Podcasts about AIM

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

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. 

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

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.

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."

Podcast émission radio RIG 90.7 "Johnny de A à Z" n°613 Discussion avec Michel Mallory du mercredi 10 juin 2026L'auteur-compositeur Michel Mallory revient sur quelques unes de ses chansons écrites pour Johnny Hallyday et parle également de ses rapports fraternel avec l'homme. setlist :La musique que j'aime / InsolitudesMa main au feu avec Michel Mallory 1973 / Europe 1 5 janvier 1973Je t'aime je t'aime je t'aime / Je t'aime je t'aime je t'aimeA Propos De Mon Père / Olympia 2000Ma Mississipi Queen / Rock À MemphisUne Fille Sans Importance / La terre promiseLe Cowboy d'Aubervilliers / Michel MalloryRendez-vous en enfer / Derrière l'amourSalut Charlie avec Michel Mallory / Stade de France 11 septembre 1998Il Ne Faut Pas Me Ressembler / Pas facileDeux Etrangers / Live 1981Comme Une Femme / Pas facileJe T'ai Aimée / Pas facileLe Chanteur Sans Amour / À partir de maintenantL'amore Solu (Avec Michel Mallory)Sauvez-moi / Pavillon de Paris 1979

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

This week Nick talks to Dr Zaid Al-fagihZaid is Founder and CEO of Rhazes AI, an award-winning AI-powered virtual assistant designed to transform clinical workflows. Drawing on his experience as an NHS doctor and humanitarian first responder, he founded Rhazes AI to help clinicians improve productivity, reduce errors and burnout, and strengthen patient care. A graduate of Imperial College London and the University of Oxford, Dr Al-Fagih combines expertise in medicine, policy, and AI, and has published research on the application of emerging technologies in healthcare.  Nick and Zaid discuss Zaid's journey from NHS doctor to founding Rhazes AI, an AI-powered clinical assistant designed to reduce administrative burdens, improve diagnostic support, and give doctors more time with patients. They explore the challenges facing modern healthcare, including clinician burnout, inefficient workflows, regulatory barriers, and slow technology adoption, while examining how AI can transform healthcare delivery without replacing human judgement. The conversation also covers entrepreneurship, fundraising, healthcare innovation in the UK versus the US and Gulf region, and Zaid's vision for a future where AI acts as a trusted co-pilot for clinicians, making medicine both more efficient and more human. Zaid's Book Choices David Copperfield by Charles DickensGuns, Germs and Steel by Jared Diamond Zaid's Music Choicesal nahr al khalid - eternal river (m. abd al wahhab) Don't Worry be Happy by Bobby McFerrinThis 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.

