Podcasts about AIM

Very soon after it was completed in 1842, the Bunker Hill monument started to be about a lot more than just the battle that took place on June 17, 1775. Research: "Battle of Bunker Hill." Britannica Library, Encyclopædia Britannica, 18 Nov. 2025. libraries.state.ma.us/login?eburl=https%3A%2F%2Flibrary.eb.com&ebtarget=%2Flevels%2Freferencecenter%2Farticle%2FBattle-of-Bunker-Hill%2F18086&ebboatid=9265928. Accessed 8 Jun. 2026. Markoe, Lauren. “Gun Owners take Aim at New Law.” The Patriot Ledger. Oct. 10 and 11 1998. National Park Service. “Peter Brown.” Last updated 2/26/2025. https://www.nps.gov/people/peter-brown.htm National Park Service. “Remembering Revolution: Bunker Hill Monument.” Last updated 1/2/2025. https://www.nps.gov/bost/remembering-revolution.htm#27EBF851-37AB-4F4E-AA50-9BEDD914F0CC Webster, Daniel. “Dedication Speech for the Unveiling of the Bunker Hill Monument.” 6/17/1843. Via American Battlefield Trust. https://www.battlefields.org/learn/primary-sources/dedication-speech-unveiling-bunker-hill-monument National Park Service. “The Bunker Hill Monument Association: Expressing Gratitude and Patriotism.” Last updated 1/22/2024. https://www.nps.gov/articles/000/bhma.htm National Park Service. “Bunker Hill Lodge.” Last updated 1/12/2026. https://www.nps.gov/articles/000/bh-lodge.htm National Park Service. “King Solomon's Lodge.” Last updated 3/30/2023. https://www.nps.gov/articles/000/bh-ksl.htm Warren, George Washington. “The history of the Bunker Hill monument association during the first century of the United States of America.” Bunker Hill Monument Association. https://archive.org/details/historyofbunkerh00warr/ The Society of the Cincinnati in the State of New Hampshire. “Caleb Stark.” https://www.socnh.org/caleb-stark/ Stebbins, G.B. “May Day – North and South.” The liberator. v.16:no.21(1846:May 22). Via Digital Commonwealth. https://www.digitalcommonwealth.org/search/commonwealth:gb19h555q Mansfield, Howard. “Silent Witness.” Yankee. Mar/Apr2025, Vol. 89 Issue 2, p80-106. National Park Service. “Bunker Hill Monument Projection, 1998.” https://www.nps.gov/articles/000/bunker-hill-monument-projection-1998.htm Hay, John. “Broken Hearths: Melville's ‘Israel Potter’ and the Bunker Hill Monument.” The New England Quarterly , June 2016, Vol. 89, No. 2 (June 2016). Via JSTOR. https://www.jstor.org/stable/24718238 Purcell, Sarah J. “Commemoration, Public Art, and the Changing Meaning of the Bunker Hill Monument.” The Public Historian , Vol. 25, No. 2 (Spring 2003). Via JSTOR. https://www.jstor.org/stable/10.1525/tph.2003.25.2.55 Everett, Edward. “An oration delivered at Charlestown, on the seventy-fifth anniversary of the Battle of Bunker Hill, June 17, 1850.” Boston. 1850. https://babel.hathitrust.org/cgi/pt?id=uc1.31822038214979 National Park Service. “Irish Claims to the Revolution.” 2/26/2025. https://www.nps.gov/articles/000/irish-claims-to-the-revolution.htm “Unworthy of Concord: A Know-nothing Appeal.” Pilot, Volume 38, Number 18, 1 May 1875. https://newspapers.bc.edu/?a=d&d=pilot18750501-01.2.19&e=-------en-20--1--txt-txIN-------+%2C+4---------------- National Park Service. “Operation POW.” March 1, 2023. https://www.nps.gov/articles/000/operation-pow.htm See omnystudio.com/listener for privacy information.

Welcome back, WIFs!This week, Lauren and Michelle dive into the fascinating world of generational differences after a nostalgic night at Stand By Me sparked a conversation about Gen X, Millennials, and the experiences that shaped each generation.From drinking out of garden hoses and crafting the perfect AIM away message to navigating the transition from encyclopedias to smartphones, the sisters explore how childhood experiences influence the way we work, communicate, spend money, and view the world today.Inspired by a thought-provoking conversation between psychologist Jean Twenge and The Psychology Podcast, Lauren and Michelle discuss the cultural forces that have shaped different generations, including the impact of the pandemic, changing social norms, evolving technology, and the ways people often misunderstand one another across age groups.Press play, get cozy, and join the conversation about nostalgia, changing times, and finding appreciation for the generation you came from—and the ones that came before and after.Because no matter your generation, we're all just trying to figure it out as we go.Resources:A Cozy Night For ReadersFollow Us!Shop Our Seasonal CandlesCheck Out Our WebsiteThis episode is sponsored by Let It Be Us and Chicago Private Wealth Group.

Are you doing everything you can to boost your testosterone naturally, or could one simple mistake be holding you back?In this episode, you'll discover four science-backed strategies that may help increase testosterone, improve energy levels, support erectile function, and enhance overall men's health. You'll learn why certain exercises are more effective than others and uncover a surprising factor that could significantly impact your results. The best part is that these approaches are simple, practical, and easy to start this week.Tune in to hear the full testosterone-boosting protocol and find out how small changes could lead to big improvements in your health and confidence.--------------Key TakeawaysTestosterone naturally declines with age.Squats activate major muscle groups.Compound exercises support testosterone production.Hip hinges strengthen the posterior chain.Walking helps lower cortisol levels.Lower cortisol supports healthy testosterone.Aim for 7,000 steps daily.Morning workouts may increase testosterone response.Resistance training works best consistently.Better energy can appear within weeks.Libido and erections may improve over time.Long-term consistency produces lasting results.--------------Resources mentioned:Modern Man CribMediterranean DietGood Morning Wood SmoothieRenew with Dr. Anne--------------Curious about how you can boost your bedroom game and build lasting confidence? Check out the course at getwoodnow.com and start your journey to feeling like yourself again!--------------If you enjoyed this episode and want to learn more and get more tips, subscribe to The Modern Man newsletter for exclusive content delivered straight to your inbox! https://dranne.co/themodernman--------------Follow Me On:InstagramTwitterFacebookTikTokYouTube--------------For all links and resources mentioned on the show and where to subscribe to the podcast, please visit https://truongrehab.com/natural-testosterone-booster--------------Want to regain control of your sex life? It's time to reverse the effects of ED on your life. Join the Modern Man Club and embark on your journey to complete recovery and community.--------------Reveal the FREE treatment most men ignore that solves thousands of erectile dysfunction cases every year, plus the 5 biggest mistakes you must avoid if you want to say goodbye to your ED. Uncover it all in my free eBook, available to download now.https://dranne.co/ebook

Most video business owners are stuck chasing reach when what actually grows a business is resonance. In this episode, storytelling and speaking strategist Jay Acunzo joins me to break down why mattering more to the right people beats marketing to everyone, and how to communicate with enough conviction that clients seek you out instead of the other way around. If you're tired of competing on price and ready to become your market's favorite, this conversation will shift how you show up. Key Takeaways Resonance beats reach. People don't take action because you reached them, they take action because they actually care. Jay's 6-part "dialogue outline" walks a client from "how does this help me?" all the way to "I'm in, how do I start?" Don't try to be different from your competitors. Aim to be refreshing to your specific market instead. Get into your client's journey early as their "running buddy" rather than waiting at the finish line to capture demand. About Jay Acunzo Jay Acunzo is a public speaking and storytelling advisor trusted by bestselling authors, TED speakers, seven-figure coaches, and brands like Mailchimp, Wistia, and Salesforce. Before starting his advisory firm, Jay was a digital media strategist at Google and head of content for 3 organizations, including HubSpot. He's directed documentaries, hosted podcasts, and created award-winning content for innovative startups and Fortune 500 brands. Today, Jay teaches business leaders how to communicate with greater clarity, influence, and resonance. In This Episode [00:00] Welcome to the show! [06:35] Meet Jay Acunzo [12:46] Mediocre Content [21:02] What Defines A Successful Business [25:39] Stop Chasing [28:57] Winning Clients [44:03] Be Different Or Be Refreshing [45:33] Influence The Space [50:15] Communicate With Influence [53:21] Connect with Jay [53:54] Outro  Quotes "Reach is how many see it, but resonance is how much they care." —Jay Acunzo "Don't market more, matter more. If you matter more, you need to hustle for attention less." —Jay Acunzo "Don't be the best, be their favorite." —Jay Acunzo "Nobody's waking up thinking, 'I gotta call Ryan.' It is our job to tell the people." —Ryan Koral "You've been a commodity waiting around for some kind of gift." —Jay Acunzo Guest Links Follow Jay Acunzo online Links Find out more about the Studio Sherpas Mastermind Join the Grow Your Video Business Facebook Group  Follow Ryan Koral on Instagram Follow Grow Your Video Business on Instagram Get your Early Bird tickets for the Onward Summit Join the Studio Sherpas newsletter

This episode of the Dr. Joe Galati podcast discussed the top 7 strategies to reduce your chance of #cancer.Avoiding tobaccoTobacco use remains the leading preventable cause of cancer. This includes cigarettes, cigars, pipes, vaping, and smokeless products. Chemicals in tobacco damage DNA and cause cancers of the lung, mouth, throat, esophagus, bladder, pancreas, and more. Quitting at any age significantly lowers risk, with benefits appearing within weeks.Maintaining a healthy weightExcess body fat increases inflammation and hormone levels linked to at least 13 cancers, including breast, colorectal, endometrial, and kidney. Aim for a BMI between 18.5–24.9 through balanced eating and regular physical activity (at least 150 minutes of moderate exercise weekly).Avoiding risky behaviorThis covers limiting alcohol (no more than one drink daily for women, two for men), practicing safe sex to reduce HPV and HIV transmission, avoiding needle sharing, and steering clear of unnecessary radiation or toxin exposure. These behaviors directly elevate risks for liver, cervical, and other cancers.Getting routine medical careRegular check-ups and age-appropriate screenings (mammograms, colonoscopies, Pap/HPV tests, low-dose CT for lung cancer) enable early detection when treatment is most effective. Discuss family history and personal risk factors with your doctor to create a tailored screening schedule.Maintaining a diet rich in fruits and vegetablesAim for at least five servings daily of colorful produce, whole grains, and legumes. These foods provide fiber, antioxidants, and phytochemicals that help protect cells from damage. Limit processed meats, sugary drinks, and ultra-processed foods, which are linked to higher colorectal and other cancer risks.Protecting your skin against cancerUltraviolet radiation from the sun and tanning beds is the primary cause of melanoma and other skin cancers. Use broad-spectrum SPF 30+ sunscreen daily, wear protective clothing and hats, seek shade during peak hours (10 a.m.–4 p.m.), and avoid indoor tanning. Monthly self-exams and annual dermatologist visits aid early detection.Getting vaccinated against hepatitis B and HPVThe hepatitis B vaccine prevents chronic liver infection that can lead to liver cancer. The HPV vaccine protects against strains responsible for nearly all cervical cancers plus many throat, anal, and genital cancers. Both are most effective when given before exposure, ideally in adolescence or early adulthood.#cancerprevention #cancerrisk #longevity #wellness #vaccination #smoking #vegetables #skincancer #smokingHow To Reach Dr. Joe Galati and his Team:For an on-line consultation or press inquiries, contact Teresa Reyes at 713-794-0700Dr. Galati's Newsletter Sign-UpLiver Specialists of TexasGet a Copy of Dr. Galati's BookDr. Galati on FacebookMessage Dr. Galati and his team Hosted on Acast. See acast.com/privacy for more information.

This week, Kate chats with PEN15 co-creator Anna Konkle for a conversation that's equal parts silly and heavy, like the last two people awake at a sleepover asking about the meaning of life and swapping stories of their first thong. They discuss Anna's new memoir, The Sane One, and how it explores a different kind of nostalgia than her previous work, touching on topics like the grief, estrangement, and reconciliation that anchor the book, hand-slapping games like Miss Mary Mack, the kind of love for your child that's so pure it almost scares you, and what it was like to be chosen as a Filene's Basement model. Along the way, they dive into the surprising relationship between the academia of clowning and playing a 13-year-old in PEN15, reminisce about AIM, Disney Channel free previews, sleepover paranormal rituals, and spiral about gentle parenting and the importance of boredom. It's a conversation about memories, motherhood, creativity, and all the tiny emotional truths that never quite leave us, with detours more random than Kate Bosworth showing up at your local Relay for Life. Enjoy! Order Kate's NYT Bestselling book, One in a Millennial here! Text or leave a voicemail for Kate at 775-HEY-BETH! Head to cozyearth.com and use my code BETHEREINFIVE for an exclusive 20% off. That's code BETHEREINFIVE for an exclusive 20% off. And if you see a post-purchase survey, mention that you heard about Cozy Earth right here! Say YES to unforgettable moments with Liquid I.V.'s NEW Hydration Multiplier Sugar-Free Ring Pop. Tear. Pour. Live More. Go to LIQUID-IV.COM and get 20% off your first purchase with code BETHEREINFIVE at checkout. Go to helixsleep.com/bethereinfive for their Fourth of July Sale for 20% off Sitewide. Make sure you enter our show name after checkout, so they know we sent you!  Right now, you can save up to $230 on the 12 piece cookware set vs buying the products individually. If you spend over $495 you will receive a Butcherbox for FREE. Plus if you spend over $795 you can also get a FREE cast iron grill pan! Visit Carawayhome.com/BTIF10 to take an additional 10% off your next purchase.

The Aim of Gospel Ministry. The Atmosphere of Gospel Ministry.

I greet you in Jesus' precious name! It is Saturday morning, the 20th of June, 2026, and this is your friend, Angus Buchan, with a thought for today. We start in the Book of Hebrews 11:1“Now faith is the substance of things hoped for, the evidence of things not seen.” Then we go down to verse 6: “But without faith it is impossible to please Him, for he who comes to God must believe that He is, and that He is a rewarder of those who diligently seek Him.”Folks, I want to tell you, Abraham was a very wealthy man, he left everything, by faith, and went to an unknown destination. Now, that takes faith. But if we go to James 2:23, the scripture says that “Abraham believed God, and it was accounted to him for righteousness.” If you want to please God, we need to walk by faith and not by sight. We need to believe in things that we cannot see but we need to trust the word of God and nothing else.A man phoned me the other day. He was so sad - his brother had just lost his whole crop for the whole year. A hailstorm came through and destroyed his avocado pears and his maize crop. The young man is devastated. I want to say to you, if you are listening to this message, young man, I do really understand. I have been there, not once but many times, but one thing that will come out of this, if you allow the Lord to take full control, your faith will grow. That's how faith grows. Faith grows when we walk the talk and we stand by faith. “Even though He slay me”, another farmer said, “yet will I still trust Him.” You will find that in Job 13:15.I have got something I put up on the wall in my prayer room. I have stuck it on the wall with Prestik because it is important to me. This is what I have written: “From start to finish by faith, not by effort, not by good works, but by faith.” "It is through faith that a righteous person has life.” Romans 1:17. Mark 11:22: “Have faith in God.” Aim higher, go further, trust more and the mountain must move, and let there be no doubt in what you are doing, and Jesus Christ will do the rest in your life.Jesus bless you and have a wonderful day.Goodbye.

Aimé Flemm: Output Owners vs Activators — Two Product Owners Who Defined Aimé's Career Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   In this episode, Aimé reflects on two Product Owners — one who showed him what greatness looks like, and one who taught him the cost of structural malpractice. The contrast is structural as much as personal. The Great Product Owner: The PO As Activator "Our product owner was really able to persuade the larger group of 60 people and activate them." - Aimé Flemm   When Aimé's company moved to LeSS, they collapsed seven Product Owners down to four — and effectively one head PO who had to step up. "All of a sudden had this one product owner who needed to step up his game — to become this leader who's visionary, who has some kind of charisma." The structure forced the role to grow. The new PO had to lead 60 people, not five. And he did it. Not by writing more stories or shoving work harder, but by becoming an activator — visionary, charismatic, able to rally people behind a product direction. Aimé's framing: structure created the conditions for greatness. Reduce PO count, increase scope per PO, and the role has to step into real product leadership. "It doesn't happen too often that you get the opportunity to really have THE product owner in the company, and just the one."   Self-reflection Question: Does your structure give your PO room to be a leader — or does it force them to be a story-writer for one team? The Bad Product Owner: The Team-Manager-In-Disguise "What this product owner really did was just managing the team. He had the power to hire and fire, to decide on promotions, pay raises." - Aimé Flemm   Aimé's second PO ever was the opposite of an activator. He was a team manager in disguise — with full hire/fire authority and control over promotions and pay raises. He showed up about 15 minutes a week. "Just telling them, 'oh yeah, this is good, you should do this and do this,' and then he was gone for the rest of the week." What followed was textbook decay: an avoidant team, no initiative, refusing workshops and improvement work. "It became a collection of individuals, all on their own island. Just fixing their own work, just to make sure that they looked good." Aimé himself couldn't push back — his own job security ran through the same person. As Vasco named it in the conversation: these aren't product owners — they're output owners. Work-shovers. Proxies. The dynamic kills product value over time, because nobody is steering toward the customer.   Self-reflection Question: Is your PO an activator who rallies people behind a vision — or a proxy who shoves work from one inbox to another?   [The Scrum Master Toolbox Podcast Recommends]

This week, we begin proceedings with a look at the contrasting fortunes of two UK wealth managers: Aim-traded Tatton Asset Management (TAM) continues to reap rewards from its dominance of the model portfolio market. But its older rival, Rathbones (RAT), ran into trouble this week when it announced it would temporarily stop accepting investments from some higher-risk clients following a review by the regulator. Chris Akers is with us to shed some light on both situations.After that we look at online retailer AO World (AO.), which continues to make a better fist than it once did of operating in an environment of shaky consumer confidence. Erin Withey will talk about the company's growth strategy and its plans to return money to shareholders.Lastly we turn to Castings (CGS), the 190-year old foundry operator that sells into the HGV market. Mark Robinson is here to analyse its recent results and to consider whether this is a turnaround situation.Timestamps00:00 Intro01:03 Wealth Managers09:47 AO World20:22 CastingsListen to more podcasts from Investors' Chronicle on Apple, Spotify and YouTubeInvestors' Chronicle has supported private investors in the UK for over 160 years by highlighting rewarding investment opportunities. Investors' Chronicle is a service by the Financial Times. Hosted on Acast. See acast.com/privacy for more information.

