Podcasts about assume

Friday - Do you have the right to hang lights on your side of your neighbor's fence? Which Florida city would win in a fight? Michael Wanzie joins us to talk about his new show. Whiskey of the Week from Forward/Slash with Rhapsody Bourbon. The 8-Bit Update with Jayden on the new Wolverine game. Prime Time Kitchen with Orlando Weekly Restaurant Critic Faiyaz Kara. Plus, JCS News, Sink or Sail, Embers Only, Pick the Porn & You Heard it Here First. See omnystudio.com/listener for privacy information.

Big projects routinely blow their budgets, schedules, and sometimes the companies building them. But research across 16,000+ projects reveals surprisingly consistent rules for getting them right.In this solo episode, I translate lessons from How Big Things Get Done by Bent Flyvbjerg and Dan Gardner into practical strategies for entrepreneurs building factories, energy projects, infrastructure, and other capital-intensive businesses.Seven lessons for entrepreneurs:Assume your forecast is too optimistic. Compare your project with what actually happened on similar projects, not just your own projections.Plan slowly so you can build quickly. Mistakes are cheap on paper and brutally expensive once construction starts.Don't innovate everywhere at once. A breakthrough project can combine mostly proven components with a small amount of genuinely novel technology.Find your LEGO brick. Standardization, repetition, and modularity can dramatically reduce cost, complexity, and execution risk.Hire people with scars. Your first commercial project should not also be your contractor's first attempt at building one.Shrink the window of vulnerability. Every extra month creates more exposure to inflation, tariffs, elections, supply chains, and other surprises.Align incentives before construction begins. Structure contracts so everyone wins when the project succeeds, rather than profiting from delays and change orders.Read about all 15 tips here:https://entrepreneursforimpact.substack.com/p/15-rules-for-building-big-projects--Are you a VC- or PE-backed CEO building in energy, infrastructure, or climate tech?Join 45 CEOs and 45 investors and post-exit founders who help each other make better decisions on capital, strategy, scaling, and leadership.See if the CEO community is a fit → entrepreneursforimpact.comGet smarter on energy, infrastructure, and climate tech in 2 minutes.Join 40,000+ professionals getting practical insights on startups, investing, commercialization, strategy, and leadership.Get the free newsletter → entrepreneursforimpact.substack.comHelp more people find this podcast.If this episode was useful, take 20 seconds to follow the show or leave a rating on Apple Podcasts or Spotify. It helps bring these conversations to more entrepreneurs, investors, and executives.

Late-night campfires, dark woods, and things that shouldn't exist. Step into the wilderness with 3 true horror stories that venture deep into the unknown and feature chilling elements of high strangeness. From an eerie, headless figure on the Malvern Hills to a terrifying encounter in the Australian High Country, these real-life accounts will make you think twice before stepping foot in the woods after dark.FOLLOW for more true scary stories.Time stamps:00:00 - Our crawler's heads are fallin off!12:37 - Assume the worst26:06 - Had to timeslip just to avoid itEARLY Episodes on Patreon:https://patreon.com/nightfallhorrors?utm_medium=unknown&utm_source=join_link&utm_campaign=creatorshare_creator&utm_content=copyLinkA quick note about the stories: They're all based on true events, but we sometimes use pseudonyms to protect the people involved, and some details are fictionalized for dramatic purposes.Contributors:Suitable_Bug_5226introvertedturtlSkeptical91Story editor: Zack Grahamhttps://www.facebook.com/inspirefearProduced and narrated by your host: Darek Weber.#truescarystories #highstrangeness #scarywildernessstories

Aujourd'hui, Charles Consigny, avocat, Emmanuel de Villiers, entrepreneur, et Fatima Aït Bounoua, prof de français, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.

The final episode in my three-part series on how to start a coaching business, wrapping up with one last do and one last don't.Today's don't: don't assume people know what coaching is or how it can help them. I break down why most people picture a sports coach or a stand-and-shout motivational style when they hear the word "coach," and I share 3 simple, jargon-free ways to explain what coaching actually does.Today's do: acceptance, self-acceptance, and gratitude are your business superpowers. I make the case that these aren't just nice personal qualities. They shape the vibe your potential clients feel from you, and that feeling is often what draws people in more than any pitch could.If you missed Part 1 (don't build a website yet) or Part 2 (don't rush to quit your job), check the show notes for those episodes too.Free resource mentioned: The 90-Minute Coaching Business Blueprint: candymotzek.lpages.co/vfo/

O "Ulrich Responde" é uma série de vídeos onde analiso os recentes acontecimento da economia no Brasil e no Mundo e respondo perguntas enviadas por membros do canal e seguidores, abordando temas de economia, finanças e investimentos. Oferecemos uma análise profunda, trazendo informações para quem quer entender melhor a economia e tomar decisões financeiras mais informadas.No vídeo de hoje, analisamos uma das semanas mais intensas da política e dos mercados, com Flávio Bolsonaro avançando nas pesquisas contra Lula e novos desdobramentos da crise envolvendo STF, Alexandre de Moraes e Banco Master. Também mostramos como o mercado está reagindo ao cenário eleitoral, com movimentos no dólar, Ibovespa e juros, além dos novos dados de inflação no Brasil e nos Estados Unidos. No cenário internacional, discutimos a pressão sobre os juros americanos, as decisões do Tesouro dos EUA e a escalada do conflito com o Irã, que voltou a pressionar petróleo e combustíveis. E ainda respondemos às principais perguntas sobre eleições, economia, Petrobras, Bitcoin e os riscos que podem movimentar os mercados nas próximas semanas.00:00 – Flávio Bolsonaro assume a liderança nas pesquisas00:50 – O jogo eleitoral mudou?01:30 – Novas pesquisas: Flávio x Lula02:25 – Mercado preditivo aumenta aposta em Flávio Bolsonaro03:22 – Dólar, Ibovespa e juros reagem às eleições05:44 – A crise no STF e a decisão de Fachin06:33 – Moraes perde o controle do inquérito das fake news07:42 – STF pode abrir investigação contra Alexandre de Moraes08:35 – Novas revelações do escândalo Banco Master09:36 – Lula começa a se afastar de Moraes?10:23 – O contrato envolvendo o escritório da família de Moraes10:47 – Novas revelações envolvendo o Banco Central11:19 – Flávio Bolsonaro também é investigado pelo STF12:12 – Mais revelações envolvendo Daniel Vorcaro e Banco Master14:05 – Inflação cai no Brasil: o que muda para a Selic?15:15 – Inflação americana e o próximo passo do Fed18:21 – O problema fiscal dos Estados Unidos19:27 – Scott Bessent desafia o mercado21:49 – Tesouro americano aumenta recompra de dívida22:42 – Juros americanos voltam a disparar24:40 – Banco Central Europeu aumenta os juros25:00 – Irã, guerra e petróleo acima de US$ 10025:49 – A bomba-relógio dos combustíveis no Brasil26:47 – Estreito de Ormuz e escalada no Oriente Médio28:31 – O mercado já abandonou Lula?29:51 – Como termina a crise do STF?31:41 – Dá para confiar em Flávio Bolsonaro?33:21 – O problema da dívida americana34:50 – Trump promete US$ 5 mil aos americanos37:11 – Quem tem o melhor plano econômico para o Brasil?37:52 – OBTC3 ou Bitcoin?38:02 – O que esperar dos preços dos combustíveis?39:06 – A recompra de dívida dos EUA é suficiente?40:28 – EUA estão abandonando o livre mercado?42:09 – Fernando Ulrich aceitaria ser ministro?42:57 – Meta entra na corrida dos agentes de IA44:10 – O novo iPhone e o preço absurdo no Brasil

During Ep. 40 of the Ask the Law Firm Seller Show, Jeremy E. Poock, Esq. addresses the following: How do I know when to stop negotiations with a buyer? At the outset, Poock points out that Senior Attorney owners of law firms may consider not even starting negotiations with their key employee lawyer(s) because most key employee lawyers: 1. Only want a job; 2. Went to law school and not business school, i.e., they do not aspire to own a small business law firm; 3. Cannot afford to purchase their boss' law firm; and 4. Assume that their boss will never retire If a Senior Attorney owner believes that key employee lawyers at their firm actually do have interest to purchase the practice, Poock then asks: (1) When you ask a key employee attorney about their interest to purchase your practice, how did the key employee attorney respond? (2) How often do key employee attorneys at the firm approach the owner with ideas for who to grow the practice? (3) How much business do the key employee attorneys already generate at the firm? If none of those answers point toward key employee lawyers indicating an interest to become internal successors, Poock suggests that law firm owners consider not starting a sale conversation with their key employee lawyers. Regarding Growing Law Firms as the more typical purchasers of law firms, Poock shares the following tips for when to know to stop negotiations. 1. Importance of Establishing a Timeframe: Poock suggests that the seller and purchaser agree to a timeframe for due diligence and preparing a letter of intent or other form of an offer. By setting that timeframe, the parties can determine whether to continue or stop negotiations during their agreed-upon timeframe to reach a letter of intent or offer. If the parties do not pre-establish a timeframe, though, Poock points out the following: If months pass without the parties completing due diligence or agreeing upon terms for a letter of intent, such passage of time typically indicates that a seller should consider stopping negotiations before even more time passes with a buyer who likely does not intend to purchase a seller's law firm. 2. Protracted Negotiations: Poock explains that when negotiations become protracted, a “pretzel effect” can occur, namely, that when negotiations over certain terms become analogous to pretzel making, the selling law firm may consider stopping negotiations before weeks or months pass by in advance of the proverbial pretzel breaking, i.e., negotiations breaking down, followed by the seller needing to pursue another buyer. As key takeaways about knowing when to stop negotiations with a buyer, Poock summarizes as follows:   (1) Selling law firms should consider whether to even start negotiations with key employee lawyers if those key employees prefer to have a job rather than become owners of a small business law firm.   (2) The importance of defining a timeframe for due diligence and preparing a Letter of Intent as a means for determining whether to stop or continue negotiations with a buyer.   (3) Recognizing that if protracted negotiations become analogous to pretzel making, a seller may opt to stop negotiations before the pretzel breaks and either the seller or buyer then decides to stop negotiations, which could occur weeks or months later.

Conflict is unavoidable, but it doesn't have to steal your joy. In this message from our Invitation to Joy series through Philippians, Pastor Jacob looks at Philippians 4:2-3, where Paul urges two faithful women in the Philippian church to settle their disagreement. Learn why the church has never been a collection of perfect people, what Jesus actually taught about handling offense, and how assuming the best, owning your part, and choosing forgiveness lead to real freedom. Whether the conflict in your life is with a spouse, a parent, a friend, or a coworker, this message offers a practical, biblical path toward relational healing and lasting joy.0:00 Opening1:07 Everyone Experiences Relational Conflict2:36 What Can You Do to Make It Right?6:04 The Church Is Jesus' Dream Team9:22 Don't Be Surprised by the Mess16:14 Don't Let the Mess Become the Mission22:21 Assume the Best and Own Your Part25:02 Don't Forget What's at Stake27:56 Making It Practical31:10 Closing Prayer Preached by Jacob Gaines on September 13, 2026 at Local Vineyard Church. Watch the video and find more at https://localvineyard.church/messages/an-invitation-to-joy/settle-your-disagreementsSupport the showMade a decision to follow Jesus? We want to know about it! Fill out our connect card here: https://local.churchcenter.com/people/forms/115766Thank you for your generosity. For information on how to give, visit https://localvineyard.church/give.

Hour 2 of A&G features... Trump at the Republican convention Fighting a chimp Remembering 9/11 Remembering 9/11 continued... See omnystudio.com/listener for privacy information.

Hour 2 of A&G features... Trump at the Republican convention Fighting a chimp Remembering 9/11 Remembering 9/11 continued... See omnystudio.com/listener for privacy information.

Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.