Last week: Timothy Clark's four stages of psychological safety. This week: what they're missing.Most teams that believe they have psychological safety are stuck in a place where everything looks safe but nothing moves.TWO DIMENSIONS, NOT ONEPsychological safety has two distinct dimensions. Most frameworks address only one.Relational safety: How safe do team members feel with each other? Can they be candid, vulnerable, direct?Environmental safety: How safe does the environment feel? Familiar room, known routines, predictable structures.These two axes create four zones.ZONE 1 — THE DANGER ZONE (low / low)Toxic environment, hostile colleagues, chaotic, no trust. Individual: leave. Leader: act now.ZONE 2 — THE PSEUDO SAFETY ZONE (high environmental / low relational)The trap most "psychologically safe" teams are actually in.Everything looks fine. Names on doors. Clear meeting structures. Everyone knows the systems. But nobody addresses conflict, nobody has the hard conversations, nobody pushes."It's an area where we feel okay, but nothing gets done in a way that moves the needle. Most people have already signed out—within themselves."ZONE 3 — THE CRUISING ZONE (high / high)Clear structure, trusted colleagues, hard conversations possible, listening genuine. Aim to be here 60–70% of the time.But the big steps don't happen here.ZONE 4 — THE GROWTH ZONE: THE FIFTH STAGE (low environmental / high relational)Breakthroughs only happen when you deliberately remove environmental safety—and the relational safety is strong enough to hold the team together without it.Warren Bennis, in Organizing Genius, showed this with case after case. Breakthrough innovation happens when small teams of people who trust each other are taken outside the big company and thrown into a garage. They no longer care about environmental safety. They are too deep in the work.When Steve Jobs returned to Apple, he took his most trusted engineers to a different building and raised a pirate flag. Inside the original Macintosh, the engineers' signatures are moulded into the metal—where nobody could see them. They didn't need anyone to.HIGH-PERFORMING TEAMS DON'T LASTJon Katzenbach (The Wisdom of Teams): high-performing teams exist for days, weeks, sometimes months. Never years."I ask leadership teams: what kind of team are you? They say: a high-performing team. I say: for how long? And what for?"The Fifth Stage is the same. You go there for the breakthrough, then return to the Cruising Zone to recover. Then, if needed, go again.THE TRAINING INTERVENTIONA five-day leadership course for consultants. The first two days deliberately build both kinds of safety—familiar room, breakout structures, personal stories, shared meals.Wednesday morning: participants arrive to find the room destroyed. Everything overturned. Death metal at full volume."Most teams aren't ready. They run around like headless chickens. Some set up a desk and start working alone. Some go for another coffee. Rarely does the whole team come together, clean up, and start the morning themselves."The exercise tests one thing: when environmental safety is gone, is relational safety strong enough to hold?THE TAKEAWAYNo breakthrough happens in the same environment a team has always worked in. To unlock innovation, transformation, or change, environmental safety has to come down—but only after relational safety has been deliberately built.Build the Cruising Zone first. Visit the Fifth Stage when the breakthrough is required. Return.REFERENCES:Clark, T. R. The 4 Stages of Psychological Safety.Edmondson, A. The Fearless Organization.Bennis, W. Organizing Genius.Katzenbach, J. R. The Wisdom of Teams.LINKS: bernhardkerres.com | roleplays.ai#FifthStage #PsychologicalSafety #Leadership #Teams #Coaching

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!

KGMI's Adam Smith and Dianna Hawryluk chat about the Shoestring Circus in Bellingham, a roller derby championship in Lynden, the Rad Bite and Block Party on Railroad Avenue, the Bellingham Bells Season Kick Off Party at Trackside, and an all-ages rock show at Aim & Game in Ferndale.

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.

A Plan is Not a Commitment - Mike CohnOne of the fastest ways leaders create overcommitment is by treating a plan like a guarantee.An agile team builds its plan from what it knows at the time: assumptions, estimates, priorities, and constraints. That means every plan is probabilistic. It has some chance of coming true, but that chance is not 100%.That is why I coach teams to aim for about 80% success.Aim much higher than that, and teams will often bring too little into the plan. Aim much lower, and others in the organization do not get the predictability they need to make their own plans.So yes, it is fine to ask a team for a commitment. But the team determines what they can commit to.And leaders need to understand what that requires.A team asked for a commitment will include a margin of safety between its plan and its commitment. It has to. A commitment has to survive interruptions, surprises, dependencies, and the normal friction that shows up once work begins.That means a commitment needs margin.And margin is the part leaders often resist.A team may plan to complete forty points of work. That does not mean they should commit to forty.If they commit to all forty, they are assuming very little will go wrong.That is not a real commitment. It is simply hoping the plan goes perfectly.Real commitment is what the team can stand behind, even when the sprint is not perfect.So if you want an honest commitment, do not ask the team to commit without changing anything else.Ask instead: What could you commit to with confidence?What margin do you need?What would have to be true for this to be a real commitment instead of a hopeful plan?Those questions force the real tradeoff into the open.If the date is fixed, scope may need to flex.If the scope is fixed, time may need to flex.But something usually has to move.That is the part leaders often skip. They hear a plan, silently upgrade it to a commitment, and then act surprised when the team misses it.Do not do that.A plan is useful. A commitment is valuable. But they are not interchangeable.How to connect with AgileDad:- [website] ⁠⁠⁠https://www.agiledad.com/⁠⁠⁠- [instagram] ⁠⁠⁠https://www.instagram.com/agile_coach/⁠⁠⁠- [facebook] ⁠⁠⁠https://www.facebook.com/RealAgileDad/⁠⁠⁠- [Linkedin] ⁠⁠⁠https://www.linkedin.com/in/leehenson/