Here in eastern Massachusetts, you can't take more than a few steps without tripping over a marker or a monument to the American Revolution. Middle school students take field trips to where it all happened: the Boston Massacre, Lexington and Concord, and Bunker Hill. Teachers present the war as the struggle of humble farmers and merchants to free themselves from the clutches of the British Empire.  The University of California Berkeley historian Brian DeLay, PhD '04, author of the forthcoming book, Aim at Empire: American Revolutions, Arms Trading, and the Birth of US Empire, 1763–1815, says that the great paradox of the Revolution was that the Patriots were fighting not only for their independence, but also for an empire of their own—one that rolled through the lands of indigenous peoples west of the boundary set by the British at the end of the Seven Years War in 1763. Moreover, DeLay says the Revolution was one of many that spread across the Americas over a 50-year period in the late 18th and early 19th centuries. The common thread throughout these conflicts—and the determinant of success and failure—was often access to guns and ammunition.

HT2656 - Big Things Are Made from Little Things One of the great lessons from my dad who was also my coach, is an approach to making progress. He used to say that "inch by inch is a cinch, yard by yard is hard." Doesn't this equally well apply to art making? If you want to create a big thing like a book, an exhibition, a digital publication, a lifetime of creative output, the path to do so is one capture at a time, one processed image at a time, step by step, accumulating little successes one at a time. Aim for the Big; work the Small. Show your appreciation for our free weekly Podcast and our free daily Here's a Thought… with a donation Thanks!

Episode SummaryThis week on Home In Progress, Dan dedicates the whole show to bathroom remodels -- why they're trending, and how to think one through before spending anything. He covers the tub-or-shower decision, storage planning, lighting that stops working against you, upgrades worth baking in while walls are open, aging-in-place choices, and a full closing section on painting the bathroom right. A practical episode worth saving if a bathroom is anywhere on your horizon.In This Episode[00:00] -- Bathrooms Are Trending[02:15] -- Start With What Bugs You[05:04] -- Tubs or Showers First[07:45] -- Freestanding Tub Reality Check[10:43] -- Tub to Shower Conversion[13:41] -- Storage That Fits Life[16:15] -- Smart Storage Ideas[18:31] -- Bathroom Lighting Problems[19:25] -- Why Mirrors Make You Cringe[20:22] -- Fixing Harsh Shadows[21:43] -- Layered Lighting Basics[22:14] -- Mirror Task Lighting[23:56] -- Sconce Placement Tips[24:54] -- Shower and Night Lighting[26:02] -- Bulb Temperature Consistency[28:00] -- Remodel Upgrades to Add[30:44] -- Aging in Place Choices[33:52] -- Bathroom Paint Essentials[37:02] -- Paint Cure and Humidity[39:10] -- Prep and Tight Spaces[41:19] -- Ceilings and Caulk[43:05] -- Wrap Up and Store DealsBathrooms Are Trending [00:00]Bathroom remodels aren't overtaking kitchens -- kitchens are still the most popular project -- but bathrooms are closing the gap. They're smaller, usually less expensive, and more manageable. And the daily impact is bigger than most people give them credit for. If a kitchen remodel feels out of reach right now, a bathroom is worth serious consideration.Start With What Bugs You [02:15]Before looking at tile or faucets, walk through the bathroom you have and write down everything that bothers you. Not what you'd love to have -- what actually annoys you about the space right now. A lot of renovations look great but feel disappointing because they didn't solve the actual problems. New finishes don't fix a bad morning. Start with what the bathroom needs to fix, then work forward from there.Tubs or Showers First [05:04]The shower or tub is the biggest decision in any bathroom remodel and where serious money gets spent. Dan breaks it into two parts: what fits your life better (some people love a bath; others haven't taken one voluntarily in years), and what fits your existing bathroom layout. Getting swept up in a vision without looking honestly at the space is where projects get expensive.Freestanding Tub Reality Check [07:45]A freestanding soaking tub is a popular idea that can get complicated fast. Most existing bathrooms have an alcove setup -- tub against three walls, drain in place, plumbing at one end. Switching to a freestanding tub means relocating the drain, addressing the floor and walls after the old surround comes out, and making sure there's enough clearance around the tub for it to look intentional.The alternative worth knowing about: deeper alcove tubs, drop-in tubs, or soaking tubs designed to fit a traditional footprint. These can deliver the soaking experience without requiring a full redesign. Even replacing an older alcove tub with a newer one in the same footprint can be a meaningful gain.Tub to Shower Conversion [10:43]If baths aren't your thing, converting a tub surround to a walk-in shower is often a practical fit for what most bathrooms already have. Plumbing can often stay in roughly the same location, the footprint works, and the project tends to line up more naturally with the existing space than a freestanding tub would.One thing to stop and think about first: is this the only tub in the house? Families with young kids need one. Pet owners often do too. Future buyers may care. That doesn't mean you keep it -- just means the decision should be deliberate.Storage That Fits Life [13:41]Storage isn't the exciting part of a remodel, but it may be the biggest factor in whether a renovated bathroom still feels good two weeks after the job is done. Before choosing a vanity, go back to your list of annoyances and ask honestly whether storage is on it -- and whether it should be.The practical question isn't what vanity looks good. It's what the vanity needs to do. Drawers let you see what you have; deep cabinets swallow things. A vanity drawer with a built-in outlet keeps hair tools off the counter. Storage that matches how you actually live beats storage that just looks organized in the showroom.Smart Storage Ideas [16:15]If the footprint isn't changing, there are usually more options than it feels like. Going vertical -- tall cabinets, shelving from counter to ceiling, built-in storage above the toilet -- can add meaningful capacity without touching the floor plan. Recessed medicine cabinets don't have to look like the metal box from 1978; modern versions are framed, mirror-faced, and look like part of the room. And awkward spots -- a dead corner, a gap beside the vanity -- are worth a second look.Better storage organization inside existing space also counts: drawer organizers, pull-outs, a bottom drawer for towels or toilet paper. Build the answer in. Don't assume things will find a home after the remodel if they haven't found one yet.Bathroom Lighting [18:31]Bathroom lighting is often bad in ways people don't fully notice. One harsh overhead fixture, or a row of bulbs above the mirror, creates shadows on the face -- under the eyes, under the nose, under the chin -- that make people look older and more tired than they are. If you walk into your bathroom every morning and immediately want to look somewhere else, the lighting may be a bigger factor than you think.Why mirrors make you cringe [19:25] -- Most bathroom lighting is designed to illuminate the room, not the person at the mirror. A ceiling fixture in the middle of the room does the former. It doesn't do the latter well.Fixing harsh shadows [20:22] -- Light from both sides of the mirror is significantly better than light from above. Sconces on either side spread light evenly across the face, cut shadows, and make grooming more accurate. If side lighting isn't possible, a long horizontal fixture above the mirror is better than a single small bulb.Layered lighting [21:43] -- Good bathroom lighting usually comes from more than one source. General light -- ceiling fixture, recessed lights, or both -- makes the room usable. Task lighting at the mirror is where the real work gets done. One fixture can't do both jobs well.Mirror task lighting [22:14] -- The goal is light on your face, from roughly face level. That's what reduces shadows. A fixture above the mirror alone usually can't deliver that.Sconce placement [23:56] -- Height matters. Too low creates the campfire-flashlight effect. Too high brings the shadows back. Aim for face-level illumination, and let the person who needs the most help from the lighting make the call on placement.Shower and night lighting [24:54] -- A shower with walls that block the main room's light probably needs its own fixture. A dark shower feels less clean and less comfortable than it should. Night lighting is the thing people forget: a dimmer, toe-kick lighting, or a softer secondary source lets you use the bathroom at odd hours without switching on every bulb in the room.Bulb temperature consistency [26:02] -- Cool bulbs feel sterile; warm bulbs can make whites and skin tones look strange. A warm neutral bulb is a solid starting point for most bathrooms. More important than the specific temperature is keeping it consistent across all fixtures. Mismatched bulb temperatures can make the room feel off in a way that's hard to identify -- paint reads differently in different spots, tile can shift color. Sort out lighting before finalizing paint colors or any other choices sensitive to light.Remodel Upgrades to Add [28:00]When a bathroom is torn apart, some things are much easier to add than they'll ever be again. Worth at least pricing out:Heated floors -- bathroom square footage is small, and if the old floor is already coming up, now is the time to askVentilation -- a weak or struggling fan should be replaced now, not after it causes moisture damage to a freshly renovated roomOutlet placement -- if outlets are always in the wrong spot, fix it while walls are openShower niche -- easier to build in now than to add laterShower lighting -- while the walls are accessibleBlocking for grab bars -- you may not want them now, but blocking costs almost nothing during a remodel and makes installation easy whenever you doAging in Place Choices [30:44]If you plan to be in the home long-term, a remodel is a good moment to make choices that work better as you age. This doesn't have to look like a care facility. Options have improved considerably. A curbless shower can look modern. A wider shower entry feels more open. A shower bench can feel spa-like. A handheld...

Aimé Flemm: Renting The Change vs Owning It — Why LeSS Transformations Get Reversed Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "They rented the change instead of owning it." - Aimé Flemm   A year ago Aimé helped his Dutch employer adopt LeSS. The teams are happy. They're performing well. And now, he's watching it all get pulled apart. The company was acquired by a German parent that's "actually really German" — traditional, command-and-control. The parent wants to "align" all its companies and is pushing to revert the LeSS structure back to component teams. Why? Because higher management never went to the trainings. They never went through the change themselves. They signed off on it, but they didn't internalize it. And now the loud-but-few voices of the status quo are reaching upward, and management is panicking. That's what Aimé means by "renting the change" — you got the lease, you never bought the building, and the moment pressure rises, you walk away. His experiment for the next sprint, sharpened in this conversation: stop trying to defend the structure. Start a conversation with management to co-create success metrics for the merger itself. Decouple the structure from the definition of success. As long as the merger succeeds, the structure can stay fluid. Speak their language. And remember: coaching is the cherry on top — about 5% of the real gains. The big improvements live in the structural changes.   Self-reflection Question: When you sold your last change to upper management, did they buy it — or are they renting? And what's your plan for the moment when they want to give back the keys?   [The Scrum Master Toolbox Podcast Recommends]

We have spent years pulling friction out of healthcare. That work is right and it should keep going. This week Reed Smith and Chris Boyer come at it from the other side and ask what the friction that remains is trying to tell us. The frame comes from Jon Acuff, who argues that the size of the inconvenience a person will tolerate points to what they actually value. Aim that at patients and the data gets more honest than any survey. A patient who drives forty minutes past three closer hospitals for a specific surgeon is showing you a commitment you could never manufacture. A patient who hits a wall of hold music and no-shows rather than fight through it is showing you something too. The first is loyalty. The second is a system breaking in a way the industry keeps logging as patient disengagement. One thing complicates the read. Tolerance only counts as a signal when the patient had a choice. The drive past closer options can be a referral lock, a narrow network, a single in-network plan or rural geography with no second door. Read that patient as loyal and you let an access failure pass as a win. Then Reed and Chris flip the lens onto the organization. The initiatives that survive a budget cycle or a leadership change tend to be the ones where someone absorbed real organizational pain on purpose. Most good ideas in healthcare don't fail because they were wrong. They stall because the inconvenience of doing them outran the conviction behind them. In this episode, Chris and Reed cover: Why a patient's tolerance for friction reads more honestly than a satisfaction score The line between the friction tax you impose and the friction patients accept on purpose When loyalty is really a captured patient with no alternative The four inconveniences that quietly kill good initiatives inside a health system How to score an initiative's inconvenience against the commitment behind it If purpose shows up in what you're willing to put up with, your roadmap already knows which bets you believe in. Mentions from the Show: Accenture, patient loyalty and provider selection research (access as a top factor when choosing a provider): https://www.accenture.com/us-en/insightsnew/health/difference-between-loyalty-leaving TP483, The Market That Competition Forgot: https://touchpoint.health/podcast/ CONFIRM slug TP485, Digital Equity Is Health Equity: https://touchpoint.health/podcast/ CONFIRM slug Reed Smith on LinkedIn: https://www.linkedin.com/in/reedtsmith/ Chris Boyer on LinkedIn: https://www.linkedin.com/in/chrisboyer/ Chris Boyer website: http://www.christopherboyer.com/ Chris Boyer on BlueSky: https://bsky.app/profile/chrisboyer.bsky.social Reed Smith on BlueSky: https://bsky.app/profile/reedsmith.bsky.social Learn more about your ad choices. Visit megaphone.fm/adchoices

This episode of The Behavioral View explores collaboration between behavior analysts, school psychologists, special education teachers, and other professionals serving students across educational and clinical settings. The panel discusses practical strategies for building rapport with school teams, coordinating assessment and intervention efforts, and aligning goals across disciplines to improve learner outcomes. To earn CEUs for listening, click here, log in or sign up, pay the CEU fee, + take the attendance verification quiz to generate your certificate! Don't forget to subscribe and follow and leave us a rating and review. Show Notes: References Snyder SM, Huber H, Hornsby T, Leventhal B. (2024). Overlapping Training and Roles: An Exploration of the State of Interprofessional Practice between Behavior Analysts and School Psychologists. Behavior Analysis in Practice, 17(3):880-892. doi: 10.1007/s40617-023-00904-y Baer, D. M., Wolf, M. M., & Risley, T. R. (1968). Some current dimensions of applied behavior analysis. Journal of Applied Behavior Analysis, 1(1), 91–97. Cooper, J. O., Heron, T. E., & Heward, W. L. (2020). Applied behavior analysis (3rd ed.). Pearson. Resources CentralReach Institute: https://centralreach.com CR Assessments (ABLLS-R, AFLS, AIM): https://centralreach.com National Association of School Psychologists (NASP): https://www.nasponline.org The Behavioral View Podcast School-Wide Positive Behavioral Interventions and Supports (PBIS): https://www.pbis.org Multi-Tiered System of Supports (MTSS) Center

Aimé Flemm: Culture Follows Structure — Why Some Teams Self-Destruct By Design Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "Culture follows structure. The destructive tendencies of a team are the consequence of how the organization is actually structured." - Aimé Flemm   Aimé doesn't blame teams when they go toxic. He looks at the org chart. At his first gig, the UX-only team grew bitter — making screens nobody used, blocked from talking to customers, drowning in dependencies. The team's behavior wasn't a coaching problem. It was a structural one. At his current company, building backend software for EV charging stations, he watched the opposite happen: leadership flipped seven component teams (backend, billing, etc.) into seven end-to-end feature teams with one Product Owner. Two-week sprints. Switching costs collapsed — they could decide on Wednesday to change direction, refine on Thursday, and have all seven teams pivot together by the next sprint. The org became truly adaptive. Aimé's question to every Scrum Master listening: is your organization fit for purpose? If the work is predictable and specialism-heavy, component teams can work. If you need adaptability, the structure has to match. Don't coach behavior that the structure forces.   In this segment, we talk about Larman's Laws of Organizational Behavior, the Star Model by Jay Galbraith, and Org Topologies.   Self-reflection Question: Look at the team you're coaching. Which of their "destructive habits" might actually be a rational response to the structure you've put them in? Featured Book of the Week: Large-Scale Scrum: More with LeSS by Bas Vodde and Craig Larman This week, Aimé recommends two books that complement each other. First — and his "holy bible" — is Large-Scale Scrum: More with LeSS by Bas Vodde and Craig Larman. "I remember reading this for the first time. It took me two weeks, the whole book. And I was just constantly texting people — 'this is it! It all makes sense now. I finally know what to do.'" For the how of organizational change — workshop ideas, possible structures, change tactics, and the people side — LeSS is the book. The companion book Aimé pairs with it is 10x Organization by Alexey Krevitsky, Roland Flemm, and Craig Larman — strong on the what and the why, with a 2x2 visual map that helps you explain to management where you are today, where the market needs you to be, and what should change. (You can also listen to our episode with Bas Vodde and our BONUS episode with Roland Flemm for a deeper view.)   [The Scrum Master Toolbox Podcast Recommends]