A promotora de Justiça Maria Fátima Ribeiro foi nomeada, nesta quarta-feira, 2, como nova ouvidora das Mulheres do Ministério Público do Estado do Acre (MPAC). A designação foi formalizada pela Portaria nº 1.651/2026, assinada pelo procurador-geral de Justiça, Oswaldo D'Albuquerque Lima Neto.

There are people all throughout our lives who are difficult to love. And yet, as followers of Jesus, we are called to love nonetheless. So, where do we even begin? Per usual, I don't have a straightforward answer. But lately, I've wondered if part of what is needed is a willingness to assume the best of someone. To consider that there could be more going on than we're aware of. To acknowledge all we can't see and the parts we don't know. To lead with kind curiosity rather than stale cynicism.  That's what we're exploring today. If you wonder about this, too, I hope you'll listen in! John Watson Sign up to receive The Re{collection} Learn more about spiritual direction HERE Need a speaker for your next gathering? Let's work together! www.withjulianne.com   

Painting contractor sales, painting estimates, close rates, and in-home sales — Durant breaks down the exact sales process he uses to close roughly 75–80% of his painting estimates.In this episode of Contractor Secrets, Durant shares how he approaches an estimate from the moment he walks through the door all the way to asking for the business and overcoming objections.His philosophy is simple:If you're already in the house, don't just send the customer a quote later.Build trust, show your expertise, present the proposal, handle the real objection, and try to close the job on the spot.In this presentation, you'll learn:• Why Durant gives customers their estimate on the spot• How to change your mindset before walking into an estimate• How to build rapport without sounding scripted• The questions to ask before you start selling• How to uncover the real reason behind the project• Why you should lead the customer during the walkthrough• How to "assume the sale" without being pushy• How to present your company and proposal• Why detailed photos can help you close• How Durant uses same-day incentives• How to handle "I need more quotes"• How to handle price objections• How to handle "I need to talk to my spouse"• Why "I need to think about it" isn't the real objection• How to ask for the business confidentlyCHAPTERS:00:00 Routemize Launch Party01:27 Meet Durant02:49 Closing Painting Jobs on the Spot04:30 Why You Should Give the Estimate Immediately06:00 Change Your State Before the Appointment07:50 Build a Repeatable Sales Process09:00 Building Rapport & Asking Better Questions11:08 Show Up Like an Expert14:10 The Questions Durant Asks Customers15:59 Tell Your Story17:50 Set Expectations & Pre-Close19:48 Assume the Sale During the Walkthrough22:00 Building a Detailed Estimate24:30 Presenting the Proposal26:00 Finding the Real Objection28:00 Handling Multiple Quotes30:07 Handling Price Objections32:30 Using Incentives Without Killing Margin33:50 "I Need to Talk to My Spouse"36:00 "I Need to Think About It"37:16 Close the Deal Today38:05 Tanner's Biggest TakeawaysDurant's biggest point is that sales becomes much easier when you stop improvising and build a repeatable process.Show up sharp.Ask better questions.Build trust.Lead the walkthrough.Present with confidence.Find the real objection.Ask for the business.If you're a painting contractor looking to improve your close rate, sell more jobs, or build a better in-home sales process, this episode is packed with practical sales training you can use immediately.Start your Free 14 Day Trial for Routemize - https://routemize.com/Coaching Session Signup: https://calendly.com/dripjobs/breakthroughPurchase the 31 Days of Value and build an EMPIRE: https://www.amazon.com/31-Days-Value-home-service-businesses/dp/B0FQSH32X7Spotify: https://open.spotify.com/show/2v0D0SNSBofqJJE6zApEE1DripJobs Demo: https://calendly.com/dripjobsteam/dripjobsdemoGusto: https://gusto.com/i/tanner269OpenPhone: https://openph.one/referral/8Kc17aqFacebook Group: https://www.facebook.com/groups/173750747824373/?ref=shareFollow me on Instagram: http://Instagram.com/officialtannermullen#PaintingContractor #ContractorBusiness #ArtificialIntelligence #AI #PaintingBusiness #HomeServices #BusinessGrowth #ContractorSecrets

Brandee Gaar, WeddingProCEO.com. Brandee explains the ASSUME method, a five-step strategy for wedding professionals to improve their closing rates during consultations by focusing on solving clients' pain points rather than selling features. The importance of building "know, like, and trust" through marketing and social media, including the necessity of being face-to-camera to create a connection. Humanize the consultation process and ensure clients feel understood and confident in the professional's ability to deliver. @brandeegaar

A dupla infalível — Rafael Fischmann e Eduardo Marques — está de volta com tudo, já em preparação para o evento especial da semana que vem. No ar! [Edição: Edu Garcia] 00:00:00 Introdução 00:05:50 John Ternus assume oficialmente o cargo de CEO da Apple 00:22:32 Rumor: “iPhones 18 Pro” não terão versão prateada; cor preta, porém, retornará 00:34:08 “iPhone Ultra” terá carregamento MagSafe, afirma Mark Gurman 00:44:04 Omdia: Apple lançará “MacBook Ultra” com chip M5 Ultra e tela OLED, novo laptop intermediário e mais 00:52:32 Apple Watches poderão ganhar monitoramento cardíaco contínuo, novas cores e pulseiras 01:00:46 Apple TV e plano individual do Apple One ficam mais caros no Brasil e nos EUA 01:09:23 Encerramento

This week, I explore the limits we accept without ever testing them. A dentist's recurring problem, a numbed mouth, and a surprising product that may reverse Novocaine's effects reveal how often we simply put up with frustrations because we don't know an alternative exists.I'll take you from a moving truck on the highways of Wyoming to Harry Houdini's supposedly locked jail cell, which turned out to be unlocked all along. What if some of the barriers holding you back are assumptions rather than facts? And what could change if you truly believed that, with God, nothing is impossible?Share your thoughts at ken@chocolatecakebites.com. Please share this episode with someone who needs to hear it. You can email me at ken@chocolatecakebytes.com and follow me at https://www.facebook.com/ChocolateCakeByteshttps://www.instagram.com/chocolatecakebytes/Check out my new podcast: The Unstuck Career podcast athttps://kenwilliamscoaching.com/listen

Why Healthcare HR Tech Fails: It's Never the SoftwareFeaturing Stephanie Wright, Founder, Wright Talent AdvisoryOnly 43% of HR professionals say their HR technology is effective. Fewer than half. These are organizations that ran vendor selection, sat through demos, built a business case, got budget approved, signed a contract, and went live. Then more than half of them looked at what they bought and said it was not working.Luke sits down with Stephanie Wright, a healthcare TA implementation specialist who has worked across Workday, Phenom, and other major platforms at health systems including Carilion Clinic. She launched Wright Talent Advisory in Dallas to do full-time what most HR leaders only do once in a career.

The Basement Suite Cashflows - But Is It Actually Legal? A basement suite can make a rental property look fantastic on paper. Two rents. Better cash flow. Stronger returns. But there is one question investors sometimes forget to ask before removing conditions: Is the basement suite actually legal? In today's episode of the Canadian Real Estate Investing Morning Show, Wayne and Gabby explain how investors can verify whether a secondary suite is permitted, why an illegal or non-conforming suite can create serious financial risk, and what could happen if the city, lender or insurance company eventually starts asking questions. They also discuss the Bank of Canada's latest interest-rate announcement, why investors shouldn't build deals assuming rates are going to fall, and why sufficient cash flow is what protects a rental portfolio when borrowing costs change. What You'll Learn Why the Bank of Canada holding rates doesn't mean investors should assume rates are headed lower How variable-rate mortgages and HELOCs are affected differently than fixed-rate mortgages Why Wayne believes deals should work at today's interest rates How the 5% Rule™ Cash Flow Test creates a cushion against higher borrowing costs Why reserve funds make property repairs and renovations much easier Why a basement suite can make a mediocre property look great on a spreadsheet How to determine whether a basement suite is actually legal Why pulling a permit does not necessarily mean the suite received final approval Why investors should confirm that the existing suite matches what was originally approved Why you should never automatically treat rent from an illegal suite as guaranteed income How an illegal suite can affect property value Why neighbours and former tenants can create unexpected problems What could happen if the municipality orders a secondary suite to stop operating Potential tenant relocation costs when a suite can no longer legally be occupied Why insurance becomes particularly important with non-conforming suites How Edmonton, Calgary, Winnipeg, Toronto and Vancouver differ when researching secondary suites Why Wayne and Gabby recommend buying or building legal suites whenever possible Bank of Canada Holds at 2.25% The Bank of Canada held its overnight rate at 2.25% in its September announcement. Wayne points out that the bigger story for investors is not simply that the rate stayed the same. It is the possibility that the environment could change. His message to investors is straightforward: Do not buy a rental property assuming interest rates are going down. Make the property work at today's numbers. If rates eventually fall, great. But your investment should not require that to happen. Variable vs. Fixed Mortgages Wayne also explains an important distinction. Changes to the Bank of Canada's overnight rate directly influence prime-based borrowing products such as: Variable-rate mortgages Adjustable-rate mortgages Home equity lines of credit A fixed-rate mortgage does not immediately change simply because the Bank of Canada changes its overnight rate. For investors with variable borrowing, however, rate increases can mean either higher interest costs or higher monthly payments depending on the mortgage structure. That makes cash flow especially important. Could Your Property Survive Higher Rates? Imagine your mortgage payment increases by $50 per month. Probably manageable. What if it rises by $500? Now the question becomes much more serious. Over a 20-year investment period, investors should expect interest rates to move. The property needs enough cash-flow cushion to survive those changes. Wayne points back to what happened when investors purchased properties during extremely low-rate environments and built their deals around financing conditions that did not last. When rates increased, some properties and projects could no longer support themselves. That is exactly the type of situation the 5% Rule™ Cash Flow Test is designed to help investors avoid. Why Cash Flow Creates Options Wayne and Gabby share another example from their own portfolio. One of their properties recently became vacant after several years. The property now needs repairs and improvements. But they are not scrambling to find the money. Why? The property's cash flow has been accumulating inside its reserve fund. That reserve can now pay for the work. No emergency credit card. No unexpected cash call to the joint venture partner. No panic. The rental business generated the money needed to maintain the rental business. That is how Wayne and Gabby believe a long-term portfolio should be built. Is That Basement Suite Actually Legal? The second major topic today begins with a situation Wayne recently heard about. An investor had been renting a basement suite when the municipality contacted them and wanted to inspect it. The problem? The suite was not properly permitted. Now the investor is facing questions about whether the tenant can continue living there and what happens to the economics of the property if that basement rent disappears. This is why Wayne believes investors need to verify secondary-suite status before purchasing the property. The Numbers Can Look Amazing Non-conforming suites can be tempting. Imagine two similar properties. One has a fully legal secondary suite. The other has a basement suite that looks almost identical but was never properly permitted. The non-conforming property may sell for less while producing almost the same advertised rental income. On a spreadsheet, that can look like an incredible deal. But that additional rent comes with risk. If something happens and you can no longer rent the basement separately, does the property still work? The Question Wayne Would Ask If you are considering purchasing a property with a non-conforming basement suite, Wayne suggests running a worst-case scenario: Does this property still cash flow if I cannot rent the basement separately? Assume the suite gets shut down. Assume you must rent the entire house as one unit. Does that rent still cover the property's expenses? Does it still pass the 5% Rule? If the answer is no, you need to understand exactly how much risk you are accepting. Wayne and Gabby's preference remains much simpler: Buy or build legal suites. Don't Overpay for an Illegal Suite Wayne gives a simple example. Imagine similar bungalows in a neighbourhood are worth: $400,000 A comparable property with a properly permitted legal suite might be worth: $500,000 Now imagine another $400,000 bungalow has an unpermitted basement suite. An investor sees the additional rental income and pays: $450,000 They think they received a bargain because it is cheaper than the legal suited property. But that unpermitted suite does not necessarily create the same market value as a fully legal one. You may have simply paid $50,000 too much for a $400,000 house. How to Check Whether a Basement Suite Is Legal Before buying a suited property, investigate it. 1. Check the Zoning Determine whether secondary suites are permitted under the property's zoning and municipal rules. 2. Check the Permits Find out whether the correct permits were actually issued for the secondary suite. Do not simply take the seller's word for it. 3. Confirm Final Inspections A permit being opened does not necessarily mean the work received final approval. Ask whether all required inspections were completed and the permit was properly closed. 4. Compare the Current Suite to What Was Approved A previous owner may have obtained approval and then changed the property afterward. Make sure today's layout and use still correspond with what was permitted. Some Cities Make This Easier Depending on where you are investing, your municipality may provide online tools that can help with the initial research. Wayne and Gabby discuss several examples. Edmonton has tools investors can use to research secondary-suite permits. Calgary has a secondary-suite registry. Winnipeg allows investors to search issued permits by address. Other cities, including Toronto and Vancouver, have permit and property-research tools, but investors may still need to contact the appropriate municipal department to confirm the actual status of a secondary suite. The easiest approach is usually: Search the city's online tools first. Then, if there is any uncertainty, contact the municipality directly and ask: "Does this address have a permitted secondary suite, and were all required final inspections completed?" What Causes the City to Investigate? Municipalities generally are not driving around neighbourhoods searching for illegal basement suites. Problems often begin because somebody complains. Two obvious possibilities are: Tenants. And: Neighbours. A tenant who becomes unhappy with the landlord may discover that the suite is not legal. A former tenant may complain. A neighbour who is frustrated with parking, noise or repeated rental problems may report the property. Everything can operate smoothly for years. Until somebody makes the phone call. What Happens to the Tenant? This is one of the risks investors sometimes overlook. You may have a valid residential tenancy agreement with someone living in the basement. If the municipality determines they can no longer legally occupy that space, you now have two problems. You lost the rental income. And your tenant may need somewhere else to live. Depending on the circumstances and applicable law, the landlord could potentially face costs resulting from being unable to provide the premises promised under the tenancy agreement. That could include temporary accommodation, moving, storage or other expenses. This is an area where investors should obtain proper legal advice for their specific situation. Don't Forget the Insurance Company Another major concern is insurance. Imagine you buy a property with an illegal secondary suite. You obtain landlord insurance. You collect rent. Everything appears fine. Then there is a major claim. A fire. Serious water damage. Liability involving an occupant. The insurance company investigates and discovers the property was being used differently than represented or that an unpermitted secondary suite was being occupied. That is not the time you want to discover that your coverage may be affected. Wayne recommends being transparent with your insurance professional and making sure the property is properly insured for the way it is actually being used. The Liability You Don't Want Wayne also discusses the extreme scenario investors sometimes hear about involving fires in illegal basement suites. If a landlord knowingly operates an unsafe or prohibited suite and someone is seriously injured or killed, the consequences could go far beyond lost rent. The circumstances surrounding any legal liability would depend heavily on the facts, but the underlying lesson is simple: Do not knowingly ignore serious safety or permitting issues. Saving money by avoiding permits is not worth taking a catastrophic risk. The Main Lesson A beautiful basement suite does not automatically mean you have two legal rental units. And a spreadsheet showing two rents does not mean you can count on receiving both rents forever. Before buying: Check the zoning. Check the permits. Confirm final inspections. Verify what was actually approved. Speak with your insurer. And run the property numbers assuming that basement rent disappears. If the entire investment collapses without the non-conforming suite, understand that you are taking a significant risk. Wayne and Gabby's preferred approach is straightforward: Buy legal. Build legal. The additional cost is usually much easier to deal with than discovering years later that the rental income your entire investment depended on was never guaranteed in the first place. About Your Hosts Wayne and Gabby Hillier are Canadian real estate investors, entrepreneurs and founders of REI Masters. Through the Canadian Real Estate Investing Morning Show, they provide practical Canadian real estate investing education, lessons from their own portfolio and free coaching every weekday morning. Send Your Questions to the Show Have a question you want Wayne and Gabby to answer?