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

Send Jackie A Message!Before every onsite VIP day, I send an anonymous upward feedback survey to my client's team. It's the fastest way to read the real culture of a studio, the stuff owners can't see because they're too close to it. And after running this survey at studio after studio, the same three things come up every single time.In this episode, I'm pulling back the curtain on exactly what your teachers say when no name is attached to their answer. Not to make you nervous, but to give you a head start, because there's a very good chance your teachers are feeling the same way right now.TIMESTAMPS[00:00] Welcome[02:15] What a VIP day is, and the anonymous upward feedback survey explained[04:30] Why this survey matters: leading a mostly part-time, passion-driven team[06:10] #1 Teachers want more feedback on their teaching[08:00] The 3-to-1 feedback ratio and the one-thing-only rule[10:15] #2 Teachers want more continuing education[12:30] How to build a CE budget and quarterly cadence without losing time or profit[14:20] #3 The one that surprises owners: teachers want more business communication[17:00] What teachers actually want to know about the numbers[18:30] The fear of transparency, and the question to sit with if it feels loud[20:40] The simplest move of all: just askKEY TAKEAWAYSAn upward feedback survey is the fastest way to read the real culture of your studio, because owners are usually too close to see it themselves.When you give a teacher feedback, name three specific things you loved for every one thing to work on. Give just one thing, then follow up in two weeks.Set a continuing education budget at the start of the year and aim for one event per quarter. Who shows up tells you who your all-in teachers are.You cannot over-communicate with your team, but you can communicate badly. Streamlined beats scattered group texts every time.Sharing your membership goal and progress rarely leads to raise requests. It usually makes teachers more bought in and more willing to help you grow.PULL QUOTES"Your teachers are hungry to grow. They are just waiting for someone to help them.""Give one clear thing to work on. If you overwhelm them with too much, nothing gets integrated.""I have never walked into a VIP day and heard that an owner over-communicates. Only the opposite.""If you want to know what your teachers want, ask them."FAQQ: What is an upward feedback survey? A: An anonymous survey that lets your team give honest feedback to the person who leads them. It surfaces what it is really like to teach at your studio.Q: How often should I give teachers feedback on their classes? A: You do not need to be in every class every week. Aim for intentional, specific feedback with a two-week follow-up so teachers can actually improve.Q: Will sharing business numbers make my teachers ask for raises? A: Rarely. Teachers do not see your full P&L, so they lack the whole picture. You decide what to share. Most teachers just want to help you hit the goal.Q: How much continuing education should I offer? A: One event per quarter is plenty. Use the feedback patterns you notice across your team to choose what to teach.Have a topic you want covered on the podcast? DM Jackie on Instagram @studioceoofficial or email the support team.Work with Jackie MurphySay Hi on Instagram @studioceoofficial3 Marketing Mistakes Yoga & Pilates Business Owners Make: https://www.jackiegmurphy.com/evergreen-3mm-organicJoin The Studio CEO Program: https://www.jackiegmurphy.com/studioceo

TL;DR: AIM is running its first incubation round focused exclusively on animal welfare, in partnership with Aaron Boddy (co-founder of Shrimp Welfare Project). It'll run in early 2027, and we're on the hunt for all-star future founders — especially the ones who care about animal welfare but have been quietly assuming they're a bad fit for the cause. Want to learn more? Drop into our office hours at EAG London this Saturday, 12–1pm (find it on Swapcard), or fill out our expression of interest form.Curious about what this means for our global health and development work? The short answer: nothing's changing[1].A program built to incubate transformational animal charities This is the best-resourced and most fit-for-purpose version of AIM's program we've run for animal founders. Our charity incubation program was built to accommodate a wide range of types of charities, and we've long hypothesized that running rounds with a tighter focus could enable an even higher hit-rate of field-leading charities. By focusing this round entirely on animal welfare, we can tailor the research process, founder recruitment efforts, and program content and support to what animal charities specifically need, instead of what works on average across cause areas. The [...] ---Outline:(00:56) A program built to incubate transformational animal charities(01:50) Why now(03:36) You don't need to be an "animal person"(04:50) Why coming to this fresh is genuinely useful(05:57) What we're looking to incubate(07:04) Come find us --- First published: May 22nd, 2026 Source: https://forum.effectivealtruism.org/posts/afoobcsEYFKvYk3bp/why-now-might-be-the-best-time-ever-to-start-an-animal --- Narrated by TYPE III AUDIO.

