, and TV One09:07 - The moment Jessica first told Lori "we could do this ourselves" and how she pitched the idea twice before it stuck10:35 - How they tested the business concept during eight weeks of structured planning sessions over dinner and drinks13:38 - Launching Pop'N Creative in February 2020, just weeks before the pandemic shut everything down14:01 - How Lori's unexpected layoff during the pandemic became the best thing that ever happened to her entrepreneurial journey19:06 - Landing their very first capabilities presentation with Freeform (Disney) and wowing a room of 15 people on their first try25:27 - How they bootstrapped and self-funded Poppin to retain full autonomy, and what happened when their first big event contract got canceled27:49 - The Hulu skating rink at Essence Festival and how they pivoted to experiential work post-pandemic47:14 - Pitching National Geographic on a wild-card Fashion Week idea with holographic animals that got shortlisted at Cannes Lions59:31 - Their parting advice: the 60% rule for leaving your job and why finding a business partner or lieutenant makes all the differenceLinks Mentioned in This EpisodePop'N Creative Website: https://www.popncreative.comWatch & ListenWatch this episode on YouTube and listen on all podcast platforms:Apple Podcasts: https://podcasts.apple.com/us/podcast/side-hustle-pro/id1126021323Spotify: https://open.spotify.com/show/13qDj08lBR4ymzGhXIKy8tYouTube: https://www.youtube.com/sidehustleproSocial MediaPop'N Creative: @popncreativeJessica Lane Alexander: @LaneJessDLori Hall McKissic: @loriJAY Hosted on Acast. See acast.com/privacy for more information.

Dan and Ian are joined by Jeff Picaro of meetwingman.com to recap lessons from the DC Mexico event and share five trends for 2026 in bootstrapped, location-independent businesses. In this episode: • Why organic traffic is rebounding and how legacy publishers can compound results via Google, LLMs, and AI repurposing • Why companies with strong SOPs and systems are translating fastest to AI-enabled workflows and higher margins (especially agencies) • How org charts may shift from pyramids to circular, data-centered “hive mind” models with new technical and client-facing roles • Why many founders who started with AI-driven layoffs are rehiring as capacity and demand expand • Why bootstrappers should consider going upmarket, raising contract value, and pursuing bigger customers and deals. Thanks to this week's sponsor Wayfront — the AI-ready operating system for productized agencies. One client portal. One team dashboard. All your data, AI-accessible. TMBA listeners get an extra free month on top of the trial at wayfront.com/tmba. Resources mentioned: Jeff Picaro E-Myth Revisited by Michael Gerber Work the System by Sam Carpenter The 4-Hour Workweek by Tim Ferriss Jack Dorsey's blog post on the circular org chart (published during Block layoffs) Supabase GitHub More Business Resources Upcoming DC Events Tropical MBA is a podcast for entrepreneurs building location-independent businesses. Subscribe for weekly episodes on business, money, and the entrepreneurial lifestyle. Hang out exclusively with 7+ figure founders in DC BLACK https://dynamitecircle.com/dc-black CHAPTERS: (00:00:00) Welcome and Guest Intro (00:00:59) Why Events Spark Growth (00:02:45) Trend 1 Organic Returns (00:07:25) Trend 2 Systems Win (00:13:02) Trend 3 Org Charts Shift (00:17:22) Sponsor Wayfront Break (00:18:48) Trend 4 Layoffs to Hiring (00:25:54) Trend 5 Go Upmarket (00:32:23) Wrap Up and Takeaways (00:34:46) Outro and Resources CONNECT: Dan Andrews is the co-founder of Dynamite Circle, author of Before the Exit, host of the Tropical MBA podcast, and an entrepreneur who has successfully launched and scaled multiple 7-figure businesses. Email Dan@tropicalmba.com PLAYLIST: The $10K Projects You Never Do (AI Just Changed That) How to Build a 6-Figure Digital Business with Claude Code We Got Claude-Pilled

Are you a “high agency” person?The tech world has been buzzing about the benefits of being a “high agency” person: someone who doesn't wait for permission to pursue their own agendas. And that idea has been trickling out into the wider culture - for instance, posts that say things like “you can just do things,” or “when you remember you have free will.” High agency's wider appeal speaks to some of our biggest anxieties and existential questions, like: do we have control over our lives? And what do we risk to achieve the things we want?Brittany is joined by Sophie Haigney, a journalist and critic who wrote about high agency for The New York Times, and Max Read, a journalist and editor of the Read Max newsletter, where he covers trends, tech, politics and culture.(00:00) Are you a "high agency" person?(03:09) High agency's appeal in Silicon Valley(06:33) High agency people vs. agentic AI(11:27) Do we really have control over our own lives?(14:11) High agency and the gambler's mindset(19:01) When high agency means logging offFor more episodes about agency in our modern world, check out:The joy of breaking up with dating appsThe high cost of getting food delivered.Make life harder (and better): Learn another language.Support Public Media. Join NPR Plus.Follow Brittany on Instagram: @bmluseFor handpicked podcast recommendations every week, subscribe to NPR's Pod Club newsletter at npr.org/podclub.See pcm.adswizz.com for information about our collection and use of personal data for sponsorship and to manage your podcast sponsorship preferences.NPR Privacy Policy