Bom dia Tech! Tudo bem? Meu nome é Arthur Givigir e hoje é quinta-feira, dia 3 de setembro de 2026 e trago para você as principais notícias de tecnologia, vamos lá?No episódio de hoje, John Ternus assume oficialmente o cargo de CEO da Apple no lugar de Tim Cook e já começa sua gestão às vésperas de um dos lançamentos mais importantes da empresa nos últimos anos. Também falo sobre novos detalhes do iPhone Ultra, incluindo tela interna de 7,8 polegadas, MagSafe e multitarefa entre aplicativos, o Senado aprovando incentivos bilionários para data centers no Brasil, a OpenAI preparando um novo modelo capaz de encontrar e explorar vulnerabilidades sozinho e a Anthropic lançando novas versões dos seus modelos Claude com preços menores e melhorias para programação.Quer patrocinar ou fazer uma parceria com o Bom dia Tech? Mande um e-mail para contato@bomdia.teche vamos conversar!ApoioAmazon: Promoções KindleNotícias00:00: ☀️ Bom dia Tech!00:28: John Ternus assume oficialmente como novo CEO da Apple01:15: iPhone Ultra terá tela de 7,8", MagSafe e multitarefa avançada02:34: Senado aprova incentivo bilionário para data centers no Brasil03:48: OpenAI prepara IA capaz de encontrar e explorar falhas sozinha05:10: Anthropic lança Claude Fable 5.1 e Mythos 5.106:42: Inté a próxima!Produtos do EpisódioSmartphones JoviSamsung Galaxy FoldsNintendo Switch OLEDBundle Nintendo Switch OLED com Mario Kart 8PlayStation 5 SlimPlayStation DualSenseApple iPhone 16 (128 GB)Echo Show 5 (3ª geração)Echo Show 8 (3ª geração)Kindle ScribeComprando por esses links, o Bom dia Tech recebe uma pequena comissão e você ajuda no crescimento do podcast.Redes sociais:InstagramThreadsMastodonCapa:Capa: Apple/iPhone Gerado por IA baseado em rumores

A new leader can arrive looking and sounding like the organisation's long-awaited saviour. They are articulate, confident, well presented and comfortable in the media. They say all the right things, reflect the mood of the moment and promise a brighter future. Then a crisis arrives. That is when employees discover whether the leader's values are genuine principles or merely attractive public relations material. Leadership integrity is not established by speeches, slogans or podcast appearances. It is revealed when revenues fall, difficult decisions must be made and the leader has something personal to lose. How does a crisis reveal a leader's true character? A crisis exposes the distance between what a leader says and what they are genuinely prepared to do. During stable periods, almost anyone can sound positive, caring and principled. The organisation is performing, customers are buying and the leader can talk confidently about people, purpose and long-term growth. The COVID-19 pandemic changed that environment almost overnight. Workforces were disrupted, markets moved rapidly and revenue disappeared across industries. Similar pressures emerge during recessions, restructures, acquisitions and technological disruption. A leader facing these conditions has difficult choices to make. Cost reductions may be unavoidable. Roles may disappear. Services may need to change. The integrity test is not whether the leader can prevent every painful decision. It is whether they explain those decisions honestly, accept responsibility and treat people with dignity. Do now: Judge leadership character by behaviour under pressure, not by appearances during comfortable times. Why do unrealistic promises destroy leadership credibility? Employees stop trusting leaders when operational reality clearly contradicts executive promises. A familiar example is the leader who announces substantial staffing reductions while promising that service quality, response times and output levels will remain exactly the same. This may reassure customers or investors temporarily, but it insults the intelligence of the people doing the work. I witnessed this while working for the Australian Government. A Minister announced a major departmental budget reduction while assuring voters that services would continue normally. Staff immediately recognised the contradiction. His credibility collapsed and motivation inside the organisation dropped. The same dynamic applies in private companies, government departments, startups and multinational corporations. Most organisations already operate with limited spare capacity. When experienced people leave, something changes: workloads increase, delivery slows, quality suffers or priorities must be reduced. Leaders do not lose credibility because conditions become difficult. They lose it when they pretend that obvious consequences do not exist. Do now: Explain what will change, what will be protected and what the organisation can no longer realistically deliver. What happens when leadership rhetoric and reality diverge? When words and actions repeatedly conflict, employees begin treating every leadership message with scepticism. A leader may initially build trust through visibility, confident communication and appealing statements about organisational values. Under financial pressure, however, they may become highly legalistic, using contracts, policies and technical rules to justify behaviour that violates the spirit of earlier commitments. Compliance with a contract does not automatically equal ethical leadership. Something can be legally defensible and still feel misleading, unfair or inconsistent with the trust previously established. The problem becomes worse when leaders insist that nothing has changed. Employees compare announcements with their daily experience. They see colleagues disappearing, resources shrinking and expectations remaining untouched. When management attempts to disguise this reality, people feel both unhappy and insulted. This gap between rhetoric and reality creates cynicism. Employees begin interpreting every new announcement as spin, even when later messages are accurate. Do now: Before communicating, ask whether employees can see clear evidence that your actions match your stated principles. Can a leader control damaging information by speaking to people individually? Isolating employees and controlling conversations rarely contains a credibility crisis because people compare experiences. A leader may attempt to minimise organisational damage by dealing with affected employees separately. Each person receives a slightly different explanation, and management hopes no one will assemble the complete picture. That approach almost never works. People talk to colleagues, former employees, customers, suppliers and professional contacts. In Japan, Australia, the United States or Europe, informal communication networks often move faster than official corporate communication. Bad news travels rapidly, particularly when employees believe information is being deliberately withheld. Once inconsistencies emerge, every executive announcement is examined for hidden meaning. The leader may continue appearing in the media, issuing press releases and offering wise commentary about business or society. Inside the company, however, those words ring hollow. The external brand and the internal leadership reputation have separated. No amount of polished communication can permanently conceal that gap. Do now: Assume employees will compare information and communicate one consistent, honest account from the beginning. Why is lost leadership trust so difficult to rebuild? Once employees conclude that a leader lacks integrity, even truthful statements may no longer be believed. Trust develops through repeated evidence that a leader's words, decisions and values are aligned. It can take years to build and only a handful of contradictory actions to destroy. When credibility disappears, rumours fill the vacuum. Genuine facts mix with fear, exaggeration, fantasy and speculation. Previously overlooked behaviour is re-examined and minor concerns acquire greater significance. Employees begin to wonder what else is being concealed. This is why public relations cannot repair a fundamentally internal leadership failure. Press releases, media interviews, town halls and corporate slogans may influence external perceptions temporarily, but employees evaluate what leaders actually do. Even if the economy improves and revenue returns, the damage can remain. The organisation may recover financially while continuing to suffer from low engagement, unwanted turnover, weak collaboration and an urgent desire for leadership change. Do now: Protect trust before it is lost; repairing credibility is far harder than preserving it through honest conduct. How can leaders preserve integrity while making painful decisions? Leaders preserve integrity by taking a long-term view, communicating transparently and sharing the burden of difficult decisions. The central issue is often the leader's time horizon. Leaders focused only on immediate survival may burn, pillage and plunder the organisation to protect their own position. Like a drowning swimmer pushing down a rescuer, they sacrifice everyone around them to remain above water. Transparency is usually the next victim. Ego encourages the leader to pretend everything is under control. Yet when reliable information disappears, rumours and supposition take over the narrative. Honesty creates a different response. Employees may accept sacrifice when they understand the situation, believe the burden is fairly distributed and see leaders accepting personal responsibility. They can work together to protect customers, preserve critical capabilities and help the organisation survive. A crisis can therefore strengthen rather than destroy leadership credibility. Humanity, humility and integrity become visible when they matter most. Do now: Tell people what you know, acknowledge what you do not know and demonstrate that leaders will share the consequences. Conclusion Leadership integrity is not a branding exercise. It is the alignment of words, decisions and conduct, particularly when the organisation is under severe pressure. A leader does not need to promise that nothing will change. That promise may be impossible to keep. The leader needs to describe reality honestly, make necessary decisions fairly and respect employees enough to tell them the truth. Crisis can expose arrogance, short-term thinking and hypocrisy. It can also reveal courage, humility and humanity. The choice lies in how the leader responds. Integrity can be thrown into the rubbish bin with all the goodwill accumulated over many years, or it can be burnished in the fire. The leader who protects it may emerge like a Phoenix: stronger, wiser and supported by people who now know exactly what that leader stands for. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language works include Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう) and Gendaiban "Hito o Ugokasu" Rīdā(現代版「人を動かす」リーダー). Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Send Jackie A Message!"Jackie, not enough people have enrolled yet."I have heard that sentence more than any other in the last few weeks. Teacher trainings. Fall retreats. Workshop weekends. And underneath it is always the same fear: if I don't fill this, what does that say about my offer, my students, my business, me?So we opened up the numbers. Not one of those studio owners had the problem they thought they had.One had 60 warm leads marked "interested" with no follow-up in a week and a half. Another had 200 people visit her teacher training sales page and only 3 fill out the form. Another had 25 leads and 3 enrollments. That is not a demand problem. People still want your training. They want your retreat.In this episode I break down how to tell whether you have a lead problem or a conversion problem, the math behind how many leads you genuinely need, the one move most studio owners skip, and why "I'll think about it" is not a decision.If you're selling a higher ticket offer this fall and it feels like crickets, this one is for you. It's a numbers game. Let's run the math.TIMESTAMPED OUTLINE[00:00] The sentence I keep hearing on coaching calls[02:21] Fall momentum and what "high ticket" means[04:05] Why 30% of your revenue should come from a premium offer[06:04] The red flag: negotiating your goal down before you commit[10:52] What the real numbers showed on three coaching calls[12:48] Step 1: Lead problem or conversion problem?[14:16] Step 2: The personal invitation list[17:03] Step 3: Messaging, follow-up, and the close[20:00] Deadlines, urgency, and the summaryKEY TAKEAWAYSA lead problem and a conversion problem are two different problems with two completely different game plans.A genuine lead should convert between 20% and 30% for something like a teacher training. Want 8 people? You need about 27 leads.With 25 leads and 3 enrollments, going out to find new people is avoidance.The people you want to enroll are probably already on your list. Go through it name by name and personally invite them.If your sales page only speaks to the person who wants to teach, you are missing most of your buyers."I'll think about it" is not a decision. Help people get to a yes or a no.No deadline, or a deadline months away, changes who enrolls this week.PULL QUOTES"Not one of these owners had the problem that they thought they had.""The moment that you know which problem you're solving, the fear can get replaced by arithmetic.""How many people do you genuinely want before you start negotiating on what you think is realistic?""60 people are raising their hand. The demand is there.""This move costs you nothing, it works quickly, and no one can do it for you.""It really is just a numbers game. We have to run the math first."FAQsWhy isn't my yoga teacher training filling? Usually it is not demand. It is either not enough leads to hit your goal, or leads that are not converting because no one followed up or asked them directly.How many leads do I need to fill a teacher training? Assume a 20% to 30% conversion rate. For 8 students, you need roughly 27 leads. For 10, you need 30 or more.What is the difference between a lead problem and a conversion problem? A lead problem means not enough people have raised their hand. A conversion problem means the right people are already interested and are not being moved to a decision.What counts as a high ticket offer for a yoga or Pilates studio?Anything meaningfully above a class pack or membership: teacher training, retreats, private packages, mentorship, an intensive weekend. Roughly 30% of your revenue should come from this category.Do personal invitations really work for filling a retreat?Yes. One client wrote down 12 names on a Monday and had 4 sales calls booked by Tuesday.Work with Jackie MurphySay Hi on Instagram @studioceoofficialJoin The Studio CEO Program: https://www.jackiegmurphy.com/studioceo-newThe Studio CEO Ads Agency: https://www.jackiegmurphy.com/agencyFree WorkshopYour Next 100 Students Free Workshop: https://www.jackiegmurphy.com/next100og