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

Audio Recording Fellowship Rev. Scott Strickman Download Sermon OutlineSpeaker: Rev. Scott StrickmanSermon Series: FWPSM2 Corinthians 13:11-14 (ESV)11 Finally, brothers, rejoice. Aim for restoration, comfort one another, agree with one another, live in peace; and the God of love and peace will be with you. 12 Greet one another with a holy kiss. 13 All the saints greet you.14 The grace of the Lord Jesus Christ and the love of God and the fellowship of the Holy Spirit be with you all.Sermon Outline“Fellowship” moves us into deeper relationships where we grow through life with God and His people. 1. A Spiritual Fellowshipv14 “the fellowship of the Holy Spirit be with you all.” 2. A Participatory Fellowshipv11-13 “…rejoice. Aim for restoration, comfort one another, agree with one another, live in peace. Greet one another…” 3. A Healthy Fellowshipv11 “live in peace; and the God of love and peace will be with you.”v14 “The grace of the Lord Jesus Christ and the love of God…”Prayer of ConfessionMerciful God, you have called us into fellowship with yourself and one another, but we have often chosen isolation over community, selfishness over service, and resentment over reconciliation. We have failed to love one another with patience, humility, generosity, and grace. Forgive us for withdrawing from others, using people, and neglecting the unity of your church. By the grace of the Lord Jesus Christ, the love of the Father, and the fellowship of the Holy Spirit, restore us to joyful communion with you and with one another, so that our life together reflects your peace and love to the world. Amen.Questions for ReflectionWhy is community important?Why is community hard?How is “fellowship” more than friendship? What are the qualities of deeper relationships?What role does enjoying things together play in fellowship? What happens when having fun is the only commonality? What role can joining together to accomplish something play in relationships? What happens when the only commonality between people is working together on a task?What are some implications from Jesus' phrase “it is more blessed to give than receive”? (Acts 20:35) How can this guide how you approach relationships?If you find yourself in a relationship where you give but the other person is taking advantage and not contributing – what are appropriate responses or choices you can make?How can you let the Holy Spirit guide you when you recognize conflicting desires in yourself that are problematic? Do you recognize any patterns in yourself that threaten peace in relationships?What encouragement or help can you draw from the promise that God will be with you? What about that can sustain you when you feel all alone?How is the grace that comes from a loving God through Jesus Christ a source of healing and help? How does peace with God begin to change you and your understanding of relationships? What can a relationship with God re-shape in you to stir growth and maturity?