Meet Dr. Shawna Pandya, Canada's first named female commercial astronaut and a leading figure in space medicine. From emergency medicine to aquanaut missions and suborbital research flights, Shawna has trained to thrive in some of the most extreme environments on Earth—and soon, in space. In this episode, she shares her journey from a childhood inspired by Dr. Roberta Bondar, through neuroscience and medical training, to testing spacesuits in zero gravity and completing multiple NEPTUNE aquanaut missions.  We dive into: The challenges of spaceflight on the body and mind The "RIDGE" framework Radiation, Isolation, Distance, Gravity, Environment Using emergency medicine, diving, and piloting to build operational readiness Maintaining balance, avoiding burnout, and living a life aligned with values Preparing for her upcoming flight with Virgin Galactic Shawna's story is a masterclass in perseverance, curiosity, and aiming for the stars—literally. ***  New episodes of the Tough Girl Podcast drop every Tuesday at 7 AM (UK time)! Make sure to subscribe so you never miss the inspiring journeys and incredible stories of tough women pushing boundaries.  Do you want to support the Tough Girl Mission to increase the amount of female role models in the media in the world of adventure and physical challenges? Support via Patreon! Join me in making a difference by signing up here: www.patreon.com/toughgirlpodcast.  Your support makes a difference.  Thank you x *** Show notes Who is Shawna  Being Canada's first named female Astronaut  Her early years and growing up in the 90s Wanting to be an Astronaut since she was a child and being inspired by Dr. Roberta Bondar Simplifying things  Wanting to follow in her footsteps  Doing a neuroscience degree The influence of her parents  Girl Guides of Canada  Doing outdoor education during junior high and building her spirit of adventure  Inheriting her work ethic from her parents - thinking the normal work day was from 7am to 10pm Sharing her goal and telling people what she wanted to achieve  Taking a family trip to Australia at 12 years old and being obsessed with the Southern Night Sky  Not knowing if it will work out or not - Having to love the grind and the journey  Keeping focused on the goal  Not letting other people opinions stop her  Her parents wanting her to have a realistic career ambition  The roadmap included medicine  After doing her undergrad in neuroscience and applying for medical school Having a back up plan - just in case  International Space University - Masters Program  Asking medical school for a deferral  Doing an internship at the European Space Agency European Space Centre and making a meaningful contribution to space medicine  Dealing with criticism Having balance in her life and not suffering from burnout  Pursuing the trajectory as a research astronaut - and still maintaining her clinical hours in emergency medicine  Work life balance  Why she does't burn out Living her life according to her values  Having complete control over her schedule   Being surrounded by good people Finding fulfilment and loving what she does Being inspired to be a better version of herself everyday  Fitness and health in space  Bone density and muscle mass  Space Medicine  The challenges of space flight environment and why it's trying to kill you  The "RIDGE" Framework short for Space Radiation, Isolation and Confinement, Distance from Earth, Gravity fields, and Hostile/Closed Environments. Altered day night cycles - 1 sunrise/sunset every 90 mins - 16 sunrise - sunset cycles per 24hr period every and how it interferes with your sleep cycle Micro-gravity and how it affects your bodily systems  Physical activity as therapy and using it as a way of investing in herself.  The days she doesn't make it to the gym  Needing to change something up - or end up burning out  Learning diving skills and spending time underwater Looking for transferable skills Being operational good and a good team mate Operational environments: - emergency medicine, diving, sky diving and piloting  The importance of having aqua-naught experience  Going on 2 NEPTUNE Missions  NEPTUNE (Nautical Experiments in Physiology, Technology and Underwater Exploration) Building her space flight readiness Learning to handle stress in challenging situations  Why there is no room for ego  Using emergency medicine as an example  Escalation patterns of communication  Question - Suggestion - Statement - Command  Why there is a time and place for everything  If everything is urgent - nothing is urgent! Urgency fatigue - not knowing what do first Being aware of what tools you have at your disposal High risk - high reward scenarios  The countdown to flight  Since 2021 - the launch of private companies into space  Going to space for research  What kind of astronaut do you want to be? Being a research astronaut  Training flights as a team - and getting to fly with her good friends Kellie Gerardi  Dr. Norah Patten  Figuring out research priorities  The outreach aspects of what they do Science diplomacy  The lead up to the space flight  Managing fears and concerns  Having a job to do  Being aware of the need to be prepared  Deciding on the final payloads Dealing with periods in space  Quick Fire Questions Being an evening person Not scheduling early morning meetings Starting her day at 9am Favourite movie and favourite space movie  2007 movie - Sunshine Book inspiration - Chris Hatfield - An Astronaut's guide to Earth  Music inspiration - liking high adrenaline workout play lists  Liking the John Wicks Soundtrack  Beach or mountains.. Favourite food at home and in space High RPM skipping Rest and relaxation Her love for birds - having a 56g Lovebird - 'Jules'  Mantra and words she lives by - 'You've got this" Words from mum - "Keep going" - "Keep moving" Words from dad - "What's the difference between success and activity? Success is eating tomato soup with a spoon, activity is eating tomato soup with a fork" How to connect and follow along on social media Final words of advice and wisdom for other girls who want to pursue  Pick what you want to do, aim to be really, really good at it.  Aim to become the hardest working person in the room. Because the work ethic is free. Work really hard to get to where you want to be and then act like you belong there, because you do. You just need to make space for yourself.    Social Media Website: shawnapandya.com  Linkedin: www.linkedin.com/in/shawnapandya  Instagram: @shawnapandya  Facebook: @shawnapandyaofficial  

Every HR professional knows the feeling: a complaint comes in, and you sense that whatever you do next could be read back to you under oath. This week, Pete Wright sits down with AIM HR Solutions' Sarah Piscatelli and Tom Jones to talk through how to run a workplace investigation that actually holds up — starting with the question employers ask most, "Do I even have to investigate?"From anonymous complaints and he-said-she-said standoffs to the difference between a real policy violation and ordinary workplace drama, the conversation gets practical fast. Along the way: who should hold the pen, when to call in an outside investigator, why you can't promise the confidentiality everyone wants, and the retaliation trap that snares companies even after they've won. Plus, what invisible recording devices and AI note-takers mean for HR in a two-party-consent state.Links & NotesAIM HR Solutionshttps://aimhrsolutions.comHRInfo@AIMHRSolutions.com | 617-488-8321AIM HR Helpline (for AIM members)https://aimnet.org/hr-helpline/800-470-6277 | helpline@aimnet.orgMonday–Friday, 8:30 a.m.–5:00 p.m. ETEEOC — Questions and Answers: Enforcement Guidance on Retaliation and Related IssuesMassachusetts Commission Against Discrimination (MCAD)Massachusetts Wiretap Statute — M.G.L. c. 272, § 99 (two-party consent / interception of wire and oral communications) AIM HR Solutions Training CatalogAIM members can reach the HR Helpline at 800-470-6277 or helpline@aimnet.org for inquiries Monday through Friday from 8:30 a.m. – 5:00 p.m. (EST). Email requests will be responded to within 24 hours. 

Aim low and hit - Entertaining speech at TT groupAim low and hit - Spotify #aim #speech #entertainment #nagendrabharathi #toastmaster My Poems/Stories/Articles in Tamil and English are available at https://www.amazon.com/author/nagendrabharathi

This week Nick talks to Alk BrandAlk Brand is a global agribusiness leader and the Chief Executive Officer of Wynnstay Group PLC, one of the UK's leading agricultural supplies businesses. With more than two decades of executive leadership experience, he has led major food, agriculture, and supply chain organisations across five continents, including serving as Global CEO of Westfalia Fruit and Hans Merensky Holdings, Managing Director of Richardson Milling, and CEO of Pioneer Foods UK. Nick and Alk discuss Alk Brand's lifelong connection to agriculture, from growing up on a farm in South Africa to leading major global agribusinesses and becoming CEO of Wynnstay Group. The conversation explores Wynnstay's role in supporting UK food security through its feed, arable, grain trading, and retail operations, as well as the company's growth strategy, investment priorities, and transformation programme, Project Genesis. They discuss the resilience of British farmers, the importance of rural communities, sustainability, innovation, logistics, and technology in modern agriculture, alongside the opportunities for expansion through organic growth and acquisitions. Alk also shares his leadership philosophy, his optimism for the future of UK agriculture, and his belief that Wynnstay can continue to grow by becoming an increasingly integrated and valuable partner to farmers across the UK. Book Choice The Goal by Eliyahu M GoldrattMusic ChoiceAmazing Grace by Aretha Franklin This content is issued by Zeus Capital Limited (“Zeus”) (Incorporated in England & Wales No. 4417845), which is authorised and regulated in the United Kingdom by the Financial Conduct Authority (“FCA”) for designated investment business, (Reg No. 224621) and is a member firm of the London Stock Exchange. This content is for information purposes only and neither the information contained, nor the opinions expressed within, constitute or are to be construed as an offer or a solicitation of an offer to buy or sell the securities or other instruments mentioned in it. Zeus shall not be liable for any direct or indirect damages, including lost profits arising in any way from the information contained in this material. This material is for the use of intended recipients only.

Aimé Flemm: Why Solo Scrum Masters Get Fired — The Coalition Of The Willing Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "It doesn't make sense to try and change a system of 2,000 people on your own." - Aimé Flemm   Three months into his first gig out of consultancy, Aimé got the call: you're fired. He was at a Dutch pension fund — 2,000 people, deeply ingrained legacy structure — serving as Scrum Master to three component teams, including a UX-only team that couldn't ship anything end-to-end. Full of ambition and fresh ideas from a meetup, he pushed to restructure the teams to be cross-functional. His manager said "yeah, go for it." But Aimé was the only one pushing. He was, in his words, "poking and fighting the system way too much that they had built." So they didn't extend the contract. The lesson he carries from that firing reshaped how he approaches every change initiative since: do not try to do it alone. Find the coalition of the willing first — other Scrum Masters, other change agents, the volunteers — and build a network before you start pushing structural change. Use Scrum Master Syncs, communities of practice, even pizza budgets. Let the change spread like an oil spill. It takes time. It doesn't happen overnight. But you'll still have a job at the end of it.   In this episode, we refer to the coalition of the willing and change management tactics for Scrum Masters working in resistant systems.   Self-reflection Question: Where in your current organization are you trying to change the system alone — and who could become your first ally if you stopped pushing and started recruiting?   [The Scrum Master Toolbox Podcast Recommends]

Lisa Woodruff is the founder and CEO of Organize 365 and host of the Organize 365 podcast (24M+ downloads). A former teacher with a PhD in applied psychology, she's the author of six books, including her newest release, Escaping Quicksand. Key Discussion Themes Why cleaning up isn't the same as organizing — and what "Swiss cheese organizing" quietly costs you The declutter → organize → productivity cycle, and why analog comes before digital Perfectionism vs. excellence, grace, and the internal shifts behind staying organized Self-funding a PhD to research whether organizing systems improve executive function Listener Takeaway Organization is a learnable skill, and the most durable changes are internal. Aim for excellence instead of perfection, focus on the spaces that stay organized, and just start. Guest Website organize365.com Connect with Lisa Instagram: instagram.com/organize365 Book (Escaping Quicksand): escapingquicksand.com

Welcome to Being a Parent is Hard! Is your older teen or young adult child feeling lost and unsure of what field or job to pursue? In this week's episode, founder of Choice Training and Coaching Solutions, Janine Friedman, discusses her "Ready, Aim. Fire" approach to helping older teens and young adults prepare for entering the workplace. Her job coaching focuses on helping her clients better understand their values, dreams, and unique strengths to determine what kinds of jobs will best meet their needs. Janine talks about the stressors and pressures of entering the workforce in today's cray world and how parents can take a hands-on approach to helping their kids with this crucial challenge. Please join us!Contactus at: beingaparentishardpodcast@gmail.com

Ze zijn overal te vinden, gedenkbankjes. In het Amsterdamse Vondelpark zijn al 248 van de 278 bankjes geadopteerd. Verslaggever Aimée Kiene ging op zoek naar welke verhalen schuilgaan achter deze bankjes. Dit verhaal verscheen eerder in de Volkskrant Voorgelezen door: Aimée KieneMontage en sounddesign: Loïs van den NoortEindredactie: Jasper VeenstraSee omnystudio.com/listener for privacy information.

Francis Anderson quit running the day his little brother beat him.Poker was different.That one stuck.Francis grew up in Poughkeepsie, New York, in a competitive family. Road races on the weekends. Soccer. School. A normal path.Then college happened.University of Albany. Accounting major. Study room poker games. $5 and $10 buy-ins.And then Jamie Gold won the 2006 WSOP Main Event.For a lot of people, Moneymaker was the moment.For Francis?It was Jamie Gold talking people into doing the wrong thing for $12 million.From there, poker got serious fast.He started playing online, driving to Turning Stone, grinding $150 nightlies with a tiny bankroll, and building a network through PocketFives and AOL Instant Messenger.Then he satellited into the Sunday Brawl, got 7th for around $10K, and told his mom he was dropping out of college.As one does.In this episode of The Table 1 Podcast, Francis joins Art Parmann and Justin Young to talk through the full ride: ♠️ Finding poker during the Jamie Gold WSOP era ♥️ Dropping out after a Sunday Brawl score ♦️ Black Friday and the Costa Rica online poker migration ♣️ Grinding with David Peters and seeing elite work ethic up close ♠️ Moving to Vegas with a tiny bankroll ♥️ Getting crushed, going nearly broke, and rebuilding ♦️ Wearing a cowboy hat and mask to disguise himself in the Monster Stack ♣️ Turning a $5K bankroll into a massive WSOP score ♠️ Winning the $800 Independence Day event for $500K ♥️ Becoming Main Event chip leader the next day ♦️ Back-to-back WPT final tables ♣️ Why he still shows up early for $800s and $1KsThis one is a real grinder story.Not overnight success.Not one heater.A decade-plus of moving countries, rebuilding bankrolls, firing bullets, getting better, and showing up again the next day.Sometimes in a cowboy hat.

CHECK OUT OUR WEBSITE FAT LOSS GUIDE- www.colossusfitness.com1- Eat MindfullyPay attention to what and how much you're eating. Avoid distractions like watching TV or using your phone while eating. Chew your food slowly and savor each bite.2- EAT BETTER FOOD!!!Prioritize protein, eat enough fibre & drink lots of water3- Understand the difference between tolerable and intolerable hungerTolerable Hunger: You're hungry, but still in control. You can focus, function normally, and wait until your next meal.Intolerable Hunger: Hunger is consuming your thoughts. You're irritable, distracted, and likely to overeat when food becomes available.4- Get rid of the liquid/empty/garbage caloriesFill up with more low calorie5- Have regular consistent meals & be in a reasonable deficitAs Huberman says, “eat like an adult.”Eating regular, balanced meals and snacks can help stabilize blood sugar levels and prevent extreme hunger, which can lead to overeating.6- Manage Stress & Get Enough SleepLack of sleep can disrupt hunger hormones, leading to increased appetite. Aim for 7-9 hours of quality sleep per night.Listed points:Thanks for listening! We genuinely appreciate every single one of you listening.➢Follow us on instagram @colossusfit➢Apply to get your Polished Physique: https://colossusfitness.com/

Book - Get the recently released DADAWESOME book on Amazon. Amazon Review - leave a short Amazon review to help more dads learn about the book. ---------- There's NO scoreboard for a healthy marriage—and no quarterly report on your kids' souls.

Andrew got the Volvo to move under its own power and it's another week of it being painfully close to being done enough to drive. Meanwhile Andrew is continuing to chase the Coolant temp issue in the Galant, classic Mitsubishi issue. Brad has the Merkur listed on Cars and Bids. We talk some R/C with Scale Auto Cast and then discuss a little NASCAR.  Please Rate, review and subscribe to the podcast on your favorite listening platform. Comments, Questions, complaints; email us at autoofftopic@gmail.com Join the Discord, message us on the socials for a link. Keep your cars analog and Aim for the Roses!

In this episode of The Behaviorist, guest host Salena Coachman sits down with Aimée Deraco, President and CEO of Brubaker, to explore what it truly means to build a culture of ownership. As the leader of a 100% employee-owned company, Aimée shares how trust, transparency, accountability, and genuine care for others create workplaces where people feel invested in both organizational success and one another.   To learn more about Work Wisdom, visit www.workwisdomllc.com and follow us on LinkedIn and Instagram (@workwisdom). ~ ~ ~ To learn more about Brubaker, visit https://www.brubakerinc.com and follow them on Facebook and LinkedIn. 

In this eye-opening conversation, Debi Robinson and Dr. John Neustadt expose a fundamental flaw in how we approach bone health: we've been focusing on bone density instead of actual fracture risk.Drawing from 20+ years of research and clinical practice, Dr. Neustadt reveals that only four nutrients have been proven in clinical trials to reduce fractures—calcium, vitamin D, vitamin K2 (MK-4 specifically), and magnesium. He challenges the one-size-fits-all approach to supplementation and explains why popular supplements like MK-7 and strontium fall short of their marketing claims.The episode deep-dives into why bone density tests are poor predictors of fracture risk, how supplement companies mislead consumers with marketing claims that don't align with clinical data, and the critical role of gut health, sleep, hormones, and lifestyle in fracture prevention.Most importantly, Debi and Dr. Neustadt provide actionable, evidence-based strategies that women can implement immediately to actually protect their bones—without fear-based messaging.WHAT YOU'LL LEARN✓ Why bone density scores are not reliable predictors of fracture risk✓ The 4 nutrients with clinical trial evidence for fracture reduction (and the doses that actually work)✓ Why MK-7 vitamin K2 doesn't improve bone strength (and why MK-4 does)✓ How to assess YOUR individual calcium needs (most women are over-supplementing)✓ The vitamin D target range for optimal fracture protection✓ Why strontium supplements mislead consumers (and the hidden risks)✓ The role of melatonin receptors in bone health and sleep deprivation's link to fractures✓ How gut health directly impacts bone strength✓ The importance of serotonin, melatonin, and the gut-bone axis✓ HRT and testosterone replacement as part of a comprehensive bone health strategy✓ How to evaluate supplement companies and ensure they have fracture outcome data✓ Red flags when choosing bone health supplements✓ The gap between conventional medicine's approach (DEXA + medication) and integrative bone health✓ Why doctors are confused about osteoporosis (and how to advocate for yourself)ACTION STEPSGet your vitamin D tested. Aim for 30–44 ng/mL for optimal fracture protection (different from immune health recommendations).Assess your dietary calcium intake before adding supplements. If you're eating well, you may only need 400 mg as a supplement, not the standard 1,200 mg recommendation.Switch MK-7 supplements to MK-4. If you're taking a vitamin K2 supplement, verify it's MK-4 at 45 mg per day in divided doses. MK-7 doesn't reduce fractures.Check your supplement labels for strontium. If it's there, especially if the company markets it as "proven to improve bone density," consider switching to a formula without it.Prioritize gut health. Work with a practitioner to run stool tests if you have bloating, constipation, postnasal drip, or other GI symptoms. Gut inflammation accelerates bone loss.Track your sleep quality. Sleep deprivation is linked to 17% of fractures. If you're sleeping less than 6 hours nightly, prioritize this.Ask supplement companies the right questions:"Do you have fracture outcome data from clinical trials?""Will you provide a certificate of analysis showing purity and potency?""What guarantee do you offer?"Evaluate your medications. Check with your doctor: Are any of your current prescriptions contributing to bone loss? (SSRIs, certain blood pressure meds, proton pump inhibitors, corticosteroids, etc.)Consider HRT or bioidentical hormone replacement, especially if you're post-menopausal. Research shows a 40% reduction in osteoporotic fracture risk with appropriate hormone therapy.Build lifestyle foundations: Prioritize whole-food nutrition, strength training, stress management, and community connection. Oxytocin (released through physical contact) supports bone health.RESOURCES & LINKSDr. John Neustadt's Website: nbihealth.com and book Fracture-Proof Your Bones: A Comprehensive Guide to OsteoporosisDebi's website: https://debirobinson.comHealthy Gut Healty Bones Program: https://debirobinson.com/healthy-gut-healthy-bones-program-v2/Join the Community: https://debirobinson.com/the-stronger-bones-lifestyle-community/Yoga Therapy MasterClass: https://debirobinson.com/yoga-therapy-for-bones-health-mc/28-Day Stronger Bones Method: https://debirobinson.com/28-day-stronger-bonesmorning-method/Instagram: https://www.instagram.com/debirobinsonwellness/Youtube Channel: https://www.youtube.com/@debirobinsonwellness/DEBI'S TAKEAWAY"Fracture-proofing your bones isn't about chasing a higher DEXA score. It's about building the internal biochemical balance that actually prevents fractures. You have the research, you have the tools, and you have the power to take control of your bone health naturally. Use that power."