Episode Overview In this episode of the Ministry Architects podcast, hosts Anthony Rogers and Mike Crain sit down with Philip Nation to unpack the state of biblical literacy, effective strategies for guiding those in your care toward scripture engagement, and practical ways ministry staff can avoid burnout. Whether you're a senior pastor, youth pastor, kids director, or ministry volunteer, this conversation offers actionable wisdom on discipling through scripture, building sustainable personal faith habits, and evaluating biblical content.

DJ & PK Question of the Day: Is it safe to assume there is no way BYU or Utah loses to TCU this season?

Hour two of DJ & PK for August 31, 2026: What is Trending: BYU, Utah, CFB, NFL, MLB, Utah Jazz, RSL, and Golf Is it safe to assume there is no way BYU or Utah loses to TCU this season? Are you sad to see Cody Williams and John Konchar go after being traded to Minnesota?

durée : 00:31:47 - Les Nuits de France Culture - par : Albane Penaranda - Depuis l'exil, le poète René Depestre recompose Haïti comme un puzzle intime, entremêlant mémoire de l'enfance, création et lucidité politique. Dans ce dernier volet de "L'homme et son lieu", il évoque la richesse syncrétique méconnue de la culture haïtienne, née de son histoire coloniale. - équipe : Mathias Le Gargasson, Antoine Dhulster, Rafik Zénine, Vincent Abouchar, Emily Vallat, Hassane M'Béchour, INA Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Cada um assume o seu lugar - Pr. Paulo Brito Junior e Sem. Juliana Brito by Igreja Missionária Evangélica Maranata de Campo Grande Para conhecer mais sobre a Maranata:Instagram: https://www.instagram.com/imemaranata/Facebook: https://www.facebook.com/imemaranataSite: https://www.igrejamaranata.com.br/Canal do youtube: https://www.youtube.com/channel/UCa1jcJx-DIDqu_gknjlWOrQDeus te abençoe

Trust in government has been declining for decades. A new Partnership for Public Service study asked a different question: What would a government that works for people actually look like? The answers revealed some unexpected common ground around responsiveness, effectiveness and problem solving. Here with more insight is the director of public engagement at the Partnership for Public Service, Lindsay Laferriere.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Sometimes it takes a few tries to learn the ropes. It's time for a little Taylor Swift content. She opens up about choosing fame and how she accepts the consequences. Bob says the Empire State Building doesn't know anything. Kiss and make up! Then, share a banana split. A possible update on the Nancy Guthrie case. Pixar's first project was about the lamp! Mark Wahlberg and Juaquin Phoenix turned down Brokeback Mountain. As a kid, Vinnie was afraid Kiss would think he was gay. Plus, a new and amazing game!

Innovation comes in many areas, and compliance professionals need to not only be ready for it but also embrace it. Join Tom Fox, the Voice of Compliance, as he visits with top innovative minds, thinkers, and creators in the award-winning Innovation in Compliance podcast. In this episode, host Tom visits with Brian Holyfield, Co-Founder & Chief Product Officer at SendSafely. Holyfield discusses why the right compliance question on cybersecurity is not whether a breach will happen but when and what data will be exposed, often through vendors. He explains “blast radius” as the scope of access and data reachable during an incident and argues organizations should prioritize architecture, data minimization, and retention controls alongside prevention. He also highlights risks from accumulated file attachments, overbroad user access, interconnected systems using OAuth tokens, and “standing access” via long-lived machine credentials that can be abused without obvious login anomalies. Holyfield discusses examples involving ServiceNow and Salesforce that illustrate platform vulnerabilities, trusted upstream vendor connections, and end-user compromise, and advises leaders to inventory connections, define retention/archiving, and move sensitive data out of frontline platforms; SendSafely positions itself as an end-to-end encrypted trust layer, including for AI chatbot attachments. Key highlights: Assume the Breach Blast Radius Explained ServiceNow and Salesforce Lessons Board-Level Questions AI Changes the Game Compliance and Governance Fit Resources: SendSafely Brian Holyfield on LinkedIn Innovation in Compliance was recently honored as the Number 4 podcast in Risk Management by 1,000,000 Podcasts