Audio Recording Fellowship Rev. Scott Strickman Download Sermon OutlineSpeaker: Rev. Scott StrickmanSermon Series: FWPSM2 Corinthians 13:11-14 (ESV)11 Finally, brothers, rejoice. Aim for restoration, comfort one another, agree with one another, live in peace; and the God of love and peace will be with you. 12 Greet one another with a holy kiss. 13 All the saints greet you.14 The grace of the Lord Jesus Christ and the love of God and the fellowship of the Holy Spirit be with you all.Sermon Outline“Fellowship” moves us into deeper relationships where we grow through life with God and His people. 1. A Spiritual Fellowshipv14 “the fellowship of the Holy Spirit be with you all.” 2. A Participatory Fellowshipv11-13 “…rejoice. Aim for restoration, comfort one another, agree with one another, live in peace. Greet one another…” 3. A Healthy Fellowshipv11 “live in peace; and the God of love and peace will be with you.”v14 “The grace of the Lord Jesus Christ and the love of God…”Prayer of ConfessionMerciful God, you have called us into fellowship with yourself and one another, but we have often chosen isolation over community, selfishness over service, and resentment over reconciliation. We have failed to love one another with patience, humility, generosity, and grace. Forgive us for withdrawing from others, using people, and neglecting the unity of your church. By the grace of the Lord Jesus Christ, the love of the Father, and the fellowship of the Holy Spirit, restore us to joyful communion with you and with one another, so that our life together reflects your peace and love to the world. Amen.Questions for ReflectionWhy is community important?Why is community hard?How is “fellowship” more than friendship? What are the qualities of deeper relationships?What role does enjoying things together play in fellowship? What happens when having fun is the only commonality? What role can joining together to accomplish something play in relationships? What happens when the only commonality between people is working together on a task?What are some implications from Jesus' phrase “it is more blessed to give than receive”? (Acts 20:35) How can this guide how you approach relationships?If you find yourself in a relationship where you give but the other person is taking advantage and not contributing – what are appropriate responses or choices you can make?How can you let the Holy Spirit guide you when you recognize conflicting desires in yourself that are problematic? Do you recognize any patterns in yourself that threaten peace in relationships?What encouragement or help can you draw from the promise that God will be with you? What about that can sustain you when you feel all alone?How is the grace that comes from a loving God through Jesus Christ a source of healing and help? How does peace with God begin to change you and your understanding of relationships? What can a relationship with God re-shape in you to stir growth and maturity?

Hey we are back. This episode kicks off with some Motorsports talk and then we get into some project car stuff. Andrew is days away from driving the Volvo and Brad has been treating the Starion to a spa day. Then Andrew talks about some R/C drifting and working on R/C chassis.  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!

Welcome to the Practical Church podcast, brought to you in partnership with Mission Support. Mission Support This episode was brought to you by Mission Support.  Stay focused on your mission and let Mission Support help you with everything you didn't go to seminary for! Get support from experts with decades of experience working with churches who know your unique needs and challenges. Click here to talk with a guide today & love being a pastor again! HERE ARE THE SEVEN TIPS I DISCUSS IN THIS EPISODE Work on intro last Aim for X amount of stories/illustrations Give practical ways to live out the text - not just theory  People will listen more if you make them laugh Response = engagement  The beginning of your sermon has an outsized influence in how much people will connect with it Remember: people are hurting and need hope Get more church tips and advice Click here to join the Practical Church Facebook group

In this deeply emotional episode of Metabolic Matters, host Christina Mason sits down with Houneida Rechrech, a doctor of veterinary medicine, a mother, a biochemistry lover, and a stage 4 breast cancer thriver. They are joined by Dr. Yvonne Teverbaugh, a doctor of natural medicine and an expert in integrative metabolic oncology. Together, they share an extremely personal story which illuminates the waves of emotion one experiences on a cancer journey: fear, surrender, empowerment, and healing that extends far beyond the physical body.After initially receiving a stage 0 breast cancer diagnosis in 2022, Houneida's condition rapidly progressed to stage 4. Feeling disconnected from a conventional system that focused only on the disease, she began searching for a more personalized and integrative approach to healing—one that addressed metabolic, emotional and physical health. What makes this conversation especially powerful is the relationship between Houneida and Dr. Yvonne. Their dialogue goes beyond a typical practitioner-patient conversation. Via her questions and comments, Dr. Yvonne demonstrates that healing a patient is far more than just looking at lab work and images. They dive deep into biology, psychology, spirituality and more.Houneida vulnerably shares her experiences: immigrating to Michigan from the Mediterranean, navigating motherhood, anxiety, sleep disruption, and the emotional burdens she believes led to a cancer diagnosis. Dr. Yvonne listens with compassion and offers insight into how metabolic and integrative approaches can help patients feel more connected, informed, and empowered throughout treatment. This episode is a moving reminder that healing is not just physical—it's emotional, relational, and spiritual.Connect with our Guests:Dr. Houneida Rechrech: houneida@yourguidetohealing.net Yvonne Teverbaugh, DSc., ND, PhD, MSHN thenaturalpathtowellness.net Mentioned in the podcast: The Metabolic Approach to Cancer by Dr. Nasha WintersHealing Myths, Healing Magic: Breaking the Spell of Old Illusions, Reclaiming Our Power to Heal by Dr. Donald Epstein.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: metabolicmatters 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.