Jon Dario is an author, speaker, and retail leadership expert who has held leadership roles with some of the top companies in the retail and financial services industries including Macy's, Gap, and Bank of America. He is currently CEO of a real estate company in the metro NY area. Jon is the creator of AIM, a system that turns managers into execution machines and enables them to deliver radically reliable results. His fifth book, AIM, is available for purchase. In this episode, Jon walks through the Pyramid of Standards, a framework for defining what matters most in your business and making sure your team executes on it every day. He built it in the Gap outlet division after watching managers prioritize the wrong things while customers walked out the door.   Key takeaways: The Pyramid of Standards creates a hierarchy of what matters most—foundation first, supplemental later. Observation beats assumption. Walk your jobsites and see the business through the customer's eyes before setting standards. Follow-up frequency is the difference between standards that stick and standards that slip. Be predictable and relentless. Great leaders adopt a white belt mentality—they stay learners and unlock answers in their team instead of dictating them. Consistency and habits drive long-term success, not heroics in the bottom of the ninth.   Connect with Jon Dario: Website: https://jondario.com/ LinkedIn: https://www.linkedin.com/in/jondario/ AIM Book: https://www.amazon.com/Aim-Managers-Radically-Reliable-Results/dp/1966786778/

Here's the Ep 216 summary, following the SOP, in Richard's voice. You've worked on your vision. You've refined the message, you say it on a call, and people nod. They agree, they tell you it sounds great, and then nothing happens. Nobody moves. That quiet frustration is what today's episode is about, because vision doesn't move people just because it sounds good. It moves people when it's clear, when it's personal, when there's real tension, and when you can prove it. Sounding good is actually the trap. I'll walk you through a five-part framework I call Vision That Moves, and most leaders are missing at least three pieces of it. Episode Breakdown [00:01:25] The Reframe: Vision Is a Dream, Not a Sentence on the Wall The Hebrew root for the word vision is chazon, and it doesn't mean a tidy sentence on a wall. It means a dream, something so big you're almost afraid to say it out loud. When I went back and looked at my own vision statement, I was a little embarrassed, because what I had wasn't a dream. It was a flattened corporate sentence that moved absolutely nobody, including me. I'd sanded it down until it was safe, and safe vision is forgettable vision. The day I rewrote it as an actual dream, people started leaning in. Same leader, same team, completely different pull. [00:02:38] Move 1: Aim at the Right Altitude There are three levels of vision. Me vision, which is what the leader gets. Corporate vision, which is what the company gets. And team vision, which is what the person joining you actually gets. Almost everyone pitches corporate vision, the mission statement and the big logo on the wall, while the recruit sits there politely wondering what's in it for them. Team vision is the only altitude that answers the question they're actually asking. [00:03:17] Move 2: Get Out of the Clouds and Into the Dirt A clouds pitch says our culture is great, our technology is the best, everybody here supports each other. It sounds good and means nothing, because every one of your competitors says the exact same words. A dirt pitch is specific. It names a number, a measurable outcome, a tool out loud. People can't grab onto a cloud. They can grab onto a number. [00:03:57] Move 3: Add Tension A vision with no gap creates no movement. If where they are right now and where you're pointing feel basically the same, there's no reason for anybody to move their feet. So you lovingly name the gap. Here's where you are, here's what's actually possible for you, and here's the quiet cost of staying exactly where you are for three more years. No tension, no motion. That's not pressure, that's clarity. [00:04:28] Move 4: Bring Proof This is the one leaders skip, and it's the most powerful one you've got. The most credible thing you can ever show a recruit isn't a promise, it's a person. I had a leader recently whose biggest producer was closing two or three deals a month before she joined him, and she's doubled that since. That's not a pitch, that's proof of concept living and breathing on his team. Proof dissolves skepticism faster than any slide deck you'll ever build. [00:05:09] Move 5: Transfer the Energy Here's my actual definition of recruiting. It's a transference of energy and passion. Everything that excites you lives in the future, the milestone, the growth, the place you're all going. If you deliver your vision flat, it doesn't matter how good the words on the page are. Nothing transfers. Your genuine energy about the future is the fuel, and without it the best vision ever written just sits there in the room and dies. [00:05:42] Why It Works People don't move toward fog. The brain can't take action on something vague, so when your vision is abstract, the honest human response is a polite nod and zero behavior change. Make it specific and personal and you finally give them something to grab and pull themselves toward. Proof works because skepticism is the default setting for any good producer who's been pitched a hundred times by a hundred leaders who all sounded the same. And energy works because emotion is contagious. That's why two leaders can say the identical words and only one of them moves the room. The words were never the variable. Clarity, tension, proof, and energy were. [00:06:50] Your Small Win Tonight Rewrite your team vision for the year 2035 and start that sentence with the words, our dream is. If the new sentence doesn't make you a little uncomfortable to say out loud, it isn't big enough yet, so push it further. A vision big enough to scare you a little is the only kind that's big enough to pull other people. [00:07:20] Three Bigger Moves This Week Draft a team-level vision that names exactly what a producer who joins you gets out of the next three years, because people commit to what's in it for them. Take one abstract claim in your current pitch and replace it with a real number, a measurable outcome, or a tool you can name out loud. Then pick one person already on your team who has grown since they joined and make their story the proof you tell, which honors the producer you already have and shows every recruit that what you promise around here actually happens. Key Takeaways Vision doesn't move people because it sounds good. It moves them when it's clear, personal, full of real tension, and provable. Sounding good is the trap. Safe vision is forgettable vision. Pitch team vision, what the person joining actually gets, not corporate vision. It's the only altitude that answers what's in it for me. Get out of the clouds and into the dirt. People can't grab a cloud, they can grab a number. No tension, no motion. Name the gap and the quiet cost of staying, and that's clarity, not pressure. The most credible thing you can show a recruit isn't a promise, it's a person who changed. Recruiting is a transference of energy. Deliver your vision flat and nothing transfers, no matter how good the words are. If you want help sharpening a vision that actually pulls the right people toward you instead of just earning polite nods, reach out. Visit bookrichardnow.com and grab time on my calendar, and I'd be glad to think it through with you. And if you'd rather build it in real time, I host a biweekly working lunch where we do exactly that together. The next one's Friday June 19 at 12 PM ET. You can add it, plus all of our other 4C live events, straight to your calendar here: http://cal.ae/suuaiiw

I have been looking forward to this conversation for a while, and it did not disappoint.Michael Roderick is a return guest, who was on the show back in 2021 (episode 118), in my very first year. We lost touch for a while, and then something funny happened. His name kept coming up in rooms he was not in. A guest from New York turned out to be a friend of his. That friend introduced me to two people right here in Vancouver, and both of them knew Michael too. Before long, I had no choice but to reach out. Which, as Michael himself would say, is exactly how referability is supposed to work.Michael went from high school English teacher to Broadway producer in under two years, not because he had the right connections, but because he understood something most people miss. It is not about access. It is about interest. Today he runs Small Pond Enterprises, helping coaches, consultants, and subject matter experts build brands that are referable, messaging that is memorable, and ideas that are unforgettable.In this episode, we get into two things that I think are going to stay with you. The first is his AIM framework for referability, three principles that determine whether people talk about you when you are not in the room. The second is his brand-new Triple Threat framework, borrowed straight from the theater world, which helps experts understand how their natural thinking talents should shape the way they market themselves, build relationships, and get paid for their brains.And we close with something that felt timely and true, why this moment, with all its noise and uncertainty and AI overload, is actually the greatest opportunity for people who know how to have a real conversation.Key TakeawaysReferability comes down to three things: AIM. Accessibility, Influence, and Memory. If people cannot easily understand what you do, feel motivated to share it, and remember it well enough to talk about it later, you will stay invisible no matter how good you are.Stop leading with your solution. Most experts spend all their time talking about what they have solved. Michael makes the case that the real work is in articulating the problem so clearly that the person across the table says, that is exactly what I am going through. Trust follows from there.Know your thinking talent order. Whether you are a Scientist, Celebrity, or Magician, the order matters as much as the talent itself. Leaning into the wrong talent, because someone told you that is what marketing requires, is one of the most common reasons experts stay stuck.Magicians show, they do not tell. If innovation is your top talent, the best thing you can do is demonstrate your thinking in real time. Michael did exactly that in this conversation, breaking down my own triple threat live on air. That is the magic trick.Human connection has never been more valuable. In a world where people are spending more and more time talking to AI, a real conversation with a real person feels different. The connectors who lean into that right now are the ones who will stand out.I recommend you check out Michael and his work at: smallpondenterprises.comand if you are interested, sign up for his Daily email musings … you won't be disappointed.Or you can reach him directly at: michael@smallpondenterprises.comIn appreciation for being here, I have some gifts for you:A LinkedIn Checklist for setting up your fully optimized Profile:An opportunity to test drive the Follow Up system I recommend by checking this presentation page - you won't regret it.AND … Don't forget to connect with me on LinkedIn and be eligible for my complimentary LinkedIn profile audit – I do one each month for a lucky listener!Connect with me:http://JanicePorter.comhttps://www.linkedin.com/in/janiceporter/https://www.facebook.com/janiceporter1https://www.instagram.com/socjanice/Thanks for listening!Thanks so much for listening to our podcast! If you enjoyed this episode andthink that others could benefit from listening, please share it using the socialmedia buttons on this page.Do you have some feedback or questions about this episode? Leave a note inthe comment section below!Subscribe to the podcastIf you would like to get automatic updates of new podcast episodes, you cansubscribe to the podcast on Apple Podcasts or your favorite podcast app.Leave us an Apple Podcast reviewRatings and reviews from our listeners are extremely valuable to us andgreatly appreciated. They help our podcast rank higher on Apple, whichexposes our show to more awesome listeners like you. If you have a minute,please leave an honest review on Apple Podcasts.