A Lot Can Happen Between an Accepted Offer and Closing Day Getting an accepted offer is a major milestone in any real estate transaction. For sellers, it can feel like the hard part is over. For buyers, it can feel like they've finally secured the home they've been searching for. But an accepted offer is not the finish line. It's really the beginning of the next phase. On a recent episode of Talk Real Estate Roundtable, Melissa Wallace was joined by Boston Connect Real Estate agent Tracy Grady to discuss everything that can happen between an accepted offer and closing and why buyers, sellers, agents, lenders, attorneys, inspectors, and other professionals all need to work together to keep the transaction moving forward. As Tracy put it during the show, the transaction isn't truly complete until the buyer has the keys in hand. Every Real Estate Transaction Has a Timeline Once an offer is accepted, the transaction begins moving through a series of important dates and deadlines. Depending on the specific agreement, that timeline may include: Home inspection Additional property evaluations Purchase and Sale Agreement Additional deposits Mortgage application and underwriting Appraisal Mortgage commitment Homeowners insurance Title work Smoke and carbon monoxide inspection Final utility readings Seller move-out Final walkthrough Closing And while the offer may establish specific dates, those dates sometimes need to change. Attorneys may need additional time. A lender may request more documentation. An appraisal may need to be scheduled. An inspection issue may need further evaluation. That's why the timeline needs to be realistic from the beginning. A three-week closing may sound attractive in an offer, but everyone involved needs to be confident that the financing, inspection, legal work, and closing preparations can actually be completed within that period. Buyers: Stay Closely Connected With Your Lender For financed purchases, one of the buyer's biggest responsibilities after an accepted offer is protecting their mortgage approval. Your lender may request updated documentation throughout the transaction, including: Bank statements Pay stubs Tax documents Employment verification Explanations of deposits or transfers Additional underwriting documents Respond to those requests quickly. The financial picture your lender approved when you applied for your mortgage needs to remain relatively consistent through closing. Don't Make Major Financial Changes Before Closing You've probably heard the advice before, but it's worth repeating: Do not make major financial changes while you're purchasing a home without speaking with your lender first. That can include: Financing a new vehicle Buying furniture on credit Opening a new credit card Closing existing credit accounts Changing jobs Moving large amounts of money between accounts Making unexplained deposits Co-signing a loan for someone else Even something that seems completely unrelated to the purchase can affect your credit, debt-to-income ratio, available funds, or underwriting approval. The safest approach is simple: when in doubt, call your loan officer before doing anything financially significant. During the episode, Melissa and Tracy described the period between accepted offer and closing as a financial "bubble" that buyers should try to stay within until the transaction is complete. Schedule Your Home Inspection Promptly If a buyer is conducting a home inspection or other due diligence, don't wait. Inspection periods are contractual deadlines, and several things may need to happen within that window. A buyer may need to: Schedule the inspection Review the inspector's findings Obtain additional evaluations Ask questions Discuss potential repairs or concerns Decide how they want to proceed Communicate decisions through their agent and attorney Waiting until the last possible day creates unnecessary pressure for everyone. Inspection issues may also become part of the Purchase and Sale Agreement if the buyer and seller agree that certain repairs will be completed before closing. Buyers Should Be Represented During the Inspection The home inspection is part of the buyer's due diligence, and the buyer's agent has an important role in that process. The buyer's agent should attend with their client and the home inspector so the buyer has representation during the inspection. The listing agent represents the seller, not the buyer, and the responsibilities of each agent remain different even though everyone shares the ultimate goal of completing the transaction. Choose a Real Estate Attorney Early After an accepted offer, buyers and sellers will typically begin working with attorneys on the Purchase and Sale Agreement and other aspects of the transaction. During the show, Melissa and Tracy emphasized the value of working with an attorney who regularly practices real estate law. Real estate transactions involve specific timelines, title issues, deposits, contingencies, lender requirements, and closing procedures. A professional who routinely handles real estate transactions will understand those processes and help guide the client through them. Once documents are ready for signature, don't leave everyone waiting. Review questions with your attorney ahead of time and make sure documents are signed by the required deadlines. Homeowners Insurance Can Create Unexpected Issues Buyers also need to arrange homeowners insurance before closing. Sometimes securing coverage is straightforward. Other times, questions may arise because of: Roof condition Prior insurance claims Property condition Certain home features Availability of coverage Lender insurance requirements Address insurance early enough that there is time to solve a problem if one arises. Don't Forget to Transfer the Utilities Imagine closing on your new home Friday afternoon, getting the keys and realizing the electricity is scheduled to be shut off the next morning. That's exactly the type of last-minute problem that can happen if buyers wait too long to transfer utilities. Buyers should determine which utility companies service the property and arrange to have service transferred into their name effective on the closing date. Meanwhile, the seller will typically be arranging to end their responsibility for those same services. Coordinate ahead of time so the transition is seamless. Prepare Closing Funds Before Closing Day Closing funds can create another unexpected hiccup. Buyers should confirm: How much money will be needed How the attorney or lender requires the funds to be delivered Whether their bank has wire-transfer limitations Whether they need to visit a bank in person What identification or authorization may be required During the episode, Sharon McNamara called into the show and shared a recent example involving buyers who had spoken with their bank before traveling and believed they could complete a wire remotely. On closing day, they learned the bank required them to appear in person and their bank wasn't located near where they were staying. The situation was ultimately another reminder that even when you think you've confirmed everything, it's worth double-checking the logistics before closing day. And whenever wiring money in a real estate transaction, independently verify instructions with the appropriate professional before transferring funds. Sellers Still Own and Must Maintain the Property Once an offer is accepted, sellers sometimes mentally begin moving on. But until closing, it's still your home and you're still responsible for maintaining it. That means continuing to: Keep utilities operating Heat the property when necessary Maintain landscaping Remove snow and ice when appropriate Keep the property secure Address significant issues that arise Maintain the home substantially as the buyer agreed to purchase it The condition of the property matters because the buyer will see it again at the final walkthrough. An accepted offer doesn't mean homeownership responsibilities stop. Agreed-Upon Repairs Need to Be Completed If the buyer and seller reach an agreement following the home inspection, the seller needs to follow through. That could include completing certain repairs or addressing specific items before closing. Once those obligations become part of the agreement, they aren't simply suggestions. Save invoices, receipts, warranties, or other documentation when appropriate so there is a clear record that the agreed-upon work was completed. Be Very Clear About What Stays With the Property Another common closing-day issue involves fixtures and personal property. Generally, fixtures are items attached to the property. Examples might include: Curtain rods Permanently installed shelving Certain light fixtures Attached television mounting brackets Other permanently affixed items During the show, Melissa and Tracy specifically discussed television mounting brackets. The television itself may be personal property, but the mounting bracket attached to the wall can create confusion if expectations weren't established in advance. The best way to avoid disagreement is to make inclusions and exclusions clear from the beginning. If you're a seller and there's something attached to the home that you plan to take with you, discuss it with your listing agent before putting the property on the market. Sellers: Don't Assume the Buyer Wants Your Leftover Items That leftover paint might match the living room perfectly. The extra patio furniture might still have years of life left. The gardening tools might be useful. The buyer may still not want any of it. A good rule of thumb is to assume the buyer wants the property empty unless something else has specifically been agreed upon. If there are items you'd like to leave, communicate that well before closing and get the buyer's agreement. Don't wait until the final walkthrough. Give Yourself Enough Time to Move Out Moving almost always takes longer than people expect. Boxes multiply. Closets contain more than you remembered. Garages somehow hold years' worth of belongings. That's why sellers should avoid planning to finish moving on the morning of closing. During the show, Tracy shared a transaction where movers were still packing, items remained on the walls and in closets, and closing was scheduled for 10:00 that morning. The problem was obvious: once the property closes, it belongs to the buyer. Tracy now encourages her sellers to be completely moved out before closing so there is time to clean the property and address anything unexpected before the buyer arrives for the walkthrough. The Final Walkthrough Is Important The final walkthrough is the buyer's opportunity to verify that the property is in the expected condition before closing. Buyers may be checking that: The seller has moved out Personal belongings and debris have been removed Agreed-upon repairs have been completed Included fixtures and appliances remain No unexpected damage occurred during the move The property has been maintained The home is ready for the buyer to take possession The goal is not to renegotiate the entire purchase. It's to confirm that the property the buyer is about to own matches what the parties agreed upon. Sellers Have Several Final Municipal Responsibilities Depending on the property and municipality, sellers may also need to coordinate several items before closing. During the episode, Melissa and Tracy discussed requirements such as: Smoke and carbon monoxide inspections. Local requirements can differ by municipality, so sellers need to know both statewide rules and any additional local requirements. Final water readings. Certain municipalities require a final reading and may require the final balance to be paid before closing. Title V inspections. Properties with private septic systems may have additional requirements that need to be addressed during the transaction. Condominium documentation. Condo transactions can require association or management-company documents that also need to be requested and delivered on time. The specifics can vary from town to town, which is one reason local knowledge and communication are so important. Why Midweek Closings Can Sometimes Be Helpful Friday may sound like the perfect closing day. Close on the house, get the keys, and spend the weekend moving in. But if something goes wrong late on a Friday, there may be fewer options for fixing it before offices, banks, or registries close for the weekend. The episode referred to Wednesday or Thursday as providing a little more of a "hiccup day." If something needs to be corrected, there may still be another business day available before the weekend. This becomes especially important when transactions are connected such as when one seller needs the proceeds from their sale to complete the purchase of their next home. Communication Is What Keeps the Transaction Together A successful closing is rarely the result of one person. It takes coordination between: Buyers Sellers Buyer agents Listing agents Mortgage professionals Attorneys Home inspectors Appraisers Insurance professionals Municipal departments Moving companies Sometimes contractors and other specialists There will occasionally be problems. Documents may take longer than expected. A lender may ask for something unexpected. An inspection may uncover an issue. A repair may need to be completed. A bank may change the way closing funds need to be transferred. The goal isn't to pretend those things never happen. The goal is to identify them quickly, communicate clearly, and work together toward a solution. As Melissa and Tracy discussed during the show, the buyer wants to buy the home and the seller wants to sell it. Everyone involved should ultimately be working toward that same goal. Accepted Offer Is the Beginning Not the End There is plenty to celebrate when your offer is accepted or when you accept an offer on your home. Celebrate it. Then get ready for the next phase. The period between accepted offer and closing is where experienced guidance, organization, communication, and attention to deadlines become incredibly important. At Boston Connect Real Estate, our job doesn't stop when the offer is signed. We help our clients navigate what comes next through inspections, Purchase and Sale, financing deadlines, municipal requirements, moving preparations, final walkthrough, and ultimately the closing table. Because when it comes to real estate, a lot can happen between accepted offer and closing. And having the right professionals beside you can make all the difference. Thinking about buying or selling a home? Contact Boston Connect Real Estate and let our experienced team guide you through every stage of your move. Because every move should be a moving experience.   Watch our live video on Youtube!

Every Monday, Jon Hansen is joined by a specialist from Mesirow to discuss a different finance-related topic. In this episode, Andrew Mutlu, CFP, APMA, Vice President and Wealth Advisor, joins Jon to talk about roth account myths. High income earners can still contribute, Andrew explains how. To learn more, visit www.mesirow.com.

For the audio of the full service, printed sermons, and service bulletins, please go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.bismarcklutheran.org/sermons-and-bulletins/⁠⁠

Strategic thinking will change your life.Full Eden guide: https://youtu.be/1VhMmgL_Gx8Personal brand strategy AI: https://app.eden.so/ai/personal-brand-strategistThe creators bootcamp - learn to write and what to write about: https://eden.so/bootcampMy weekly writing on the mind, the internet, and the future: https://letters.thedankoe.com––– My Books –––The Art of Focus: https://theartoffocusbook.comPurpose & Profit: https://thedankoe.com/purpose––– Socials –––Twitter: https://twitter.com/thedankoeInstagram: https://instagram.com/thedankoeYouTube: https://youtube.com/c/DanKoeTalksLinkedIn: https://linkedin.com/in/thedankoe

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The Unspoken Barrier: Is Mental Health Stigma Hurting Your Outreach? Episode Overview In this episode of the Ministry Architects Podcast, hosts Renee and Anthony Rogers sit down with Dr. Steve Grcevich (known to many as "Dr. Steve"), a child and adolescent psychiatrist, researcher, author, and President/Founder of Key Ministry. Dr. Steve shares research on how hidden disabilities, ADHD, anxiety, depression, and mood disorders impact lifetime church attendance and spiritual engagement. He offers practical strategies for pastors and ministry leaders of all kinds to build universal design principles and social ramps that welcome underserved families into their ministry context. Key Insights: The Underserved Mental Health Population Many church leaders invest in traditional mission fields, yet miss the vast mission field living right in their backyards. The Scope of the Issue: Mental health challenges impact 1 in 3 households in North America. Approximately 21% of the school-age population in the U.S. has a diagnosable mental health or behavioral condition. Impact on Family Church Attendance: Autism: Reduces family church attendance likelihood by 84% Depression: Reduces church attendance likelihood by 73% Disruptive Behavior Disorders (ODD/Conduct Disorder): Reduces church attendance likelihood by 55% Anxiety Disorders: Reduces church attendance likelihood by 45% ADHD: Reduces church attendance likelihood by 20% Impact on Adult Spiritual Disciplines: Adults experiencing self-identified anxiety or depression symptoms are 50% to 60% less likely to attend weekly worship services and show significantly lower rates of regular prayer and Bible reading. "You don't need to send a missionary to a third-world country to find people who need to know Jesus, because these families with these mental health struggles are literally living within the shadows of our steeples." - Dr. Steve Grcevich Understanding Hidden Disabilities vs. Visible Needs A primary barrier to church growth and discipleship among families with mental health challenges is how church culture responds to invisible conditions. The Judgment Gap: When a child demonstrates disruptive behavior or emotional outbursts, communities often assume a lack of parental discipline or spiritual commitment rather than recognizing a developmental or mental health need. "People in the church think they can tell when a disability ends and bad parenting begins." - Parent testimony shared by Dr. Steve Individuals with anxiety or depression are frequently told to "just pray more" or are told their condition is purely a sin or lifestyle issue, driving them away from the local church. Those living with anxiety tend to avoid programs or environments that put them at risk of being publicly singled out for their differences. To make people with invisible needs feel welcomed in a church congregation, they need to know they can trust others not to look at them differently. Universal Design & Social Ramps for Ministry Rather than forcing individuals to self-identify or join segregated programs, effective churches implement Universal Design: adjusting the environment, culture, and expectations so that everyone benefits without needing special accommodations. DO vs. DON'T for Church Culture DON'T: Treat mental health as a taboo topic or purely a spiritual failure Overwhelm visitors at the front door with hyper-enthusiastic greeters Assume disruptive behavior is just poor parenting Force people to self-identify to get support DO: Speak openly from the pulpit about mental health to destigmatize the conversation Use a buddy or partner system, or host guides, to help people navigate new environments comfortably Train youth and children's volunteers to handle big emotions and behavioral needs with grace Integrate social ramps and accommodations into regular ministry 5 On-Ramps for Mental Health Outreach & Inclusion Dr. Steve outlines five actionable steps that pastors, ministry staff, and volunteers can implement to connect with those in their care and community. 1. Personalized Invitations & Relational Buddies Encourage those in your care to invite friends, neighbors, or co-workers experiencing mental health struggles to specialized sermon series. Action: Have the inviter accompany their guest to breakfast or lunch before or after the service to ease social friction and lower perceived risk. 2. Community Educational Events Host informational nights on current topics like youth mental health, social media impacts, or anxiety management. Action: Use resources like Jonathan Haidt's book The Anxious Generation as a bridge to invite local school administrators, civic leaders, and neighbors who might hesitate to attend a Sunday worship service. 3. Biblically-Based Peer Support Groups Establish specialized, short peer support groups within your small group infrastructure. Action: Partner with vetted organizations (e.g., Mental Health Grace Alliance, Fresh Hope, or Anchor International) to train lay facilitators at little to no cost. 4. Practical Care & Outward Support Provide direct relief to reduce burnout among caregivers and families managing complex behavioral or trauma needs. Actions: Set up a respite ministry for parents raising children with severe emotional or behavioral challenges Train volunteers to serve as IEP/504 advocates for families navigating public school systems Maintain a vetted referral list of licensed Christian mental health professionals Consider budgeting funds to cover initial counseling sessions for people in your community 5. Specialized Focus on Children & Student Ministries Early engagement in children's and student ministry is the single greatest predictor of lifetime church involvement. Action: Train kids' and student ministry leaders to welcome children presenting big behaviors and intense emotions using resources like Kim Botto's book Boundless Hope. Action Checklist for Church Leaders & Ministry Staff Use this checklist to evaluate and upgrade your church's marketing, culture, and outreach strategies: Pulpit Engagement: Plan a sermon series or explicitly include prayers for those struggling with anxiety, depression, and mental health during regular worship services Volunteer Coaching: Train volunteers and ministry staff on social cues, hospitality, and de-escalation for individuals with hidden disabilities Resource Development: Build a referral network of professional therapists and community mental health services Peer-Led Support: Launch a peer support group program integrated into your church's small group structure Event Hosting: Schedule a community panel or seminar focused on family mental health and wellness Resources & Links Mentioned in This Episode Recommended Reading & Research Mental Health and the Church: A Handbook for Ministry Leaders by Dr. Steve Grcevich Boundless Hope by Kim Botto (International Network of Children's Ministries) The Anxious Generation by Jonathan Haidt Religion and Disability Research Paper by Dr. Andrew Whitehead Ministry Organizations & Support Networks Key Ministry (Contact Dr. Steve directly at steve@keyministry.org) Mental Health Grace Alliance Fresh Hope Anchor International Upcoming Conferences & Events Key Ministry Regional Tour Stops: Fall events in Nashville, Jacksonville, and Phoenix National Disability and the Church Conference: March 9-11 at Kingsland Baptist Church (Houston/Katy, TX area)   MinistryArchitects