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Send us Fan MailWhile I was attending the Tennessee Classic a few weeks ago I had the priviledge of meeting Matt.... He started a ministry about 9 years ago called AIM which leads the world to Christ through archery. This episode really goes into detail about this ministry.... Check it out at aimarchers.com                                                                          Stickbow Country Arrows                                                                                                      www.sauktrailarchery.com                                                                                                      www.asiogear.com                                                                                                                  www.circleearchery.com                                                                                                        www.bigsnowfingertabs.com                                                                                                www.hhcoffeecompany.com                                                                                                  www.truenortharrows.com                                                                                                    www.selkirknorthtradingco.com                                                                                            www.bendingbranchbows.com    Special thanks - Sauk Trail Archery , True North Arrows and Abowyer broadheads 

(00:00-27:30) Don't say antebellum. The veal is the best in the city. Pocket chicken tenders. Gen Z's hyperbolization. Don't say dude to Doug. Chairman Steve knows the pizza culprits. Jackson and Steve are at loggerheads over when the theft happen. Chairman gets to the bottom of it. What a response from Wemby. Jackson's big misremember Wednesday. Everybody is a woke loser. Best of three for the Sabres and Canadiens.(27:38-45:59) The Toronto Maple Leafs have fired Craig Berube. Twitter reply guy. Dan Janson with an update from Glen Echo number 8. The Olympic torch still burns brightly. Be below the cup. Aim at the birdhouse. Which sport recycles coaches the most? Sybians in the driver seat.(46:09-1:13:14) Jackson likes to show off for the guests before they join us. People want Tim's pick for the PGA Championship. Joined by head coach of the Illinois Fighting Illini, Brad Underwood. What's life like in mid May for the Final 4 coach? The whirlwind of a Final Four run. Talking the future of the program and how the timeline works for him following a season. Keaton Wagler preparing for the NBA Draft. Coach's thoughts on the expanded NCAA tournament field. His thoughts on scheduling.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Doug's journalistic chops won't permit it. Cards get another road win. Best road record in MLB. Andre Pallante, bend not break. MC Lyte. Brad Underwood going to join the show at 9. Doug's a little thin on exposure right now. The dancing girls are future nurses. Herb's well hung and Martin's a size queen. Size Queen is a compliment. The audience is divided on having Brad Underwood on.Thanks for the geography lesson, Lisa. Are the stepdads cuter in Chicago or St. Louis? Audio of Oli Marmol talking about putting up four runs in the first. What are the odds McGreevy makes it to The Dotem? It's like when you ask the waitress for a massage. High on Dirty Dan The Garbage Man. Dodgers lookin' up at the Cardinals in the wild card standings.Pusha T. Iconic piano. The word iconic is getting thrown around too loosely lately. Tim's iconic order. Hoosier bonding. Audio of Eli Drinkwitz giving an update on Ahmad Hardy's condition. According to reports Hardy asked his doctors if he could start playing "mid-season." Quarter inch from something much more serious.Don't say antebellum. The veal is the best in the city. Pocket chicken tenders. Gen Z's hyperbolization. Don't say dude to Doug. Chairman Steve knows the pizza culprits. Jackson and Steve are at loggerheads over when the theft happen. Chairman gets to the bottom of it. What a response from Wemby. Jackson's big misremember Wednesday. Everybody is a woke loser. Best of three for the Sabres and Canadiens.The Toronto Maple Leafs have fired Craig Berube. Twitter reply guy. Dan Janson with an update from Glen Echo number 8. The Olympic torch still burns brightly. Be below the cup. Aim at the birdhouse. Which sport recycles coaches the most? Sybians in the driver seat.Jackson likes to show off for the guests before they join us. People want Tim's pick for the PGA Championship. Joined by head coach of the Illinois Fighting Illini, Brad Underwood. What's life like in mid May for the Final 4 coach? The whirlwind of a Final Four run. Talking the future of the program and how the timeline works for him following a season. Keaton Wagler preparing for the NBA Draft. Coach's thoughts on the expanded NCAA tournament field. His thoughts on scheduling.And they're already not happy about the Brad Underwood interview. Would love to see an Illinois/SLU matchup. The 2004 Cardinals and the shell of themselves in the postseason. Audio from the To The Majors podcast and Chris Carpenter talking about begging to throw in the '04 World Series. Another clip of Carpenter talking about holding everyone in the rotation accountable during his time on the staff. Could Martin beat Carpenter in an arm wrestling match?Doug and Iggy couldn't do their golf picks because of Iggy's internet situation.The Design Aire Heating & Cooling EMOTDHey, Jeff Suppan is back!! Have the days apart impacted us? Talk to Supp about the Chris Carpenter audio from earlier. Normal Carp vs. On The Mound Carp. Doug having troubled naming the 2004 rotation. The 04 guys watching each others' sessions. Supp's typical throwing regimen. Momentum in baseball. The momentum is strong on this show. Kevin Millar kept people in line. Trying to keep our filth away from Supp.Why does Jackson hate Jeff Suppan? Enya's Return To Innocence. Encyclopedias have gone by the wayside. Rory's blister issue. Bomber's Paradise at the PGA. ToeGate.And the winner of the Design Aire Heating & Cooling EMOTD is...See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