A devastating injury nearly ended her dreams of becoming a pilot. SUMMARY Lt. Col. (Ret.) Jannell MacAulay '98, Ph.D., says the accident was merely the first chapter in a career defined by perseverance, service and leadership. Listen to this inspiring story on Long Blue Leadership.   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN DR. MACAULAY'S TOP 10 LEADERSHIP TAKEAWAYS 1. Choose your hard: You don't escape difficulty in life or leadership, you intentionally pick the hard path that aligns with who you want to become. 2. Let vision — not other people's verdicts — define you by holding a clear internal picture of your future that outvotes external “no's.” 3. Train your mind to eliminate the noise — unhelpful thoughts, doubts and narratives — to stay focused on what truly serves your goals. 4. Aim to harmonize your roles (leader, parent, partner, professional) across seasons of life rather than chasing a perfect work-life balance. 5. Be the calm in the storm by regulating your own stress response so your presence stabilizes your team instead of amplifying chaos. 6. Stop glorifying exhaustion and competitive stress and instead model healthy, high performance built on sleep, focus and quality over quantity. 7. Use simple daily mental skills — like mindfulness reps, the waterfall technique and a mindful minute at transitions — to protect clarity and compassion. 8. Replace “How are you doing?” with “What's going well for you today?” to surface real insight, build hope and better detect those sliding toward hopelessness. 9. Practice present, personalized recognition, because small, intentional gestures of appreciation can forge lifelong trust and loyalty. 10. When you hit a crucible moment and feel unsure you're ready, choose to commit and let the challenge grow you rather than hesitate.   CHAPTERS 00:00:00 – Introduction, Jannell's Academy injury, broken femur, and redefining “no” as possibility 00:05:54 – Her father's influence, early visions of command and flight, and limitless expectations 00:09:26 – “Choose your hard,” setting vision, eliminating noise, and turning barriers into options 00:12:22 – Air Force career breadth, strategy path, and introduction to the Syria chemical weapons mission 00:16:31 – Saying yes to Syria as a mother, family conversations, and the weight of the mission 00:19:00 – Syria as a crucible moment, inner critic vs external “no,” and committing through discomfort 00:22:17 – Identity beyond the uniform, family strain, rare eye disease, and pivot to mental performance work 00:27:06 – What stress really is, burnout, competitive stress culture, and leaders as calm vs storm 00:36:35 – Mindful leadership in action: no-email Fridays, recognition calls, and the “waterfall” technique 00:52:16 – “Breathless,” stories of Syrian mothers, legacy, and final advice to young leaders   ABOUT DR. MACAULAY BIO Lt. Col. (Ret.) Jannell MacAulay, Ph.D. '98, is a combat veteran who served 20 years in the U.S. Air Force, as a pilot, commander, special operations consultant, international diplomat and professionalism instructor. With her innovative leadership style, she was the first leader to introduce mindfulness as a proactive performance strategy within the United States military. Throughout her career she gained experience leading and building teams, designing and implementing complex organizational change, and creating innovative solutions to optimize the human weapon system when operating in rugged and high-stress environments. With over 3,000 flying hours in the C-21, C-130 and KC-10, and extensive education in performance and wellness, she specializes in high-performance under stress with a holistic approach. Dr. MacAulay currently serves as a leadership and human performance consultant for the Department of War, government sector and corporate America. She is the co-founder of Warrior's Edge, a high-performance mindset training program she developed with Pete Carroll of the Seattle Seahawks and high-performance sports psychologist, Dr. Michael Gervais. Dr. MacAulay is a graduate of the U.S. Air Force Academy, has a master's degree in kinesiology from Pennsylvania State University, and a Ph.D. with work in the field of strategic health and human performance. She is a certified wellness educator, yoga instructor and holds a certificate in plant-based nutrition. Dr. MacAulay is a TEDx speaker, military spouse and mother of two.     CONNECT WITH JANNELL LINKEDIN  |  WEBSITE   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT Guest, Lt. Col. (Ret.) Jannell MacAulay, Ph.D. '98  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99    Lt. Col. Naviere Walkewicz 0:00 Leadership begins the moment someone tells you what you can't do, and you decide they don't get to write the rest of your story. Lt. Col. Naviere Walkewicz 0:00 I'm Naviere Walkewicz, Class of '99. Long Blue Leadership starts now. Well, Dr. Janelle McCauley, Class of '98 welcome to Long Blue Leadership. This is an amazing time for us. Excited to have you.   Lt. Col. Jannell MacAulay 0:19 Thank you so much for having me. I know this has been a long time coming, so I'm excited to be here with you to start a conversation.   Lt. Col. Naviere Walkewicz 0:24 Absolutely, you know, I do want to highlight some of the things you've done. It's probably true that the list is shorter for me to say what you haven't done, but pilot, combat veteran, you're a leadership strategist, you're a mother, a wife, author — we'll talk about that later. You know, also really getting into the space of a human performance specialist, a commander, all of these things that you've done and, gosh, 20 years in the Air Force, and now having been out, so excited to talk today. Lt. Col. Jannell MacAulay 0:51 Thank you so much for that amazing introduction. I don't know if I could live up to even what you just said, in some ways. But yeah, I just would love to share with your listeners how amazing the Air Force Academy can be for the potential and the possibilities for someone's future. Col. Naviere Walkewicz 1:07 Absolutely, so let's actually jump into a time early in your cadet days, so we'll tie it right to the Air Force Academy. There was a moment in time where you literally broke your femur. I'm curious, did it break your dreams too, of being a cadet at the time? Col. Jannell MacAulay 1:21 It almost did. And there's a story to that, so I'll go into that a little bit. So, during basic training, I developed a stress fracture. You know, running in combat boots, especially the old black version that we used to run in. Lt. Col. Naviere Walkewicz 1:35 Yes, I remember.   Col. Jannell MacAulay 1:36 Not a good thing for your body. And so I had developed this pain in my right quad to the point where I could not even stand on my right leg to put my left pant leg on, during, you know, as you're rushing to — banging on the doors, we'll be dressed, like, “Open the doors, you will be dressed,” yeah, and I would be, you know, Welcome to the Jungleplaying —   Lt. Col. Naviere Walkewicz 1:55 I remember that.   Col. Jannell MacAulay 1:56 I'm putting up my pants and I'm in pain, and my roommate's like, “What is happening?” Like, “You need to go to the doctor,” and I refused to, at first, of course, right? Push through it, right? And then when I finally went, they were like, “Here's the Ace bandage and some vitamin M, you know, Motrin. And, of course, I didn't know anything different, so I kept going. And then it was three days after basic training had finished, and I was at cheerleading practice, and I was doing a back flip, and my femur, like, literally snapped in half. It sounded like a tree branch. It was — I just collapsed to the floor, and this was before we had cell phones, right? So, if you can imagine, I'm 17 years old, so I hadn't turned 18 yet, and so they couldn't give me any pain medication, you know. The emergency — the ambulances rushing into the emergency room at the Academy hospital, which was not equipped to deal with what just happened to me. So, they sent me up to the Army hospital in Denver at the time, was Fitzsimmons. They couldn't understand why a 17-year-old's femur would just snap, and no one wanted to really address the fact that maybe it was a stress fracture at the time, so they actually told me I had cancer. So, they did — a bone type, a bone type of cancer, and so they did a biopsy on the bone. I lived in traction for 10 days while all my classmates were continuing on with their freshman year. So I was about — they eventually determined that this was not cancer, this was actually stress fracture, and so the two choices they gave me was a cast from my hip to my toe for about six months, or they were going to put a rod and four screws. So a rod the length of my femur, two screws of screws on my knee, two screws in my hip. And then the doctor said, “Either way, you're never flying airplanes,”   Col. Naviere Walkewicz 3:36 And that was your dream?   Col. Jannell MacAulay 3:38 That was my dream. Yes, my uncle had flown Marine 1 for President Reagan, so I grew up watching him fly helicopters in the Marine Corps, fly the President, and just he was the coolest person ever, and I wanted to be just like him. He took me to the air shows, so yes, it was a crushing moment. You know, it was something where I thought I could either let what people were telling me, the doctor saying, “You're never gonna bend your leg like this, you're never gonna be a runner, you're never gonna be a pilot,” and I could let that define me, or I could choose to define myself and what I was going to be capable of, and what the possibilities would be for me in the future. And so it was very hard for 17-, 18-year-olds to process all of this, but my dad used to give, tell me a quote, and it was, “Vision is the art of seeing the invisible,” and he would always tell me, “If you could see it for yourself, you can make it happen,” and so when it came time for being pilot qualified, I actually chose to get all of the metal removed out of my leg, just so that there was no reason for them to not allow me to go to pilot training. And so I went through that, which was — Col. Naviere Walkewicz 4:49 Another surgery, wow. Col. Jannell MacAulay 4:50 Yes. So through all of that, I have learned that was the first experience where I learned a lot about myself and what I was, what I could focus on, how I could set a vision for myself in the future, and how I could start to eliminate the noise — that's what I call it now. I didn't have language for it at the time, but it's eliminate the noise that does not serve us in pursuit of our passions, in pursuit of our dreams. And that was what I had started to do, which it's kind of full circle that that is now my career, to help other people do it. Col. Naviere Walkewicz 5:26 I want to peel that back a little bit. There's so many things. I mean, your dad's quote: “Vision is when you can see the invisible. I think I paraphrased that a bit. One more time.   Col. Jannell MacAulay 5:33 It's actually a Jonathan Swift quote, and that “vision is the art of seeing the invisible.” Col. Naviere Walkewicz 5:39 OK, so were you always that way growing up because you had, you know, your dad in your life sharing that kind of thought with you, or has it been a series of experiences that you've had that have kind of really made you that way? Col. Jannell MacAulay 5:54 So, my dad has always been a very positive role model in the sense of eliminating barriers and dreaming big. So, when I was 7 years old, and I was a ballerina, he used to tell anyone that — and I distinctly remember this as a little girl — he would tell anyone that would listen that I was going to grow up to be a submarine warfare commander or a combat pilot. Col. Naviere Walkewicz 6:16 Oh, wow, not a swan, no ballerina, you know — Col. Jannell MacAulay 6:18 And I would literally be in my tutu, and he would tell strangers at the grocery store, right, “This is my daughter, Jannell, she's gonna grow up and do these amazing things.” And in the '80s, women couldn't do it, right? We weren't there yet, right? We were not allowed to — and so I didn't know that. I didn't grow up thinking that there were barriers on what I could become, and I think that's a, we have this role as parents to help our children see what's possible, because you know they can either be told where the limits are or they could be told where the possibilities exist, and I think my dad did a lot of that for me, and so that I think is a lot of my story is, like, journeying through challenge and trauma to figure out that I didn't have to listen to that voice. I could create a new one, and my dad taught me how to do that, and then I've kind of developed, what I think, are skills and training, because it's hard. It is very hard to do, and so I like that's been what my Ph.D. work and my research has been focused on, is how can I help other people who don't have maybe that those resources or their parents in their life that have taught them those things. How can I give them those tools?   Col. Naviere Walkewicz 7:27 So you were a cadet when you made the decision that you still wanted to be a pilot, and you didn't want there to be anything that said you couldn't, so you made the decision to have the metal removed from your body. As we think about decisions that we have to make in life, that could be dream-opening decisions or dream-closing decisions. How did you come to that decision? And you know what would you share to someone who's at a similar crossroads in their life? Like, how do you navigate? That's a tough decision you made.   Col. Jannell MacAulay 7:54 It was a huge decision. I think part of it is understanding what are you passionate about? Who do you want to become? And not just about what you want to do, what type of person you are. That's a lot of what I think mental skills work is as well, is like, who's the person underneath, because once you figure that out, then the doing follows, right? Like, you could do anything, and I was the type of person underneath it all that did not like to be told no, right? Or I loved it when someone would say, “You can't do that,” right? It's like the challenge is what inspires me and motivates me, and so when they were saying you will not be a pilot, it was like, OK, well, then how do I get to yes? And part of that path was I had to have the metal removed. Now, there were some arguments, like, “Maybe you'll be fine.” I don't want to take the risk, right? I was like, “Nope, I don't want to give anyone an excuse to take something away from me.” That was kind of the mindset at the time. Col. Naviere Walkewicz 9:00 So, I think that really dives into this idea of, you can, when you said yourself: The no in front of you is kind of like, “How do I turn that into a yes?” You know, clear out the noise. How did that play into your life as an Air Force officer? Because I'm sure that you came across a lot of what we're seemingly no's. What did that look like? Col. Jannell MacAulay 9:22 So, here's, but, and this goes back to the Academy as well. I tell young people today, my greatest gift is to tell them, “Choose your hard.”   Col. Naviere Walkewicz 9:34 Choose your hard.   Col. Jannell MacAulay 9:35 Choose your hard, right. Anytime I'm asked to speak to a college, you know, high school audience, like, I do mental skills, but a lot of times the theme is “choose your hard,” because I think people are — young people are always in pursuit of the easy button, and then when they encounter hard, like, “Oh, there's got to be a better way.” The lesson is, it's all hard, right? It's all hard. So, determine what you want to do, or who you want to be more, and how you're going to get there, set the vision, and then navigate through the hard. And I would argue you need to equip yourself with the mental skills to do that, and in pursuit of that, there is going to be no right, there are going to be challenges, and part of it is accepting the challenges instead of being afraid of them, because it is through those challenges that we're actually going to accomplish great things, and we're going to get to reach our dreams and our goals. And I think that that is something I struggled with, but I found a way and a path through it. So, I think that there's always going to be no in your life, and I like to create opportunities, so then I have, I get the choice instead of just having to default to someone else telling me no, like even when I left the Academy, I applied for pilot training for grad school, for physical therapy school. Because I wanted to have opportunities, so then I got to choose which path I wanted in the future, which hard I was going to choose for myself in that moment.   Col. Naviere Walkewicz 11:03 I just — I'm thinking about you, went into the Air Force as a pilot, and you talk about choosing your hard, and you also are a mother. Let's talk about that piece. I think just navigating the and in being a mother and a leader and an Air Force officer and a combat veteran, a pilot, etc. I mean, that's a lot.   Col. Jannell MacAulay 11:23 It is a lot, but I think underneath it all, the person that I am is one who not balances my life but harmonizes it and all the roles that I get to play. I think that's the greatest thing about the Air Force. You list all those things that I've done. I was watching the cadets yesterday, I was one of them, with just a bright future and so much possibility. And under one organization, I got to fly multiple airplanes, I got to go back to school numerous times, study a lot of interesting topics, from my degree in exercise physiology, from Penn State to my Ph.D. in strategy. So I got to study all these different things. I got to work in chemical weapons, which I know we're going to talk about later. I got to fly around the world, I got to lead people all under one team, right, one organization, and that is the greatest thing I think the Air Force can give people if they take those opportunities that are in front of them. Col. Naviere Walkewicz 12:23 Yes. Well, let's, let's jump into a time — you actually brought up Syria. And so let's go there, because I think I would like to hear more about the story, and how it kind of unfolded around the chemical weapons there. Col. Jannell MacAulay 12:36 So, I got sent to — it's post… So I went to the School of Advanced Air and Space Studies — SAASS time, and my husband and I were actually the first married couple to go through SAASS together. And stayed married at the end. There was one other married concept that it were exactly that. There was one other married couple with us at the time, which is really unique, but I took — you know, through SAASS, you get a strategy focus, and you have to go do a strategy job somewhere for your staff to work. OK, and so my husband really wanted to go work at the Pentagon, so he was on the joint staff working on the Israel-Palestine desk for the chairman, and I was like, “What else can I do in DC to keep my family together, that would be interesting?” And there was this job at this little organization called the Defense Threat Reduction Agency, and DTRA, as they're known, is the brain trust for everything weapons of mass destruction, so chemical, biological, nuclear weapons, planning, research, execution of mission, that is all run out of DTRA, and so I was like, “That sounds interesting, I've never done anything in any of this space, but it'll be an easy job,” is what I thought, because I was about to have my second baby, and every time I call them, no one ever answered, like, past 3 o'clock so I'm like, “Great job.” Exactly. Like, I got my staff tour done, and I get to do something new. But I was a fish out of water, you know, like former pilots, like going into this situation, the WMDs. They gave me that job also, because no one wanted it, it was almost asking people who are experienced in the world of chemical weapons to do an impossible task, right, to handle an impossible problem. And so, at the time, nobody really wanted to put their name to it, because there was a no-win. We don't have diplomatic relations with Syria, like this — a bad civil war was happening there with an evil dictator, right? Like, how were we going to solve that problem without any type of relations? And then, you know their proxy of Russia, right? So then it's like we don't even have — we didn't have the greatest relations with them. So when August of 2013 occurred, and Assad used chemical weapons against a civilian population, 1,400 people died almost instantaneously from sarin gas. Sarin gas is one of the most awful chemicals, immediately, right? It's like paralysis. It makes your eyes water, like you become — it's a horrific way to die. And when that happened, my life changed, because all of a sudden it was like, “Oh my gosh, this is real. And, “Who's been studying this problem?” And at the time, it was you and your team. And so we kind of got thrust — I got — I went to London almost immediately to start briefing our international partners on what we had been building and studying, and luckily we had been, for the better part of six months, working on this problem. And then shortly after that, I went to the Hague, because Syria did turn over their chemical weapons to the international community, and there's a whole story behind that. Obviously, we got the Russians to help with that. And then I got sent to the Hague to work at the Organization for the Prohibition of Chemical Weapons — the OPCW is who has all the inspectors and the teams who helped destroy and inspect the status of these chemical weapons — and so I got sent there to work with them and negotiate directly with the Syrians and the Russians to build the plan. And I remember my boss was like, “You have to go, and I don't know when you're coming back, we need someone over there to be running point on this mission,” and yeah, he sent me, and he said I didn't have to go writing my little kids, Andrew just turned 1, but he said, you know, “We need you, and this is what I picked you for, this mission, and this is what it's for.” So, yeah. Col. Naviere Walkewicz 16:31 Wow, what did you — what went through your mind when you were asked to go, and you had the opportunity to make that decision? What do you mind besides the fact that you have young children? Col. Jannell MacAulay 16:44 Well, of course, like, I think, like most mothers, you never are like, “I still want to leave my kids,” right? I want to go, but I knew it was the right thing to do, because I had the ability to make an impact and a difference, because I knew the mission inside and out. I was the right person at the right time, and I was ready. I distinctly remember I went home to talk to my children. Well, Ally, she was 6 at the time, and I remember talking to her, and I said, 'Mommy has to go away to handle this mission. And what I'm going to do while I'm away is there's some really bad stuff that some really bad people have, and I'm going to work to take that stuff away from them, so that they cannot hurt anyone anymore, and she looks up, and she's, you know, crying. We're both crying, and she said, “Mommy, like a superhero?” And, I just, like, kind of nodded, and she's like, “You can go, Mommy,” like, “You can go.” And it was in that moment that I realized, like, that's why we do these jobs. It was to protect her, to model to her that, like, I can be a mom, I can be a strong mom, and I can also go do things in the service of my country and the service of my nation and it was important for me to go, and then — so that was a driving force, like knowing that my family was going to be OK and supportive, but the other driving force was thinking about the mothers in Syria who lost their children, and thinking, here I was holding mine and they will never get to hold their children anymore. I mean, hundreds of children died and were put in mass graves after this, and mothers didn't get to say goodbye, mothers didn't get to hold their children, and they suffered immensely in those moments. And so I kept thinking about the Syrian mothers, and how if I could do anything to help prevent something like that from happening again, then I had to go, right, I had to do that for them. Col. Naviere Walkewicz 18:44 Would you say that that mission, or that part, that time in your career, was something that was so impactful in your life it changed you, or it maybe shifted your focus on things you were going to do later, or was it just at that time, this is where I need to be doing and making an impact? Col. Jannell MacAulay 19:01 There's a whole story behind it, where we were dismissed, and we came up with the innovative idea of how to solve this problem by destroying these chemical weapons on a boat, ship — sorry, Navy — on a ship in the middle of the Mediterranean. Col. Naviere Walkewicz 19:12 Was that because you were told it couldn't be done that way? Col. Jannell MacAulay 19:14 Yeah, exactly. Col. Naviere Walkewicz 19:15 Oh, interesting. Col. Jannell MacAulay 19:17 We had to actually start a whisper campaign within the Pentagon, and the State Department and the National Security Council to get our idea heard. And eventually, it was. Col. Naviere Walkewicz 19:28 So I'd like to take a little bit of time in that space of when you recognize that need to keep pushing for, right, the choosing your hard. How do you navigate that? What would you recommend to somebody who has been no, no, no, no, no, no, no. How do you work your way through that? Col. Jannell MacAulay 19:45 Well, I would first ask, where is the no coming from? Because if the no is coming from your inner critic, right, I know how to get rid of that and eliminate that, and that is actually what most people — like, that is what prevents most people from doing great things. I like to say that we all have these crucible moments in our life, a moment where we're asked to do something that we really don't think we could do, right? Like, we're kind of like, “Oh my God, deep down you're like, “Oh, I don't think I'm gonna do this. Can I do this?” And in that moment, we have the opportunity to either hesitate or commit. Col. Naviere Walkewicz 20:24 Was Syria your yes? Col. Jannell MacAulay 20:26 It was very much a crucible moment. You could either hesitate and say, “Oh no, I can't do this, it's too big for me,” like, “I can't take this responsibility,” or “I can't make this decision,” or “I can't believe in my idea,” because the voice in your head says so. But sometimes it could even be real people telling you and dismissing you and saying, like, “You can't do this.” So, “Where does the no come from?” is always the first question. And if it's an internal no, you can train your mind to eliminate that noise. Col. Naviere Walkewicz 20:54 Yes. OK, I like that, because then you — it opened up your eyes to the possibilities of who you might connect with that can then help navigate through some of that challenge. Col. Jannell MacAulay 21:03 And here's the reason why we, as humans, love this: What happens when you step into discomfort, right? You're at that moment, that crucible moment, and then you decide to commit, and you step into discomfort, and you navigate through it, and you get to the other side. How does that feel? Col. Naviere Walkewicz 21:18 Amazing. Col. Jannell MacAulay 21:18 Right? You throw your arms up in the air: “I'm a badass! Look at what I just did.” And even you're like, I didn't think I could do that, and I did it. That is what we live for as humans. I don't think people realize that, right? Like, we want those moments, but we don't want the discomfort that comes in getting them. Col. Naviere Walkewicz 21:35 We want to be at the other end, right?   Col. Naviere Walkewicz 21:37 We just want to be at the other end of that, because we love that moment where you throw — so you're not gonna throw your hands up if you're like, “Oh yeah, that was so easy.” Col. Naviere Walkewicz 21:43 That's a good point. Col. Jannell MacAulay 21:44 Right. You wouldn't be like, “I feel so good about it.” I'll come—   Col. Naviere Walkewicz 21:45 We wouldn't share with people if everybody could do it. Col. Jannell MacAulay 21:47 Right? Exactly, so we do love those moments as humans, and I think that is part of what — I teach people how to not be afraid of discomfort, to get more opportunity and more times, more reps of those throw your hands up in the air and be a badass. Right? Like, and that's really what I think it's about, is being ready for that moment, and the more often you're ready for that moment, the more often you step into discomfort, the more throw your hands up in the moments you get.. Col. Naviere Walkewicz 22:18 So, if humans are chasing that, and that feeling of, like, you know, commit, raise your hand, get through it, and you know, kind of bask in like that, that moment, because you loved it so much. There's probably a desire to seek more of those opportunities. How did you navigate your career after that? I know you served 20 years. Was there a point where you're like, “It's time for me to move into this space,” or did you just happen to really decide to commit to this new world of mental performance and toughness? Col. Jannell MacAulay 22:49 So, I, like, most military members, I went through a phase where I got really caught up in my identity as an Air Force officer, Air Force pilot, and it can be scary to leave that identity with the one you've always known, the one that you've been comfortable with, and even though I'm successful in — and even though I do enjoy challenge and discomfort, it was scary, right? It is scary, and I think that, well, first, part of my story was, I don't know that I was necessarily completely ready to leave, but the Air Force was making it really difficult for my family. My husband and I, he was a maintenance officer, pilot, you would think maintenance and pilot, very like cohesive, compatible. We would be able to be stationed together. We spent six years apart, and two of the last three that I was in the Air Force, we did not live together. OK, and that was hard. Our kids are getting older, and I distinctly remember I was in New Jersey, commanding a squadron. My husband was in New Mexico, commanding a group. Note to the Air Force: New Mexico and New Jersey are only close in the alphabet, right? These are not close locations, not at all. And full disclosure, I had the kids with me and an au pair, because I couldn't have done it otherwise. And I remember my husband flew home, you know? He thought he would get in at like 2 a.m. on Friday night and have sleep for 10 a.m. on Sunday morning, right? Get back. I remember we woke up our son, he was four at the time, and he looks up and he goes, “Mom, Dad, you're together,” and I was like, “No, this is not OK.” Like I don't want my children to just wake up or just be grateful when their parents are in the same room, like, that's not what I want for their childhood experience. And so I actually gave up my command six months early, and that was one of the hardest things I've ever done, because I loved being a commander, but I was at a point in my life where I realized my squadron will get another commander who cares so much about them, just like I do, but my kids only have like one mom, yeah, and they had one dad, and they needed us together. And so that was a hard decision, but it did set me like on a trajectory to think about retirement, to think about, you know, what I could do on the outside, and actually it was like divine intervention, I actually lost my pilot qualification. I have a rare eye disease, and so I've gone very blind to my central vision, like 80% blind to my right eye. So I was going to get my pilot qualification taken from me, and so I think that was God's way of saying, “It's time, this is not your path anymore. You have a different gift,” right? Flying was a great gift, leading in the Air Force was a great gift. “There's a different path for you.” And so that's when I retired, and then kind of realized there were so many people that wanted to hear this information. There were so many people that were struggling with this idea of “How do I perform? How do I manage stress? How do I get those badass, like, throw my hands up in air moments?” And I started by working with high-performing teams, the military, first responders, hospital workers, you know. Then COVID hit, and I realized everybody, everybody needs it, stress, like psychological disorders, like they're on the rise, anxiety, and if I knew how to help people, why would I keep that to myself, right? Like, it's just became something I'd be passionate about. Col. Naviere Walkewicz 26:29 Goodness, that's probably something that people don't know just by looking at you, that you actually have an eye disease that you battle through, and I'm curious on when you started into this work, like you said, COVID hit, and you realize everybody needed this. It almost is a bit of, maybe reinvention is not the right word, but you literally change your trajectory completely, even though you had all that schooling. So, my question is, how did you actually, how do you determine who you work with, because the land is so vast of who needs it, you know? I mean, how do you actually do that? Col. Jannell MacAulay 27:06 There's only one of me. It has been hard. My tribe is always the military, and even though I do spend a lot of time in the private sector working with, you know, companies from Amazon, NBC Universal, like, hotel chains, different industries — which I love — anytime a military commander reaches out and says, “We need help,” whether it's burnout, whether it's just not optimizing performance, whether it's stress-management, because if you look at the majority of DOCS today, people are burnout and stressed out, and—   Col. Naviere Walkewicz 27:47 Oh, the organizational climate service.   Col. Jannell MacAulay 27:49 Yes, yes, the climate service. And so most of the time, how do you, how do you manage that as a commander? Because, and here's the thing about stress and burnout: Stress is a perceived emotion. People don't think about it, but the actual what stress is, is your perception as to whether you have the mental resources to meet the demands of a given moment. So, your brain, when you're faced with a stressor, something comes at you, and it's a stimulant, right? And your environment, whether it was like a contentious conversation, traffic, it was like a big decision, like flying a plane in combat, right, whatever that is coming at you, your brain does a like split-second calculation as to whether you have the mental resources to meet the demands of that moment, and if your brain says, “Oh hell no,” it becomes overwhelming, it becomes stress, it be it sends you into this like spiral of like anxiety, which is like — what anxiety actually is, it's your mind's creation of what you think is going to happen in the future. It actually hasn't happened to you. Anxiety is a complete creation of the mind, right? It is. Our minds are fantastic at mental time travel. They will take us in catastrophizing about the future. I like to tell people, the majority of the catastrophes you will experience in your lifetime, they will only happen inside your head, right? They will feel very real, because our minds are fantastic at this time travel. Col. Naviere Walkewicz 29:11 Then it turns physical. Col. Jannell MacAulay 29:12 Yes, then it becomes like part of our physiology. So that's what this is, what leads to chronic stress. It leads to preventive illness that sets in, because we live our lives in this chronic state of stress, and stress again is a perception. So you could also be stimulated by that stressor, and instead of getting overwhelmed, you could say, “Bring it on.” Like, this is a challenge and I've got the resources to meet this moment. It's a choice. Again, I get people, “It's not as simple as that.” It is as simple as that, but it's hard in practice, and most of that is because we have spent 20, 30, 40 years training and wiring our brains for one direction, which is to strat for stress and survival, right. And so when I do ask people to flip it, you can't just flip it over, but these are not soft skills. This is why what I teach is very hard, because you're rewiring your brain. The good news is it's called neuroplasticity. We can rewire our brains, but it does take work and deliberate commitment, and that's why, you know, I see this all the time with spouses. They're like, “I don't see what is the big deal. My wife is freaking out,” or vice versa, like in a cockpit. Like, I'm calm, and I'm like, “Why is my co-pilot freaking out?” It's that perception, and how our brain deals stressors. Col. Naviere Walkewicz 30:27 So, we have a lot of listeners that are leading people. How do you navigate their ability to help others through that, or is it really more dependent on the individual themselves? Like, do you need the individual to do with the work with you, or can you work with the leader and help them navigate that with their folks? Col. Jannell MacAulay 30:46 You can absolutely work with the leader, and as a leader, you can role model the behaviors. So, there's some real science behind this. For example, how often is a leader creating a storm instead of being the calm in the storm, right?   Col. Naviere Walkewicz 31:02 More often than people realize.   Col. Jannell MacAulay 31:03 Right, it really is, and it's almost one of those things where later can be the calm in the storm, right? But when they're not, they embody the stress that then pervades through the organization, right? Like they create that culture, and so if you have a boss that comes in every day stressed out, you have a boss that's not sleeping. I absolutely, this is what drives you crazy about leaders in the Air Force, who will say things like, “I only sleep three, four hours a night,” and like, you are bragging your suboptimal, right, from someone who studies performance and psychology, and like, you are literally telling people, “I am not ready to make decisions on your behalf or be your leader today.” Col. Naviere Walkewicz 31:42 I like how you said that: “You are bragging your suboptimal.” That is right, there, those words, that's fantastic. Col. Jannell MacAuley 31:48 Right, but we — it's part of our culture, right, to even kind of be like proud of it. Col. Naviere Walkewicz 31:51 How much did I actually, you know, keep myself up to get more done? Col. Jannell MacAulay 31:55 Yes, yes. And so here's another example. I'll tell a quick story. I was a commander, sat down Monday morning meeting with my peers, and one guy says, “Oh, I worked all day Sunday on performance reports, like, I have a sick kid at home, so I only got like two hours of sleep, like barely had time to grab coffee, you know, but I'm here to be a badass.” And then the next guy goes, “Well, let me tell you something. I worked Saturday and Sunday on all my performance reports, and, oh, by the way, two sick kids at home, so I didn't sleep last night.” Wow, you know, “I didn't have time to grab coffee, but like, I'm here to be a badass.” And then they turned to me, like, expecting me to one up them on my stress. It's a culture of competitive stress that we live in. And instead, I said, “Well, my husband doesn't live with me. I had to get all my work done last week, so I can spend the weekend with my kids,” but mind you, I had the OSS, the flying squadron, so I had triple the size squadron, “but I got all my work done last week because I was more focused in my work. Then I hung out with my kids, everyone slept great, like no one's sick, we're all good. I've got my yummy green smoothie to start the day,” and instead of anyone at that table saying, “Oh my gosh, how do you do that?” The sentiment was, “Well, she's obviously not working hard now.” That's our culture, like our culture is one of, if you're not stressed, if you're not showing how busy you are, you're not valued, and actually that is not the path to performance. The path to performance is quality over quantity, it's sleeping, it's demonstrating to stay calm, it's making good decisions, it's, you know, so we as leaders can either set that tone that we're in this competitive stress, which then makes our captains not want to be us, like that's a huge problem, right? But if you're the type of leader who stays calm, if you're the type of leader that they see, “Oh, they go home every night on time, they do spend — they do leave early sometimes to go to their kids' soccer game.” That could, should be OK, but it never — I never didn't perform my job right, I was still working hard and doing the things I needed to do every day, I just was more efficient. Here's the stat: We mind-wander half our waking moments. Do you know what that means? Like, we've all read a page in the book, back to the bottom. Yep, don't know what I read. Drove in your car someplace, don't know how I got there. Yep,   Col. Naviere Walkewicz 34:06 Yep, autopilot   Col. Jannell MacAulay 34:06 That's when you have an off-task thought, your brain, your attention system goes off task during an ongoing task or activity. I'm telling my brain to pay attention to driving or reading, it goes elsewhere. It's unintentional, and when our brain does that. t mind-wanders towards stressors, worries, catastrophes, Col. Naviere Walkewicz 39:41 To-do lists.   Col. Jannell MacAulay 34:22 To-do lists, exactly. All of those horrible things that then make you more angry and distraught and unhappy, right? So, what if we could get control of that, stop spending so much time in that distraction and be more focused? Well, you do that by not having your phone all the time, you do that by looking at people and actually listening, because this is where leadership comes in. If we're having a conversation and I'm telling you something important, you're my, you're my commander, and I look at you and I'm like, “She's looking at me but not listening.” You can feel that as you can see. And so leaders can be mindful and focused and pay attention. It doesn't take that much, but it takes awareness. That's really what we're training when we train our minds. We are training our awareness. I'm not saying that I am perfect at being focused, I am not perfect at staying calm. The difference is, is when I start to get out of control, I recognize it quickly, and I redirect. When I notice myself not paying attention to our conversation, I redirect very quickly. That's the skill, and that's what we're not teaching enough leaders, I don't think. We're getting there, because I think leaders can set the talent, leaders can set the example, and when I was a commander, I collected data, and we found that, you know, 60, over 60% of the leaders I was interacting with on a daily basis changing their life based on the things I was teaching them, based on the way I was modeling behaviors, and then a greater squadron, it was like 35% and that's — I didn't even teach them anything, I just demonstrated an example. So imagine once you start teaching people how much more those stats will grow and how people's lives will change. Col. Naviere Walkewicz 36:04 Right. well, one of my favorite stories, I think, that you know, and I'm thinking about our leaders that are listening in here as they, as they think about how they can be better leaders. One of the stories you shared previously was actually recognizing someone by calling someone important in their life to share their good news, and it took like two minutes. I think what a wonderful lesson, like being a great leader and championing someone does not have to take a long time, but the impact lasts — could be forever. Do you mind sharing that story? Because I just think that's such a wonderful one. Col. Jannell MacAulay 36:35 I love that story. So, I had an airman who got below-the-zone senior airman, and I used to do a thing where, you know, whether it was a coin or whether it was an award or whether it was just a job all done, and we wanted to celebrate someone in the squadron, you know, you could send someone an email. I hate email, which I did — also as a commander, No- Email Friday. Col. Naviere Walkewicz 36:56 Really?!   Col. Jannell MacAulay 36:56 Did not check my emails on Fridays because I wanted one day where I wasn't chained to my desk, like I was like, in fact, you know how my wing commander found out I was doing No-email Friday? Col. Naviere Walkewicz 37:06 Because they emailed and you didn't email back? Col. Jannell MacAulay 37:08 He got my out-of-office response. Welcome to No-email Friday. “I'm not checking my email today. If you really need to get a hold of me, call me. There's my phone number.”   Col. Naviere Walkewicz 37:15 I love that.   Col. Jannell MacAulay 37:16 So I did that to ensure that I could spend more time with, like, how do you lead people if you don't know them?   Col. Naviere Walkewicz 37:23 Right, you can't.   Col. Jannell MacAulay 37:24 And if you're sitting behind your desk or you're checking emails, like, you can't know people. So I would spend Friday down and about, and we used to do this thing where I would call someone special first for someone, if maybe they had a big event or whatever we were celebrating. So one day, this gentleman got below the zone, and I asked him to pull out his phone, because I used to call people, and people don't answer strange numbers anymore. So that stopped working. I was like, “You pick — pull out your phone, let's call someone special that you pick, and because everyone's gonna answer their kids, right? And I actually talked to, like, spouses, parents, grandparents, aunts, uncles, like brothers, sisters of people, yeah, over the course of my commands, and I asked him to pull out his phone, called his dad. I got to brag on him a little bit, saying, like, “Hey, this is what your son is doing,” and most of the time kids don't even tell their parents what they're doing in the Air Force, so it was an opportunity for that. At the end of the conversation, I remember it just like it was yesterday. The dad said, “I'm so proud of you, I love you, son.” And I looked up, and my airman just had tears streaming down his face, and I was getting choked up, and my airman said, my dad has never said that to me before. So we're busy as leaders, like we are, go, go, go, we are in a competitive stress environment, whether we want to be or not, and I'm just asking leaders to pause, right, and it doesn't have to take a lot of time, right, just pause. Those types of interactions you have with an airman, the next time you need them to work late, the next time you need them to take the hill, the next time you need them to go deploy, or whatever it is, you've built a level of trust that only happens when you're paying attention, and that's what the future fight is about. The future fight is about connecting as human beings and focusing when we're doing those hard and challenging things, and the way we do both of those is by training our attention system. You know, we have to pay attention to each other, and we have to pay attention to our job, so that we can be high performing when it's hard.   Col. Naviere Walkewicz 39:25 This has been excellent. I didn't — wow. Got me… Tears. Eyes are sweating here in the studio. No, this is wonderful. I'm curious, with all the work that you do in helping others, what is something you're doing every day to stay sharp yourself in this space to be better as a leader, what's something you do?   Col. Jannell MacAulay 39:46 I am really big on continuously challenging myself, like I always want to have a goal or something hard in my future, like I think that that, especially as we get older, I think it's really important. And so, on a personal front, I just signed up to run 50 miles.   Col. Naviere Walkewicz 40:04 Oh my goodness.   Col. Jannell MacAulay 40:04 I got five friends to do it with me, so I'm like excited. Yeah, it's not all in one day, it's like you run a 5k, 10k, half-marathon, marathon over the course of four days. Col. Naviere Walkewicz 40:14 And so the longest race at the end. Wow. Col. Jannell MacAulay 40:16 At the end. Yes, that's why it's a big challenge. And so that's my next one. Col. Naviere Walkewicz 40:22 When is that?   Col. Jannell MacAulay 40:23 That is in January. Col. Naviere Walkewicz 40:24 Oh my goodness, so yeah.   Col. Jannell MacAulay 40:25 Just about. And again, for someone who was told you will never be a runner, I think that's also why I want to do it, you know, just to prove to myself that I can, so that's kind of a personal challenge, but on the leadership front, you know, I challenge myself every day. Writing a book was scary, right? You know, when I go and work with each team, whether it's someone in the, you know, like a company or whether it's a military unit, I try to take my time to like customize exactly what they need. It's not just going to be like cookie cutter for everyone, and so that's like my continuous challenge is, can I go into an environment and lead and instruct and educate and train in a way that's meaningful to that group, and that's, you know, what I would, I do for my job, but most importantly, I love this sentiment that you can be everything to someone or you can be someone to everyone. Sometimes in my job I get on a stage, I talk to thousands of people, and I'm someone to a lot of people, right? I can give them a little piece of what I teach, but I also have two young people in my life, my children, that my role to be everything to them is also very important, and so I try to harmonize that the best I can, because it's easy. They get caught up in, like, I'm just gonna go out there and keep sharing this message and forget that there's people closest to me. You know, leadership is about influence, right? Your 3-foot circle, which one of my classmates at the academy, Ronnie Buller, taught me, right? Your 3-foot circle is who you interact with, whether it's your family, your team, your neighbors, your community, and so you have the ability to continuously lead, and that's I want to continuously lead by example and teach people that we need to train their minds. It's not a whoo whoo thing, it's a hard thing that requires deliberate and consistent practice, and it will pay dividends if you give it the focus and time it deserves. Col. Naviere Walkewicz 42:28 I appreciate that you use the word that you like to harmonize things in your life versus balance. I think that's a very distinct difference. It's really impressive. If you could go back in time and talk to Janelle, young Janelle, or maybe it's even just talking to your daughter once you're young girl. What advice would you give her in the space of leadership? Col. Jannell MacAulay 42:48 Well, I would say to choose your hard, and I wish somebody would have imparted that a little bit more on me. I had that sentiment, and I had a lot of grit, and I had a lot of determination, and that's why I did accomplish a lot when I was younger, but it was more difficult than it needed to be. I'm not here to say, like, it makes it easy, it can be easier when correspondingly, like, you're, you're, you have great, you have determination, you're repetitively challenging yourself, that builds mental strength. But if I had known that I could also train my mind in a deliberate way, in parallel, just to make it a little bit easier, and to also find the joy in the journey. There's a picture of me when I got back from a KC-10 deployment, and I'm holding my daughter. She was 15 months, so it was like the first time I had deployed when she was young, and that was a hard deployment. And I remember, like, I look at that picture, and I can see in my face and in my eyes, that I was always already worried about the next thing. Like, instead of being joyful that I was holding my daughter, I was like, in this great moment—   Col. Naviere Walkewicz 44:04 That's what I was expecting you to actually explain, that's crazy. Col. Jannell MacAulay 44:07 I wasn't there, like, my mind was already like, “OK, gotta go again,” like, “When's the next thing?” like, “When is was my next three-week trip that I have to leave her, when is the next thing that I'm gonna miss in her life?” And, you know, we spend a lot of time living our lives, stressful moments, a stressful moment to stressful moment, and I wish that I could have learned earlier to embrace the moments in between, to see them, right? I mind-wandered through many of them, I was just worried, I was catastrophizing. I mean, how many of us spend time in the military? As soon as you get to your first, your next assignment, you're already worried about what your next one is, right? You're like, OK, what do I need to do? Like, like, yes. And you're for me as a joint-spouse couple, there was no protections for us back then. Like, I love that they're finally gone, and I better know, yes, right? I'm so grateful for that, because we did not have those protections. It was like, here's where he's going, here's where you're going, and unless you had a commander or a leader that cared enough to make a phone call, you're going separate ways. And so I wish that somebody would have told me then to stop worrying so much about the next thing and just live more in the moment, I would have saved myself a lot of extra stress, a lot of extra angst, and I would have had more joy. And so that's really what I want for this generation, and that's why I work so hard, and I'm so passionate about this, is because if I could do it again, that's what I would want to remember.   Col. Naviere Walkewicz 45:31 So, with so many listening and watching, this is your opportunity to be, you know, something for many. What is the thing that they might do? A small thing they could do, just in their lives, to be a little bit better in their mental space and their mental capacity or performance.   Col. Jannell MacAulay 45:48 Gosh, I have, like, an 8-hour course.   Col. Naviere Walkewicz 45:51 I know. That's why I was like, “Here's a nugget everybody, pay attention.”   Col. Jannell MacAulay 45:56 OK, I'm going to give you — can I give you three? Which ones to pick? The first one is to start practicing mindfulness, to start doing mental pushups. You cannot layer in productive thinking, you cannot pivot your mind unless you eliminate the noise. Like, that's the first thing you have to do. You have to be able to see the thoughts inside your head and make a conscious choice not to follow them. Because a lot of them are not providing value to you, right? And the skill set that does that is mental pushups, is mindfulness, and it's this idea of the definition of mindfulness is being in the present moment without any emotional reactivity or judgment. Like, just be here now without judgment, that's what it means. And it's a deliberate practice of continuously being here now without judgment, so that when you are in a moment with lots of judgment, you can filter right, and especially that's where greatness comes from. It's not because of a great moment, it's because of what you do in the moments you're given. Second thing is, for leaders, stop asking people, “How are you doing?” I want them to rephrase that question and ask, “What's going well for you today?” And the reason we do that is for those two reasons: The first one is when you ask someone how they're doing, you're gonna get — most people are just gonna give you like, “Busy,” right? “Good,” “Fine,” “Liiving the dream,” whatever, right? But did I, as a leader, get any information from you when you say any of those in response? No. And then what we do as leaders? We get, “How are you doing?” “How are you doing?” “How are you doing?” And then we—   Col. Naviere Walkewicz 47:36 Check the box, check the box, check the box.   Col. Jannell MacAulay 47:37 Yes. And if you happen to have someone who's like, "Oh my gosh, let me tell you,” you're almost like, “Oh my God, good for you.” I didn't mean for you guys to tell me, because that's our cluster again, right? So I want leaders to start asking people what's going well for you, and that does two things. Now I'm going to get information from you based on your answer, and that information is also going to start training your mind and your psychological framework toward optimism and hope, because do you know the biggest problem for leaders today? I think is missing the hopeless people. We think that there's this binary of optimism and pessimism, and so the optimistic people, we can find them easy, and the pessimistic people, we can find them easy too, right? They're usually, I'm usually focused on the pessimism, because they're noisy and they're loud and they're annoying and they're bothering us and they're bothering the whole unit, right? And sometimes we're like, “Oh my gosh, Bob is so negative and angry,” like, “We should worry about Bob.” But the thing is, is that actually Bob's not your worry, because people who are pessimistic understand they're on a sliding scale. A pessimist thinks that there's a genuine belief that things could get worse, but if you believe things can get worse, you know they can also get better, right? Which is what optimism is. I genuinely believe things will get better. So, a pessimist — it's not binary. I want people at leaders to open up the aperture. There's optimism, pessimism, and then there's hopelessness and hope. That's the second thing. And then the last thing is leaders suffer from what I call compassion fatigue. OK, it's a very real thing. How many of us spend all day at work — it's kind of a combination of decision fatigue and compassion fat. You spend all day at work making decisions for other people, you make, you spend all day at work taking other people's problems, and if you're an empathetic person, like you take it on, right? You're like, “Oh my god, feel so bad, like airmen that are struggling with all these things.” Then you go home and someone at home says, “What's for dinner,” and you flip out about what's for dinner, right? And it's like, oh my gosh, where did that come from? Like, I didn't mean to snap, or someone in your — it's very important to you, and your whole life comes to you and needs you, needs your attention, and you're like, I have no more attention to give you, I have no more compassion to offer, because I am done, like I am burnt, so it's a very real thing, and it's not an excuse, I might have given people a label for what's happening, like it's this thing—   Col. Naviere Walkewicz 49:57 I have compassion fatigue. Col. Jannell MacAulay 49:59 Which is very true, and it's a very real thing, and I'm not giving you an excuse, I'm telling you, you need to fix it, and here's how you need to every time, like the whole time you're at work during the day, you need to shed all the mental distress that happens. You need to shed the empathy, right? Your empathetic, the empathy that you use when you're in an interaction with someone builds like extra stress into your. It's actually in your like body, yes? Right? Like, exactly. you take on those physical, and it becomes a physical manifestation. You need to shed that. So, what I have is called a waterfall technique.   Col. Naviere Walkewicz 50:36 Waterfall?   Col. Jannell MacAulay 50:38 So when you're, yeah, yep, so when you're engaging with people, remember we don't want to be distracted and not paying attention. So, put your phone away once you invite someone in your office. I don't have it. It distracts you by 20% if you have it on your body or in your view, right? Just have it put away. So now you're more attentive. Then I'm going to listen to you when you tell me whatever's going on in your life, and I'm going to envision we're at the top of the waterfall. Visualization is very powerful for our minds, so we're going to visualize that waterfall, and I'm talking to you, we're having a conversation, I'm fully present. You might have some stuff going on in your life, like I might have to take a note, I might be OK, follow up, I might give you some mentorship, but when we're done, your problems go down the waterfall, right? Like, we want to feel, “Oh, I'm  their commander.” No, it's still not your problem, right? The problem goes down the waterfall, so then the next person can come in. Now you're at the top of the waterfall again. I'm fully present with my next person that's coming in. I'm paying attention, I'm not thinking about the other conversation. Then when we're done, your problems get to go down the waterfall. It will protect your energy, it will protect your compassion, and so that when you go home, it'll just offer, you know. And then the other technique is before you walk in the door, do a mindful, mindful minute. Col. Naviere Walkewicz 51:48 Mindful minute right there. Col. Jannell MacAulay 51:49 Right. Col. Naviere Walkewicz 51:49 Well, I'm glad you shared three, because I think you know, I think that's what it's about when you're on your leadership journey, and I think leadership is a lifelong journey, and I think anything we can do better, not only to help others but to help ourselves as well, is really important. So, thank you for sharing that. Well, I want, before we close, I want to go into this moment, because you said yourself is a little bit vulnerable, you've written a book. Let's talk about Breathless, and this journey you've now undertaken. Col. Jannell MacAulay 52:17 So, Breathless is the story of mothers, and it's my story. And one of the women that worked on my Syria team with me, she was an Army officer, and we were both mothers of very young children at the time, and we also have two mothers in Syria that are sharing their stories with us, and they lost their children in a chemical attack. And so it's a story of mothers persevering through unimaginable odds, us working breathlessly to solve this problem, and basically having kind of this weight of the world on us to come up with a solution that would work and solve the problem, and then these mothers living in this horrible genocide, right, in this horrible time of a civil war, and under a ruthless dictator, and so they, the only reason why we're able to share their stories is because Assad, right, the liberation happened. Col. Naviere Walkewicz 53:16 I was like, I was going to say they're actually featured in your book. Gotcha. Col. Jannell MacAulay 53:20 Yes, and we originally started writing this book without their stories, and then once Assad fell, like we reached out and we got two mothers to share their story, and one of the mothers, her children were just slightly older than my children, and she lost both of them. The other mother lost her daughter, and her daughter was in prison during the Arab Spring. Her son traded out with her daughter because she was afraid of the conditions and what was going to happen to her daughter in prison. So the brother traded out with his sister, and the mother didn't find out until — her name is Amsaeed — she did not find out that her son Saeed had died, executed with 25 other prisoners before Assad left the country, so she didn't find that out till after liberation, so she lost a son, she lost a daughter, this other mother had two children taken from her, and so the story is about both of our struggles. Sarin literally takes her breath away, and we were working breathlessly, you know, to help them, and just the story of what it means to be a mother, like what a mother's love, what a mother's heart will do. And I just talked to Amsaeed last week, we coordinated a Zoom together, and I got to hear her story firsthand. She got to meet me and understand my story, and it was very evident to me that she said something that was very pertinent. She , “The world has a short memory, and people have probably already forgotten about Syria,” right? Like, oh yeah, something with chemical weapons, bad dictator, like it's another part of the world. And so part of writing this book also is to keep her story alive, to not let the awful things that happened to these women, I mean, to the whole community of Syrians, right, civilians, but especially the mothers who had to not even get to bury their children, and to help their stories surviv