I'm always asking questions.  The fun begins when you start researching for answers. Such as…   What if we truly are living in the days of the anti-Christ?  Plus…why do we spend so much time assuming we know other people's lives?    I'm Arroe…  I am a daily writer.  A silent wolf.  I stand on the sidelines and do nothing but watch, listen study then activate.  I call it The Daily Mess.  A chronological walk through an everyday world.  Yes, it's my morning writing.  As a receiver of thoughts and ideas, we as people tend to throw it to the side and deal with it later.  When a subject arrives, I dig in.  It's still keeping a journal!  By doing the research the picture becomes clearer.  This is the Daily Mess…    Become a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-unplugged-totally-uncut--994165/support.

I'm always asking questions.  The fun begins when you start researching for answers. Such as…   What if we truly are living in the days of the anti-Christ?  Plus…why do we spend so much time assuming we know other people's lives?    I'm Arroe…  I am a daily writer.  A silent wolf.  I stand on the sidelines and do nothing but watch, listen study then activate.  I call it The Daily Mess.  A chronological walk through an everyday world.  Yes, it's my morning writing.  As a receiver of thoughts and ideas, we as people tend to throw it to the side and deal with it later.  When a subject arrives, I dig in.  It's still keeping a journal!  By doing the research the picture becomes clearer.  This is the Daily Mess…    Become a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-like-it-s-live--4113802/support.

The Trick to Keeping Long-Term Tenants Tenant turnover can quietly become one of the biggest expenses in a rental property. Vacancy, repairs, repainting, cleaning, advertising, showings, and lost rent can quickly add up when tenants move every year. The good news is that tenant turnover is also one of the expenses landlords have the most control over. In today's episode of the Canadian Real Estate Investing Morning Show, Wayne and Gabby break down what actually keeps tenants in a rental property long term and why tenant retention can have such a major impact on profitability. The core idea is simple: If you buy the right property, attract the right tenant, price it fairly, and treat them well, there is a much greater chance they stay. And when they stay, your returns improve.

We ask the rockaholics.