We've come a long way. But not necessarily in the right direction. From the the nostalgic days of AOL Instant Messenger to 2026's high-stakes, algorithmic landscape, constant connectivity has fundamentally shifted our attention spans, our peace of mind, and the way we show up for our families. Worse, the desire to show up online often takes us directly out of real life. It's no surprise, then, that we're feeling the mental and emotional weight of the "scroll". We don't have to throw our phones in a lake to find the reprieve we desperately need. On today's show author Emily Feldpausch argues that it isn't about rejecting technology. It's about reclaiming the intentionality that the algorithms try to take away. Here's a preview: [5:00] Reflections on the shift from the early days of AIM and MySpace to the current user experience that often feels designed against us [8:45] How being always on has eroded our collective sense of peace and altered the dynamics of modern family life [18:00] How to stop checking in and start being present [23:00] A candid look at 2026 internet culture, from shopping hauls to harmful beauty standards. Can we still find corners of the web that align with our true values? [27:00] Emily's personal strategies for maintaining phone boundaries to protect her mental space   Resources mentioned: This episode is sponsored by Fearless Finance. Use code SUSTAINABLE to get $50 off your first meeting. Technology Is Getting Worse The Unfollow Effect: Intentional Living in a Digital Age Book Club This show is listener-supported. Thank you for supporting! Join our (free!) Facebook community here. Find your tribe. Sustainable Minimalists are on Facebook, Instagram + Youtube @sustainableminimalists Say hello! MamaMinimalistBoston@gmail.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Dallas welcomes two very special guests to the podcast — his mom, Hope Anne Two Hearts, and his sister, Georgina Drapeau — visiting from the Lower Sioux Indian Community in southwestern Minnesota. Spoiler alert: it becomes very clear where Dallas gets his comedic timing from.In this deeply personal episode, Dallas shines the spotlight on his mom as she reflects on joining AIM, participating in the 1972 takeover of the Bureau of Indian Affairs office in Washington, D.C., raising her children on their treaty lands, and dedicating her life to bringing Native women together through ceremony, prayer, and cultural teachings to ensure ancestral ways continue for future generations.It's a conversation rooted in love, resistance, family, and community — with plenty of hearty Indigenous laughter along the way.+++Produced by Matika Wilbur --@matikawilburEpisode Edit & Social Media: Mandy Yeahpau @dontguacblocA/V Production and Mastering: Pancho Sánchez -- @videosdelsanchoScoring: Mato Wayuhi -- @matowayuhiEpisode Artwork: Kitana Connelly @creatortwahnaText us your thoughts!Support the showFollow us on Instagram @amrpodcast, or support our work on Patreon.  Show notes are published on our website, Allmyrelationspodcast.com. Matika's book Project 562: Changing the Way We See Native America is available now!  T'igwicid and Hyshqe for being on this journey with us.