Jason Kutasi is the founder and CEO of SkyHouse, a performance marketing agency that managed $50M in ad spend for 2025 - its first full year of business. He's driven roughly $500M in advertising over his career and built a children's book publisher acquired by Scholastic and a digital marketing platform acquired by Capital One.  Jason specializes in copywriting, funnel analytics, and scaling high-growth DTC and telemedicine brands.Highlight Bullets> Here's a glimpse of what you would learn…. E-commerce growth strategies and challenges.Comparison of selling on Amazon versus Shopify.Importance of average order value (AOV) in scaling advertising.Strategies to increase AOV, such as product bundling and premium versions.The role of TikTok and other platforms in e-commerce marketing.Managing advertising campaigns and the balance between creative volume and quality.The significance of agency versus in-house marketing teams.The impact of AI on marketing and the importance of human expertise.Insights on effective copywriting and video content in advertising.The future of e-commerce marketing and the evolving landscape of digital advertising.In this episode of the E-comm Breakthrough Podcast, host Josh Hadley speaks with Jason Kutasi, CEO of Skyhouse, about scaling e-commerce brands. They discuss the importance of average order value (AOV), emphasizing that brands need at least $60 in margin to run profitable paid ads. Jason contrasts Amazon-first versus Shopify-first strategies, recommends bundling and subscriptions to boost AOV, and advises starting with freelancers before scaling with agencies and in-house teams. They also explore Meta advertising, creative quality versus volume, and how AI augments—but doesn't replace—skilled marketers and copywriters.Here are the 3 action items that Josh identified from this episode:Fix Your AOV Before Scaling Ads Don't run paid ads until your average order value and margins can support CAC. Aim for $60+ margin per order using bundles, upsells, or subscriptions.Build on Shopify, Use Amazon as a Bonus Channel Prioritize DTC (Shopify) to control pricing, data, and AOV—then layer Amazon as an incremental revenue stream, not your foundation.Test Creatives Broadly, Then Double Down on Winners Launch multiple ad variations quickly, identify what works, and scale only high-performing creatives with better production and audience targeting.Timestamps:00:00:00 Introduction to the AOV ProblemJason Kutasi explains that Amazon sellers often struggle to scale on other platforms due to a low Average Order Value.00:00:34 Host & Guest IntroductionHost Josh Hadley introduces the episode's topic and guest Jason Kutasi, founder and CEO of performance marketing agency Skyhouse.00:02:26 Amazon vs. Shopify MindsetA discussion on the two primary approaches to starting an e-commerce business and the challenges faced by Amazon-first brands.00:03:39 The $60 Margin RuleJason explains why brands need at least $60 in margin to profitably acquire customers on paid ad platforms like Meta.00:04:37 Strategies to Increase AOVActionable ways to increase Average Order Value, including creating sister brands, bundling products, and offering aggressive subscription models.00:07:56 The "Shopify First" AdvantageThe benefits of a higher AOV, which provides more margin to scale advertising across multiple channels beyond Amazon PPC.00:10:30 Why You Must Be OmnichannelJason argues that Shopify brands should sell on Amazon to avoid losing customers who prefer to purchase there.00:14:01 Case Study: A Massive Meta Ad WinJason details a recent successful video ad campaign that scaled to thousands of orders in a single weekend.00:20:04 Navigating Meta's Andromeda UpdateA discussion on Meta's shift to creative-driven campaigns and the strategy of slicing avatars for better, more stable performance.00:23:34 Agency vs. In-House TeamsJason breaks down when to hire a freelancer, an agency, or build an in-house team for your marketing efforts.00:29:13 Why Most Marketing Agencies FailJason shares his experience with underperforming agencies and what brand owners should look for when hiring one.00:33:28 Building an In-House Team Alongside an AgencyThe importance of building an internal team to de-risk your business and test new offers before scaling with an agency.00:36:38 The Future of E-commerce and AIJason predicts AI will commoditize ad creation, making predictive modeling and data-driven rules the new competitive edge.00:41:42 AI as a Human AmplifierAI won't replace skilled marketers but will augment their abilities, allowing them to perform at a much higher level.00:44:43 Three Actionable TakeawaysThe host summarizes the episode's key lessons: fix your AOV, build in-house, and leverage AI with smart people.00:49:33 Jason's Final RecommendationsJason shares his most influential book, favorite AI tool (Claude Code), and a respected figure in the e-commerce space.Resources mentioned in this episode:Josh Hadley on LinkedIneComm Breakthrough ConsultingeComm Breakthrough PodcastEmail Josh Hadley: Josh@eCommBreakthrough.comTools and Websites"Amazon": "00:02:26""Shopify": "00:02:26""Meta (Facebook/Instagram Ads)": "00:02:56""Google Ads": "00:02:56""YouTube Ads": "00:02:56""TikTok": "00:06:23""PayPal": "00:11:49""Apple Pay": "00:11:49""Google Pay": "00:11:49""Shop Pay": "00:11:49""Claude Code": "00:50:05""Meta": "00:38:16"Books"The E-Myth by Michael E. Gerber": "00:00:56""Cash Flow": "00:49:36"Videos"Video Ads": "00:14:01"Notable Mentions / People"Skyhouse (Jason Kutasi's performan...