Kiera shares three approaches that will help you consistently and quickly fill your schedule on a daily basis: maximizing your current patients, creating the perfect handoff, and building consistent marketing. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera. And today we're gonna talk about what to do when you've got like holes in the schedule. I wanted to have a tactical one. I just came from a practice that is like an amazing same-day converter. but I want to just like talk about like it's very, very stressful when you're looking at your schedule and you just see holes, like holes everywhere. And so, what can we do to fill those holes? How can we make sure you have a very productive practice? and it's not always a marketing problem. It's not necessarily that we need more patience.   Let's just figure out how we can do like what are some simple things to help you fill those holes to have a very pro productive, predictable schedule. And like really, there's going to be holes. So let's make sure that team members and doctors have a really good solution. That way we can make sure that we take care of it. So I want to talk to you about like if you're not busy enough, how we fix it, where we can get that growth with predictability, and like three things that are gonna help you consistently fill your schedule on a regular basis. So   Dental A Team, we've worked with hundreds of practices across the nation, you guys. This is something that we see. This is something that's common. We consult them in person. We consult them virtually. And it's just something of like filling a schedule is always top of mind. It's always how do we how do we make sure it's consistently up to goal? and I think it's just a discipline. It's not something that is always talked about. It's a, it's how do we make sure, like what are the, what are the core tools to get my system? And   I think that that's just a way for you guys to to be able to be consistent and you don't need to worry about as many new patients. Like it's still a thing and I'm not here to just click it away. But this is like, let's just look for opportunities that are already sitting inside your practice that are easy. Again, they're already in the toolbox. Let's just pull these tools out for you. So what are three big areas that you can focus on quickly to help you? So I would just came from an office. It was awesome. I swear this office, like they've got holes and they just make it rain every day. It's like, all right, what are we gonna do? How are we gonna convert?   And I will say being really, really good at same day conversion is going to be a great thing. So it's maximizing the patients you already have. So instead of going after new patients, like what are the ones we already have? So what this looks like, we like are gonna look at our unscheduled treatment plans. We're gonna look for patients that are overdue and hygiene, and we're going to make sure that we're reactivating and recare and then making sure we're reappointing all patients. So number one, like a good morning huddle can fix a lot of this. So I love people to prep the day and let's all talk in huddle.   To see who has outstanding treatment. And if we are consistently doing this, of every patient who has unscheduled treatment and we schedule them in office, like the fastest, easiest way is like not going and hunting and looking at lists, but it's doing the things in office that day. Also, every morning huddle, which patients need cleanings. You can fill your schedule so quickly with a great morning huddle and with people coming prepped and prepared. So front office team members take notes. Their clinical team should be giving you a wealth of knowledge. And then as patients are coming in, we are going to be scheduling.   Any treatment that we can get scheduled and any patients due for cleanings, whether we have an opening or not today, it's good hygiene, good practice for us to get those patient schedules in office. It's so much easier to schedule them when they're in office rather than chasing and hunting them. So, number one, when they're coming in and do it through morning huddle. Number two is we need to have a set process where we're calling unscheduled treatment and recare every single day. I'm not joking, every single day. Let's make sure we have good processes. I had an office.   We just worked on it for three months. Everybody, we had a huge list of this. It hadn't been worked in years, and we're like, we're gonna get a process and a system in play. So we listed it all out. We divided the list amongst team members and we went to town. And then every single week we reported how many pay like how many dollars we were able to schedule and how many patients we scheduled. I want to say in three months they scheduled about $500,000 of unscheduled treatment. To me, that is a great use of time in three months. It's an incredible way. Every single week they were doing it. We found out who the best person was at it.   What their verbiage was, but we've got to be calling every single day. So you've got to be able to have it. There's so much out there. Unscheduled treatment, usually, like the practice I was in, and they had a bunch of holes. They're like, here, we have so many holes. I went and ran the unscheduled treatment report. They had $1.7 million worth of unscheduled treatment. And in the last six months, they've added an additional 700,000. Now, could that be duplicated treatment plans? Absolutely. But do I also believe that there's a decent amount of treatment sitting in that schedule?   You better believe it is. So, with that said, I want you to know that these items can be taken care of. You can get them done. They can be great for you. Get that process. I recommend at a minimum. Let's start with five calls a day on unscheduled treatment, unscheduled recare. Let's just have that. It's kind of like brushing our teeth. Okay. We brush morning and night. We call unscheduled treatment. We call unscheduled recare every single day. All the time. That's just part of what we do. It's part of our process. We do confirmation calls. We do unscheduled treatment and recare calls.   We also schedule every single patient that comes in for their treatment. We also schedule every patient due for recare. Another thing that you can do is you can ask when you are scheduling for recare, who else do you have that we can schedule? I cannot tell you how many people we've scheduled from family members. Me and my husband, we don't go to the same dentist. Guess what? We're about to start going to the same dentist. They ask us who we can schedule? We got scheduled together. It's very easy, it's very convenient. Just ask. It's a great way for you to fill those holes. So   You are usually sitting on tons of production opportunities that we already have. We just need to dig in our gold mine and actually be consistent with that. The fastest way to grow is usually already just sitting there. So unscheduled treatment, unscheduled recare. Let's talk about morning huddle. Let's make sure we're making those five hygiene calls a day. Like, I'd love you to do more than that. I'd love you to just fill your schedule and always have it full. But making outbound calls on a consistent basis, minimum five up to Tiffany, you sever team call, 50 calls a day. I'm not joking. So   Know that five is really, really, really low. And make sure it's a call and a text. Don't just go the the easy way and do a text, a phone call and a text. You get double whammy and call at times when people are gonna be around. So I usually like to make calls around eight, noon, or around four. It's usually when people are gonna be the most around that we were maximizing our time. So we can run the unscheduled treatment list. I always run it every single month. Divide the list up amongst every person. If we have an opening in the schedule where we've got downtime, everyone's expected for every 15 minutes of downtime we've got, we are going to be making.   Five calls. You can do it for 30 minutes, but everyone give the script, have everybody do it. It's there. So that's one tip to fill your schedule very easily and keep it full. The next one is gonna be like, let's boost our case acceptance. I kid you not. Like we don't need to go after more patients. A lot of times we just need to improve that case acceptance. So getting really good. I work a lot with offices when we do our consulting on just improving case acceptance. It's one of the fastest, easiest ways to grow a practice is just to get more patients to say yes.   If you're a great clinician and we're diagnosing, we should get patients to say yes. I have an office that I've been working with for several years. And truly, what we do for the bulk of our time is we work on their treatment plans and we just improve it and we improve it. We grow them usually a million to two million every single year, just by working on case acceptance, not pushing more new patients, not doing a lot of systems. It is truly just working on case acceptance. So when we have patients that are like, let me think about it.   We're not getting treatment plans scheduled. We also have low treatment plans. So it's a closing cases, but also diagnosing enough that's going to be there. If you want to produce your like the goal should be you're diagnosing at least three times what you want to produce. Then we need to be closing those cases. So what we need to do on this is it's strong handoffs. So I usually recommend NDTR. You've heard me talk about it million times. We'll link those if you haven't heard it. Welcome. It's next visit, date, time, recare.   So we gotta tell every patient what the next visit is, be clear and concise, what the date is to return, how much time, like one week, two weeks, three weeks. Do not say ASAP. I had an office I've been working with for years, like, I tell them ASAP, and I was like, excuse me? No, ASAP is very different for everyone. We're gonna say when you're scheduling my schedule align, or one week, two weeks, non negotiable. How much time is needed for that appointment and also recare. I've also had teams tell me, like, Kiera, we already know.   I know you know, but the patient needs to hear it. It's gonna help you get higher case acceptance. So everybody says that we involve the patient, we don't just talk to each other. The patient's involved in that. So strong handoff, NDTR. Make sure they all have it. Then after that, what we're gonna do is we're gonna have really strong case acceptance and we're gonna track on a treatment tracker. I have an office that does an amazing job with this. They track every single treatment plan. They come through what is it? They have multiple doctors. How is each doctor doing? What's their case acceptance?   How many dollars are we diagnosing? And we review it weekly, if not monthly, across the board. That way, doctors are constantly improving their case acceptance. We're constantly improving our handoff. Hygiene is constantly teeing up treatment. Let's get better and stronger to where we get this high case acceptance. You do that alone. Your diagnosis, your handoffs, and your closes are going to improve. What we track and measure improves. You probably have so much treatment that's not being diagnosed. So hygiene and doctors work on what would doctor do? Let's tee up treatment. Hygiene should be able to.   tee up treatment, 90% exactly what a doctor is going to diagnose. Doctors should be able to come in, give a perfect handoff. We then take that up to the front office. And then front office is really, really strong at being able to schedule first. Then let's talk about objections. Let's work through it to get them scheduled. I love a strong treatment coordinator who just closes like, let me think about it. Let's work through that. What are the reasons? I have an entire thing on root causes and objections and how to work through objections. So if you guys want to know a couple of objections, I love these.   I love to work with treatment planning. and these are just things of what are their objections? So we gotta go into this case acceptance, 80% psychology. Everybody says yes to me. There's always a solution. We're gonna find it together. Assume that they wanna do this. All right. So, like, yes, they want to do dentistry. We present the treatment plan, we edify the doctor, we schedule first. People think I'm crazy to schedule first. Schedule first, it puts it in. We are doing treatment. How you pay for it, that's your decision.   But on this, we're going to make sure that we're scheduling first. And I'm not going to say when do you want to get scheduled? I'm going to say let's get you scheduled. I've got Monday or Wednesday. Which do you prefer? Then after that, we're going to then present the trim plan. So it's going to be $76, it's going to be $7,600. Insurance is estimated for this amount. This will be your total out of pocket when I see you on Wednesday. What questions do you have for me? I want you to be rock solid confident moving forward. Now, fun fact, today I was in an office. there's only one gal up front. The other one wasn't there. And   I got thrown right back into the saddle. I was answering phones, I was scheduling, I was treatment planning. I was like, whew, gotta see if I still got it or if this is just something I podcast about. Ladies and gentlemen, I'd like you to know Kiera Dent still has it. I'm still very good at treatment planning. Closed every single treatment plan I presented today, had all of them signed, it did same-day treatment today in office, doing this exact formula. Went in, presented it exactly like I tell you here. Every single patient signed, even if they have questions or objections, we then tie it back.   Amazing. Let's talk about it. Tell me what's going on. Tell me more. I want to understand. Tie to their driver. Is it cosmetic, function, cost, or longevity? You go past the no two times. Let's look at it. We don't plant like objections that they didn't talk about. Don't talk about money if they don't bring it up. Don't talk about time if they don't bring it up. Don't talk about pain if they don't bring it up. Wait for them to ask those questions. Don't sit there and plant it. If they don't say it, don't bring it up.   if it's a spouse objection, I'm like, what questions do you think they'll have? I want you to be sure you're fully prepared to answer all their questions. At work, absolutely, let's get you scheduled. I, Kiera, would hate to forget about you. So, like, if something comes up, no problem. Just give me a jingle, I'll take care of it. but this way I don't let you slip through the cracks. I would hate to forget about you. They will schedule. Everyone wants to be important. Money, let's talk about it, will never be cheaper, more predictable than it is today. Time, like they should already know that through that perfect handoff. It's gonna take 90 minutes, it's gonna take two hours. Like,   We can figure that out. Pain, like this is what most patients experience. Like, don't make it worse than it is. Don't make it better than it is. Like be honest with them so they trust you. If it's overwhelming, let's make sure we've got a clear next visit. Let's don't give them five options. There's so many ways that you can overcome objections. It's not hard, but you do need to track it. You do need to measure it. We do need to get better at our case acceptance. It is one of the fastest, easiest ways to grow your practice without needing to go and get more new patients.   You just increase your diagnosis and your case acceptance and your handoffs. Having a nice case acceptance protocol where we practice it, we rep it, we repeat it. I love it. I've been able to get about 15 treatment coordinators across multi-offices, really, really strong. Then we go to the next level. So, like people who weren't able to present like $1,000. Now they're presenting $15,000 cases with confidence. What's the next level? What are we struggling with? What are the areas that we're not able to close? Let's work on that. What's the objection you're hearing?   Kiera, people are maxed out on insurance. Okay, let's work through that. What are they saying? Let's role play through it. Let's figure it out. But having treatment coordinators and doctors realize that case acceptance is an art. You need to just keep constantly refining and improving. And if you don't have it in your calendar to work on your case acceptance at least once a month, you're missing a ton of opportunity. That's with your treatment coordinator, your hygienist, and your doctors. Let's work through it. Let's look at all the ones that are going to be like let's look at everybody who didn't say yes this month.   Why didn't they say yes? Let's role play through it. Let's hear what we said. How did we present it? How could we present this better? What like case acceptance is usually won or lost within one word. It's usually one or two words that you said. Like listen to it, record yourself. Listen back to the exams. Share those exams. Share how we presented it. Front office, record yourself. Let's listen to it. You listening to it back is going to teach you so much more than what you think you said. What people think they say versus what they actually say. People are like, Kiera, I didn't say that. And I'm like,   No, actually, I was like standing here and you did say that. Or they're like, I hear all the time. so do you want to get that scheduled today? Why did you just ask that? Let's get you scheduled today. Let's schedule you. Then it's like, well, you know, you want morning or afternoon. Why don't we say, like, doctor dentist does their fillings at 8 a.m. or 3 p.m.? Which works best for you? They're a doctor. I never go to the dermatologist and they're like, Kiera, when does it work best for you to come? No.   They're the dermatologist, they're the oral surgeon, they're this. They tell me when I can schedule. It's not the other way around. Let's start doing that. Let's start helping patients see that they're so lucky to come here. Now that doesn't mean we can't be accommodating, but it does mean that we don't walk ourselves into traps accidentally. So improving your case acceptance, having a solid case acceptance protocol, you focus on that. You're gonna grow your practice faster than anything else. So review it, have it set, review this every single month, non-negotiable, and you will grow.   Then the step three that you can do, it does come into marketing. Okay, okay, okay. but having consistent marketing, not random marketing. So marketing is predictable, so it's not like panicking, like, we don't have patience, let's market. Marketing is one of those things where you've just got to be it's like branding. You're out there constantly. So we're out there and we have getting reviews. Reviews is the fastest, easiest marketing that doesn't cost you a penny. Like you can get 12 or $149, I think is what it is.   Just tell them Dental A Team sent you. I think it's about that. They'll send out reviews for you. Like, sure, that's $149. But if it gets you reviews and patients, very inexpective. The best marketing is Google reviews by far. You can have that in your office. You can have things where people are talking about it. You can talk to patients. You can ask patients for it. Like you have to have a way to be collecting reviews. It's the fastest, easiest way to grow. Be involved in your community, have referral system where people they refer patients to your practice and it's a consistent referral. And then track your marketing performance.   Do that. What I find is most people do not stay consistent on that. Everything I told you comes from consistency. It's consistency on scheduling. It's consistency on morning huddle. It's consistency on calling on scheduled treatment. Then it's gonna be on case acceptance, reviewing it, diagnosing handoffs, like just practicing that and then having consistent marketing where we look at this. You stay consistent on those three things, your practice will grow. Period. It will. But we all get crazy and we're like, we're so busy. We're so busy that we're running ourselves into open schedules.   I also have a rule. My team knows you do not leave the practice with holes in the schedule. Period. That's you have an ownership. If you're over my schedule, you do not leave without that schedule being full. Period. People can do it. And guess what? If that's the standard and expectation, they get really good. Because we all don't want to stay late. But you are calling. You're sending out those outbound calls. Our case acceptance need to be this. Own the case acceptance. Have the doctor schedule to go. That is your baby. You take care of this. We review it. Have people own these areas.   But really own it. This is going to help you tremendously. So growth's not always about just getting more in people. There is so much growth and opportunity in your practice right now. Every single office I go into always has unscheduled treatment. They always have unscheduled recare. Always, always, always. Let's go for it. Let's start asking. Who else can we schedule? There are so many easy ways. Let's diagnose, let's check our case acceptance. Let's watch our marketing numbers. Do this. Be consistent.   You just need to do a better job with the opportunities you already have there. It doesn't have to be crazy. It doesn't have to be hard. It's there. and so I just want you guys to know that it's very doable. Now, if you need help with this or your team's not bought into it, if you're like, my gosh, my schedule's light, or we have this and I hear you on the podcast, but I can't get my team bought in. Reach out. We are the literally the dentist and team experts. We do this for a living. We are really, really, really freaking good at it. So reach out. Hello@TheDentalATeam.com. Let's make it to where we have a consistent, predictable schedule. Let's get these systems in place. I worked with an office for three months.   500,000 collected. We worked with another office, millions added to their practice every single year, consistently, just by doing reps with our team. It's not always about reinventing the will. Sometimes it's just being consistent with the will you already have. So let's make like, let's make magic with what we already have. Let's take care of those patients we already have. Let's dig into those. I promise you it's way easier than you think it is. Let's just be consistent and let's pull the right levers that are actually gonna grow your practice with ease.   Reach out. I'd love to help you. Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.  

Episode 456 | Interview with Solomon Brenner Podcast Description Solomon Brenner (founder of Action Karate) joins Duane Brumitt and Shihan Allie Alberigo for a real-talk conversation about what it actually takes to build a team, grow leaders, and keep your school moving forward when the “business owner rollercoaster” hits. They dig into the stages most owners go through (from early excitement to hard lessons to true interdependence), how to develop instructors faster without watering down your curriculum, and why the future belongs to school owners who combine smart systems (including AI) with real human connection. Key Takeaways Most school owners go through predictable “stages” — and naming them helps you move through them faster. Solomon breaks down the progression from early excitement, to the “paying for everything” grind, to the dangerous “freedom/complacency” phase, and finally the “we stage” where growth accelerates because everyone is aligned. Stop saying “staff” if you want people to act like leaders. Build a team (and partners). One of Solomon's first points is language: “team” creates ownership, identity, and a higher standard than “staff.” It's a small shift that changes expectations. You're not looking for everyone — you're looking for the hungry, humble, smart ones. Solomon's view is simple: you have to sift through a lot of people to find the right long-term players. A big tell? If they won't read a book you give them (like Rich Dad, Poor Dad), they're probably not hungry. You don't need a black belt to teach a white belt. Start leadership development earlier. Solomon's model is to get people teaching at a low rank (and even involve parents as “parent coaches”), so by the time someone becomes a black belt, they've already been building teaching skill for years. Parent coaching can be a retention and culture cheat code. Action Karate uses “parent coaches” who go through a short certification, wear a uniform, and help on the mat in simple ways (targets, encouragement, keeping kids engaged). It's not about advanced technique — it's about building community and support. Don't blame “this generation.” Assume it's a leadership and motivation problem you can solve. Solomon pushes back hard on the “kids these days” mindset because it removes your control. His reminder: people are motivated — they may just be motivated toward something else. Your job is to bridge that gap with a compelling future. Grassroots marketing still wins — because most owners won't do the boring stuff consistently. SEO, Meta ads, and Google Ads are table stakes. However, Solomon emphasizes the real separator: birthday parties, daycare programs, community events, and showing up where families already are. If you're doing table events, the difference is energy. Sitting behind the table with crossed arms gets you zero leads. Standing in front, engaging, high-fiving, and inviting people to participate changes everything. Use cameras like game film: diagnose what's really happening in intros and enrollments. Solomon recommends recording intro lessons and enrollment conversations so you can review what worked, what derailed the process, and where prospects actually drop off. It's not just security — it's coaching. AI is a tool — but human connection is the long-term advantage. Solomon shares how they use AI for drafting parent responses, preparing for difficult conversations (even using personality profiles), and reviewing documents. Still, he believes personal texts, calls, and real relationship-building will matter more and more. Action Steps for School Owners Teach your team the “stages” of ownership. Use Solomon's framework as a normalizing tool. When your leaders know what phase they're in, they stop panicking and start progressing. Build an instructor pipeline earlier than you think. Create a simple ladder: Beginners help with tiny tasks Low ranks teach basics to brand-new students Higher ranks mentor lower ranks Senior ranks polish and lead Add a “parent coach” option (even if it's small). Start with 1–3 parents who love being involved. Give them a short training, a clear role, and a uniform so they take it seriously. Treat your intro process like a sport. Put a camera in the intro room and do weekly “game film review.” Look for patterns, not excuses. Pick one grassroots channel and commit for 90 days. Daycares, birthday parties, library programs, school events — choose one and do it consistently. The boring stuff is where the wins are. Use AI to support communication — not replace it. Draft emails and texts with AI if you want, but add a personal line that proves a real human is present. Additional Resources Mentioned Rich Dad, Poor Dad (book recommendation for mindset and ownership) Zig Ziglar quote: “You can have everything in life you want, if you help enough other people get what they want.” Using cameras for “game film review” of intro lessons and enrollments SendOutCards (service mentioned for birthday cards and gifts)