1 Timothy 1:1-7 (ESV)Andrew, Isack, and Edwin discuss the goal of Christian teaching.Read the written devo that goes along with this episode by clicking here.    Let us know what you are learning or any questions you have. Email us at TextTalk@ChristiansMeetHere.org.    Join the Facebook community and join the conversation by clicking here. We'd love to meet you. Be a guest among the Christians who meet on Livingston Avenue. Click here to find out more. Michael Eldridge sang all four parts of our theme song. Find more from him by clicking here.   Thanks for talking about the text with us today.________________________________________________If the hyperlinks do not work, copy the following addresses and paste them into the URL bar of your web browser: Daily Written Devo: https://readthebiblemakedisciples.wordpress.com/?p=25773The Christians Who Meet on Livingston Avenue: http://www.christiansmeethere.org/Facebook Page: https://www.facebook.com/TalkAboutTheTextFacebook Group: https://www.facebook.com/groups/texttalkMichael Eldridge: https://acapeldridge.com/ 

Aimée raconte la rupture profonde qui s'est installée avec ses deux enfants au fil des années. Elle décrit un manque d'affection ancien, aggravé par le divorce et par des relations familiales devenues très distantes. Chaque soir, en direct, Caroline Dublanche accueille les auditeurs pour 2h30 d'échanges et de confidences. Pour participer, contactez l'émission au 09 69 39 10 11 (prix d'un appel local) ou sur parlonsnous@rtl.frHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

We're back for another week. Andrew is painfully close on driving the Volvo, Brad did way more project car projects than he realized. We also simp again this week for the Prime NASCAR broadcast and we played a nice game of Craig Craig don't tell me. With what we think is the first AI description we've seen on Craiglist.  Please Rate, review and subscribe to the podcast on your favorite listening platform. Comments, Questions, complaints; email us at autoofftopic@gmail.com Join the Discord, message us on the socials for a link. Keep your cars analog and Aim for the Roses!

A lot of what we've been talking about lately is durable skills — the abilities that last regardless of how our tools and tech environment change. In today's episode, I want to step back from the AI conversation and focus on one of the most durable skills of all: feedback. We've all been on both the giving and receiving side, and we can probably count on one hand the times someone gave us feedback that genuinely drove a good change — that left us wanting to do better without feeling torn down. So how do we accomplish that kind of feedback, on both sides of the table? That's what this episode is all about. Start With Your Goal, Not Your Frustration: Before you give feedback, recognize that your gut impulse often comes from a negative emotion — frustration, feeling slighted, feeling disrespected. Those feelings are valid signals that something is off, but they aren't a sufficient reason to give feedback. Effective feedback is goal-oriented: ask yourself what you actually want to change before you say a word. Premature vs. Mature Feedback: Premature feedback is really about making sure someone knows how you feel — which can quietly turn into an attack so they share your pain. Mature feedback is forward-looking and aimed at improvement. Venting may give you catharsis in the moment, but if the behavior worsens or the relationship is damaged, the net outcome is negative. Why Asking for Feedback Changes Everything: Even hearing "can we meet for ten minutes, I have some feedback" measurably raises your heart rate and pushes you into a defensive state. But when you ask for feedback, your mind and body register that you're in control — same information, completely different physiological response. Make It Behavior-Based and Specific: Good feedback is about observable behavior — what a camera would have caught — not someone's core identity. If your feedback violates a person's self-concept (painting a competent engineer as incompetent), they have to change who they believe they are to accept it, and that gap rarely gets bridged in a 30-minute call. Use a Model — But Add the Intervention: The popular SBI model (Situation, Behavior, Impact) is a strong backbone, but it stops short. Don't just describe the past — partner with the person on what comes next. Think of it as SBI + Intervention: what can you commit to trying differently so the impact changes? That's where feedback becomes coaching. The Netflix Four A's: Aim to assist, make it actionable, show appreciation, and accept or discard. Lead with the intent to help, get specific about the behavior, appreciate the person's willingness and intent, and recognize that not every piece of feedback will be useful — both sides get to keep what's valuable and let the rest go. Receiving Feedback Well: When someone hands you messy, un-modeled feedback, you can walk them through the framework — "help me understand the situation, what behavior did you see, what was the impact?" People respect that you're engaging, shift into problem-solving mode, and give you more actionable feedback as a result. Episode Homework: Pay attention to patterns over time. One piece of feedback shouldn't be attached to your identity — but three or four that point in the same direction are worth introspecting on. Career development and feedback are two sides of the same door; walk through it and you grow.

What is your AIM name, who on the show is going too far to be a people pleaser, and so much more! Stream everything from part of our commercial free hour here! See omnystudio.com/listener for privacy information.

What do you do when a doctor gives you a death sentence? Do you trust it, or do you listen to a calm, defiant inner voice that insists you will not become a statistic?In this inspirational episode of Metabolic Matters, host Christina Mason sits down with Dale Weber and her son, Alex Weber, for a powerful conversation about trusting intuition, cultivating resilience, and honoring the body's innate ability to heal. They share Dale's remarkable journey—from an aggressive stage IV endometrial cancer diagnosis to becoming a thriving cancer coach and advocate for others. As an exercise physiologist, nutritionist, and longtime wellness professional, Dale never expected cancer to become part of her story. After years of dismissed symptoms, a second opinion revealed a rare and aggressive form of endometrial cancer. Soon after, she was told she had less than two years to live.Throughout the episode, Dale explains how she began researching integrative and metabolic approaches to healing after realizing that conventional treatment alone did not fully align with her instincts. Inspired by books like The Metabolic Approach to Cancer and Radical Remission, she incorporated emotional healing, spirituality, low-dose chemotherapy, high-dose vitamin C, Hope4Cancer, HeartMath, and lifestyle changes to reduce chronic stress.What makes this episode especially impactful is the relationship between Dale and Alex. Alex openly shares what he witnessed during his mother's journey: fear, uncertainty, and unwavering determination. Together, they explore the roles of faith, family, community, hope, and love during life's darkest moments.More than six years later, Dale remains with no evidence of disease and now dedicates her life to helping others navigate cancer. This episode is a powerful reminder that healing is not just physical—it's emotional, spiritual, and unique to each person.Connect with our Guests: Dale: www.LiveBeyondCancer.com https://www.instagram.com/dalecweber/https://www.facebook.com/dale.weber.58 Alex: https://www.imalexweber.com/ https://www.instagram.com/imalexweber/?hl=en https://www.facebook.com/ImAlexWeber/ Alex's Podcast: https://podcasts.apple.com/us/podcast/the-alex-weber-show/id1460742994 Interested in the Advanced Integrative Metabolic Course?Learn a deeper, more integrative approach to chronic illness with AIM — the Advanced Integrative Metabolic Course for allied health professionals. Explore metabolism, mitochondrial health, inflammation, nutrition, and root-cause thinking through clinically relevant, scope-conscious education.Learn more at: https://MetabolicRegen.com/AIMShop Neuromaster! Support your nerves with targeted nutritional support designed for everyday wellness. NeuroMaster is formulated with ingredients that help support healthy nerve communication, mitochondrial function, and antioxidant defense to promote healthy nerve function throughout the day.* It's designed to support everyday neurological wellness.Get 25% off your first order here: https://www.mitovida.com/products/neuromaster25These statements have not been evaluated by the FDA. This product is not intended to diagnose, treat, cure, or prevent any disease.About Your Host: Christina Mason is a lifelong storyteller, educator, and truth-seeker whose journey—from music and teaching to entrepreneurship—has always been guided by curiosity. Following her own breast cancer diagnosis, she turned her focus toward metabolic health and healing. As host of Metabolic Matters, she creates space for real people to share real stories and the many paths that shape how we understand health.Follow the Show: Website: www.metabolicmatters.comInstagram: https://www.instagram.com/metabolicmatters_/ Facebook: https://www.facebook.com/profile.php?id=61577488944537 Tiktok: https://www.tiktok.com/@metabolicmatters LinkedIn: https://www.linkedin.com/company/metabolic-matters Youtube: https://www.youtube.com/@MetabolicRegen © 2026 Metabolic Regen. All rights reserved. Produced by Metabolic Regen. Hosted on Acast. See acast.com/privacy for more information.

The Next Step: Embracing Your God-Given Potential In a recent sermon titled The Next Step, the journey of life as a series of steps toward fulfilling our God-given potential was eloquently explored. The sermon drew parallels between life's journey and the concept of graduation, emphasizing that each step we take is a step toward the promise God has placed in our lives. Understanding Promise and Potential The sermon began with an insightful look into the meaning of "graduation," derived from the Latin word meaning "step." This metaphor was used to illustrate that life is a continuous journey of taking steps toward a destination, a journey that aligns with the biblical message that God has endowed each of us with promise and potential. This promise, described as "potential entrusted," represents the opportunity of a lifetime, a sacred trust from God that requires our active participation to fulfill. Biblical Examples of Fulfilled Potential The sermon highlighted several biblical figures who exemplified the fulfillment of their God-given promise: Joseph: A man of integrity who fulfilled his promise through perseverance. Moses: Known for his humility and servant leadership. Joshua: Displayed courage in the face of overwhelming odds. Esther: Exercised great faith and timing. Job: Demonstrated patience amidst trials. Daniel: Prioritized prayer and maintained integrity. Paul: Lived with a singular focus on realizing his promise in Christ, as expressed in Philippians 3:12-14. Lessons from Solomon The sermon took a deeper dive into the life of King Solomon, who was given explicit instructions by his father, David, on how to fulfill his potential. These instructions are found in 1 Kings 2:1-4. David advised Solomon to: Be Coachable: Seek and apply wisdom. Solomon's request for a discerning heart in 1 Kings 3:7-9 exemplifies his initial commitment to this principle. Cultivate Good Character: Defined as the will to do what is right, as God defines it, regardless of personal cost. Commit to God's Word: Walk in obedience to God's commands as the key to prosperity and fulfillment. Aim to Be a Person of Consequence: Live with a vision to impact others beyond oneself, ensuring continuity of commitment to God's ways. The Call to Action The sermon concluded with a call to action for the congregation to assess their own journey toward fulfilling their promise. It challenged listeners to be coachable, cultivate good character, commit to God's Word, and aim to be people of consequence. The ultimate realization of our promise begins with faith in Jesus Christ, who lived as a person of consequence for our eternal well-being. In closing, the sermon encouraged us to continually take the next step in our spiritual journey, reminding us that life is a journey, and there is always a next step to take toward our God-given promise.

問：特朗普訪華後美台軍售的暫緩，是否只是技術性問題？ 答：美國對台軍售從來都有政治考量。2000 年代陳水扁執政期間，美軍因不滿兩岸政策，曾將已購入的 AIM-120 飛彈存放在關島，待局勢和緩才放行交台。特朗普政府 2025 年以軍力產能不足為由暫緩部分彈藥軍售，同時在國防預算中保留對台援助款項，是典型的雙面政治操作，並非純粹技術問題。問：「支援維持現狀」真的等同於「支援台獨」嗎？ 答：從中共的角度，這個等式已在進行中。中共長期擴大「台獨」定義的策略，與當年將香港「高度自治」的含義不斷收窄如出一轍。任何不主動支持統一的立場，都可能被納入中共定義的「台獨」範疇。這不是假設中的威脅，而是正在發生的現實。問：為何說1970年代的尼克遜訪北平，在美國社會其實並未獲全面支持？ 答：當時美國社會對於親近中共是有顯著保留的。正因為尼克遜本人是極端反共的人，他才能以道德高地為親中政策提供政治掩護。1979年中美斷交後，國會出現大規模反彈，廣東話僑胞和忠於中華民國的人士持續遊說，促成了臺灣關係法，彌補了中美共同防禦條約終止後的缺口。問：中共的「長遠部署」是否真如外界所說的神機妙算？ 答：中共的戰略能力被高度神化。正如棋聖卡斯帕羅夫所說，不知道應該做甚麼的時候，首先要知道自己可以做甚麼。中共真正的優勢並非精密的棋局計劃，而是清楚哪些錯誤不能犯——首要是避免蘇聯解體的命運。配合十六個政權安全範疇的持續備戰，這種見機行事的韌性才是其核心競爭力。問：台商對兩岸關係有怎樣的隱形影響力？ 答：台商在中國大陸的存在，早已超越商業功能，形成跨越地緣政治邊界的穩定力量。疫情後上海電子加工業萎縮，部分工廠從八萬人裁減至一萬人，當地區政府深感震動，折射出台商在中共管治結構下不可忽視的話語權。然而港商近年的處境同樣顯示，當中共的絕對控制意志凌駕經濟利益，這種話語權可以迅速消失。問：如何理解中共以「全過程人民民主」重新定義政治名詞的戰略意圖？ 答：中共透過重新定義「民主」「法治」「統一」等核心概念，試圖在全球敘事中建立詮釋主導權。就如同曾把三民主義改造成「新三民主義」，再把高度自治的實質抽空一樣，這種名詞戰的目標是讓中共對現狀的任何改動都可包裝成合理，同時讓反對立場失去國際認受性。問：破解中共民族主義話語的可能路徑是甚麼？ 答：中共民族主義的最大弱點是其存在危機——若非虛怯，便毋須不斷強調各種自信。主動爭奪「統一」的定義，而非被動抗拒，才是更有力的論述武器：以法律約束政府的統一，與以政府壓制人民的統一，是截然不同的概念。若中華民國能在國際上持續發出這種聲音，才是真正挑戰中共民族主義話語的切入點。 This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit leesimon.substack.com/subscribe

We're back for another week with some casual race coverage and then some project car updates. The Starion got colder and the Volvo moved a few steps closer to being on the road.    Please Rate, review and subscribe to the podcast on your favorite listening platform. Comments, Questions, complaints; email us at autoofftopic@gmail.com Join the Discord, message us on the socials for a link. Keep your cars analog and Aim for the Roses!

What if improving your wellbeing was far simpler than you thought? In this Doctor’s Desk episode, Justin and Kylie unpack a huge new scientific review published in Nature that analysed 183 wellbeing studies involving nearly 23,000 people worldwide. The conclusion? You don’t need the perfect routine, expensive programs, or hours of free time to feel better. You just need to do something. From exercise and mindfulness to yoga, gratitude, therapy, and simple self-awareness practices, the research shows that consistent small actions have a powerful impact on mental health and happiness. Justin and Kylie also share their own honest experiences of trying to prioritise wellbeing in the middle of busy family life. If you’ve been waiting for the “right time” to take care of yourself, this episode is your reminder that small steps still count. KEY POINTS: A major Nature study reviewed 183 wellbeing interventions Exercise combined with psychological support had the strongest results Mindfulness, gratitude, yoga, and compassion practices all improved wellbeing Consistency matters more than perfection Small actions done regularly can create major emotional shifts Parents don’t need hours of free time for self-care to work QUOTE OF THE EPISODE: “Don’t overthink the perfect wellbeing routine. Just do something.” RESOURCES MENTIONED: Nature systematic review and meta-analysis on wellbeing interventions Acceptance and Commitment Therapy (ACT) Mindfulness and positive psychology practices Boys: Building Strong Young Men from the Inside Out by Dr Justin Coulson ACTION STEPS FOR PARENTS: Choose one simple wellbeing habit you can realistically repeat this week Aim for consistency over intensity Pair movement with reflection, mindfulness, or connection Notice how you feel when you stop prioritising your wellbeing Give yourself permission to start small rather than waiting for perfect conditions See omnystudio.com/listener for privacy information.

How do you scale a credit repair business to $10 million? Bruce Politano just made Credit Repair Cloud history as the first ever $10 Million Award winner, and he's breaking down exactly how he did it. Bruce is the founder of Credit Repair Junkies, made the Inc. 5000 two years in a row, and runs the largest credit repair outsourcing operation in the industry. In this episode, he gives the real version of his road to $10 million, the lessons that nearly broke his first business, and why he sold a 7,000-client company only to start over from scratch. He gets tactical too, sharing the exact pitch he uses to land lender partnerships, the Facebook tagging strategy that generates leads daily, the 5x5x5x5 follow-up method, and the five questions every credit repair CEO must answer to scale on purpose. Whether you're stuck at $5K a month or grinding toward your first million, this is the kind of advice you only get from someone who's actually done it. Tune in!  P.S. Join the #1 event to grow your credit repair business: http://creditrepairexpo.com/   Key Takeaways: 00:00 Intro  02:46 The Real Road to $10M. No Highlight Reel  06:00 7,000 Clients From One Strategy and Zero Ad Spend  07:20 Why He Sold It All and Started Over  09:10 Impact Over Income. Why the Money Stops Being Enough  13:00 Stop Being the Face. Build a Business That Runs Without You  18:44 The Biggest Mistake New Owners Make With Ads  20:56 Why Free Clients Is a Bad Idea and What to Do Instead  23:08 How to Land Your First Lender Partner  25:08 Stop Marketing to Everyone. Aim for the Bullseye  30:40 Zero to $100K Is Stepping on Legos  35:10 When to Hire Your First Employee  37:06 Stop Obsessing Over Leads Before You Have a Foundation  40:48 How to Get Clients for Free Using Facebook  47:10 How He Took 6 Months Off Without Touching the Business  01:02:28 The One Automation That Saves the Most Time 01:04:42 Customer Service Beats Results Every Time  01:07:36 The Best Time to Ask for a Referral  01:09:26 Rapid Fire Questions  01:10:06 What's Next for Bruce and How to Reach Him Additional Resources: Credit Repair Junkies Get a free trial to Credit Repair Cloud Get my free credit repair training   5 Possible Reasons and How to Fix Them Make sure to subscribe so you stay up to date with our latest episodes.

Stormy Pea and Al Fizz take a hilarious trip down memory lane in this nostalgia-filled episode of Chocolate Chip & Sip. From Nickelodeon, Cartoon Network, and BET Uncut to anime, AIM, MySpace, and the shows we definitely had no business watching as kids

Memorial Day hits different when you slow down enough to feel it. We're honoring the men and women who paid the ultimate price, and the unofficial start of summer makes me a little contemplative. So today's a different show. I'm walking you through the three things I've been working on for years with every coaching client. Awareness. A peaceful base. And what I call the anticipation engine. Old Stoic ideas, dressed up new for the life you actually live. Pour the coffee. Sit with this one a minute. Then press play. Featured Story A client said to me the other day, "Scott, why don't you charge more?" Because I like you, I told him. You should charge more, he said. I don't really need to, I said. The way I work, my retention is something most coaches never see. My longest client is nine years old. I average about six years for personal clients. I average about six years for personal clients. That's why I rarely have openings. The reason it works is what I'm walking through today. We're always dialed in. It never gets old. We're always reaching for balance — and that balance has roots in something the Stoics figured out a long time ago. Important Points Awareness isn't the destination. It's the line that quietly shows you what's yours to carry and what never was. Put your worry on the calendar. Pick the day you'll actually deal with it, and stop renting suffering until then. Set goals from a solid base, not from grasping. Aim well, let the arrow go, and stop riding your peace on the outcome. Memorable Quotes Most of the wrecks you think will happen are just renting suffering in your brain because they aren't even real yet. Peace isn't something you generate. It's what's quietly left when you stop fighting for what was never in your hands. The archer's goal isn't to hit the target. His goal is to shoot well — all in, open-handed, and ready for what comes. Scott's Three-Step Approach First, build deep awareness of what's actually happening in your life — every little thing, processed, seen, named. Then use that awareness to build a peaceful base — solid ground that holds even when the day blows up around you. Finally, fire up the anticipation engine — aim at a goal, go all in, and let the result loop you back to awareness. Chapters 0:38 - Why we actually honor Memorial Day today 2:14 - The three things I work on with every client 3:19 - Awareness lives in the gap between thought and action 5:42 - The peaceful base nobody else is teaching 8:50 - Anticipation engine and the archer who lets go 11:31 - Pre-pay the worst case and walk in light 13:32 - The loop that keeps you growing for years Connect With Me Search for the Daily Boost on YouTube, Apple Podcasts, and Spotify If you enjoy the Daily Boost, you might like Notes From Scott. A few mornings each week, I send a short note with something I've been thinking about or noticing lately. Sometimes those ideas turn into podcast episodes later. You can sign up at https://notesfromscott.com. Email: support@motivationtomove.com Main Website: https://motivationtomove.com YouTube: https://youtube.com/dailyboostpodcast Instagram: https://instagram.com/heyscottsmith Facebook Page: https://facebook.com/motivationtomove Facebook Group: https://dailyboostpodcast.com/facebook Learn more about your ad choices. Visit megaphone.fm/adchoices