Twenty years of digital marketing created something of a monster: companies poured enormous investment into analytics teams, MarTech stacks, media capabilities, and data infrastructure—and then watched all those functions march off into their respective silos to work really, really hard at producing activity rather than impact. Rusty Rahmer, founder of Starize AI and author of Working As Designed, joined Michael, Julie, and Val to dig into why that happened, why it's still happening, and what it actually takes to flip the shovel over and use the right end. Along the way, Rusty—who Val correctly identified early as a spontaneous analogy machine—explained why customer journey maps on walls are basically the statistical average American life that literally nobody lives, why waffle fries are structurally superior to ridged chips (and what that has to do with cross-functional team design), and why the most important question a marketing leader can ask a room full of executives is also the one most likely to be met with complete silence. This episode is brought to you, in part, by our sponsors, Stape and Prism from Ask-Y. For complete show notes, including links to items mentioned in this episode and a transcript of the show, visit the show page.

What is the “Time Value of Money?” Episode 394 – The time value of money is one of the most important financial concepts there is to understand. It comes into play in almost every financial decision. You don't need to understand the arithmetic, but you should have some sense of where and how the math applies. Doing so may be able to improve the quality of your financial life. More SML Planning Minute Podcast Episodes Transcript of Podcast Episode 394 Hello, this is Bill Rainaldi, with another edition of Security Mutual's SML Planning Minute. In today's episode: what is the “time value of money”? Simple question: what is worth more: a dollar you earn today, or a dollar you earn next year? Most people instinctively know that a dollar earned today is worth more. After all, that's an extra dollar you can spend now on whatever you want. But understanding why is a critical financial concept that few people really understand, and one that applies to pretty much everything when you talk about personal finance. The concept is generally known as the “time value of money.” It's an idea that runs through almost every decision a business or financially sophisticated individual makes. According to the Harvard Business School, the time value of money means that “a sum of money’s value depends on how long you wait to use it; the sooner you use it, the more valuable it is.”[1] In other words, the money you have today is worth more than the same amount that you receive in the future because you have the opportunity to invest that money right now and earn a return on it. Figuring it all out in detail involves a rather complicated series of formulas. We won't get into the formulas here, but Microsoft Excel has tools to help make the calculation process easier. The basic idea is that, if nothing else, you can take the dollar you earn today and invest it. At the end of the year, that dollar will be worth more than the new one you receive at the start of the next year. If your assumed interest rate is six (6) percent, that first dollar will be worth $1.06 by the time the second one arrives. I know it doesn't seem like much of a difference. But after 20 years, the value of that dollar at the same 6% would be $3.21. And remember, we're generally talking about much bigger sums. And compounding, that is, repeating this process over an extended period of time, can make the impact much more significant as the years go by. And when you're considering a regular payment, such as a mortgage or an annuity, the difference adds up even more. Compounding is something we touched on in two recent episodes, one about reverse mortgages and the other about Trump Accounts. As Albert Einstein is alleged to have said, compound interest is “the most powerful force in the universe.”[2] Whether he actually uttered those exact words or not, many present and future retirees understand the value of saving early. The math is equally important but gets more awkward when you want to reverse the process. What is that dollar you're going to get a year from now worth today? This is where a spreadsheet can help. The answer is just over 94 cents. If it's two years, it's about 88 cents. In five years, just under 75 cents. As you might suspect, inflation is a key consideration when it comes to the time value of money. There's another reason a dollar earned today is worth more than a dollar earned in the future. Your money will likely be able to buy less in the future than it does today, simply because prices of most goods and services tend to go up over time. Uncertainty also plays a role. Assume someone owes you money, but the payment is due a year from now. The problem is that things could change over the next year. They might move away, or declare bankruptcy, or decide they don't like you anymore. Nothing is certain until you actually have the money in hand. Note that if there's additional risk that you're not going to get the money in time, or at all, many financial pros will try to handle this using a higher assumed interest rate, or “discount rate.” There are some other areas where the time value of money is a key consideration. One often overlooked example is deciding on whether to make a home improvement that adds to the value of your house. Another might be weighing the pros and cons of buying vs. leasing a car. Yet another might be your decision on when to collect Social Security. Another concept that comes into play—and one that many people rarely consider—is opportunity cost. Once you understand the time value of money, opportunity cost becomes much easier to recognize. There are tradeoffs in any financial decision. Opportunity cost can be defined as the value of what you give up when you forgo one choice in favor of another.[3] Opportunity cost comes along more often than most people realize. The truth is that you finance every major purchase you make, even if you're using cash. If you buy a new car and use your available cash, it will save some money. Since there's no loan, there's no cost to you in terms of interest payments. But there is still opportunity cost. By paying cash, you've given up the opportunity to invest that money elsewhere and earn interest and/or dividends on it. This is a concept few people think through thoroughly. To put it another way, if you want something, you must give up something else. It's just not always easy to see. You don't need to understand the complicated mathematical formulas behind the time value of money. You just need to understand the concept. It can—and should—help you make some of your most important financial decisions. Confused about things like the time value of money or opportunity cost? Your Security Mutual Life insurance agent can help. Your Security Mutual Life insurance agent can augment or help assemble your financial team and coordinate with your attorneys and tax professionals to review your situation and to determine the insurance plan that will best suit your needs and objectives. [1] Cote, Catherine. “Time Value of Money (TVM): A Primer.” HBS.org. https://online.hbs.edu/blog/post/time-value-of-money (accessed July 14, 2026). [2] Schleckser, Jim. “Why Einstein Considered Compound Interest the Most Powerful Force in the Universe.” Inc.com. https://www.inc.com/jim-schleckser/why-einstein-considered-compound-interest-most-powerful-force-in-universe.html (accessed July 14, 2026). [3] Munsey, Bobbie Anne. “8 Opportunity Cost Examples (Plus Definition and Uses).” Indeed.com. https://www.indeed.com/career-advice/career-development/opportunity-cost-examples (accessed July 13, 2026). More SML Planning Minute Podcast Episodes This podcast is brought to you by Security Mutual Life Insurance Company of New York, The Company That Cares®. The content provided is intended for educational and informational purposes only. Information is provided in good faith. However, the Company makes no representation or warranty of any kind regarding the accuracy, reliability, or completeness of the information. The information presented is designed to provide general information regarding the subject matter covered. It is not to serve as legal, tax or other financial advice related to individual situations, because each individual's legal, tax and financial situation is different. Specific advice needs to be tailored to your situation. Therefore, please consult with your own attorney, tax professional and/or other advisors regarding your specific situation. To help reach your goals, you need a skilled professional by your side. Contact your local Security Mutual life insurance advisor today. As part of the planning process, he or she will coordinate with your other advisors as needed to help you achieve your financial goals and objectives. For more information, visit us at SMLNY.com/SMLPodcast. If you've enjoyed this podcast, tell your friends about it. And be sure to give us a five-star review. And check us out on LinkedIn, YouTube and Twitter. Thanks for listening, and we'll talk to you next time. Tax laws are complex and subject to change. The information presented is based on current interpretation of the laws. Neither Security Mutual nor its agents are permitted to provide tax or legal advice. The applicability of any strategy discussed is dependent upon the particular facts and circumstances. Results may vary, and products and services discussed may not be appropriate for all situations. Each person's needs, objectives and financial circumstances are different, and must be reviewed and analyzed independently. We encourage individuals to seek personalized advice from a qualified Security Mutual life insurance advisor regarding their personal needs, objectives, and financial circumstances. Insurance products are issued by Security Mutual Life Insurance Company of New York, Binghamton, New York. Product availability and features may vary by state.​ SubscribeApple PodcastsSpotifyAndroidPandoraby EmailTuneInDeezerRSSMore Subscribe Options

Today I sat down with my friend Andy Schectman, CEO of Miles Franklin Precious Metals and one of the most recognizable voices in the precious metals industry. I've known Andy for years, long before I ever became a customer of his. He's someone I trust, someone I enjoy talking markets with, and someone who has spent decades watching the intersection of monetary policy, sovereign debt, central banks and the physical gold market. These podcasts, posted here, are now all on a slight delay and are taken from my near-daily blog, Fringe Finance. As of right now I have no sponsors, so the best way to show support is just to listen/read or subscribe to my blog: http://quoththeraven.substack.com    You can also still contribute a one time or recurring donation to the podcast via Patreon: https://www.patreon.com/QTRResearch   All podcast content is subject to this disclaimer, which you should read slowly, multiple times. Thank you all for your continued support over the years. I stand on the shoulders of the people who listen to and/or enjoy my content and I never lose sight of that. QTR's Disclaimer: Please read my full legal disclaimer on my About page here. This post represents my opinions only. In addition, please understand I am an idiot and often get things wrong and lose money. I may own or transact in any names mentioned in this piece at any time without warning. Contributor posts and aggregated posts have been hand selected by me, have not been fact checked and are the opinions of their authors. They are either submitted to QTR by their author, reprinted under a Creative Commons license with my best effort to uphold what the license asks, or with the permission of the author.   This is not a recommendation to buy or sell any stocks or securities, just my opinions. I often lose money on positions I trade/invest in. I may add any name mentioned in this article and sell any name mentioned in this piece at any time, without further warning. None of this is a solicitation to buy or sell securities. I may or may not own names I write about and are watching. Sometimes I'm bullish without owning things, sometimes I'm bearish and do own things. Just assume my positions could be exactly the opposite of what you think they are just in case. If I'm long I could quickly be short and vice versa. I won't update my positions. All positions can change immediately as soon as I publish this, with or without notice and at any point I can be long, short or neutral on any position. You are on your own. Do not make decisions based on my blog or what my guests say. Nothing is fact checked. I exist on the fringe. Assume any and all numbers in this piece are wrong and make sure you check them yourself. The publisher does not guarantee the accuracy or completeness of the information provided in this page. These are not the opinions of any of my employers, partners, or associates. I did my best to be honest about my disclosures but can't guarantee I am right; I write these posts after a couple beers sometimes. I edit after my posts are published because I'm impatient and lazy, so if you see a typo, check back in a half hour. Also, I just straight up get shit wrong a lot. I mention it twice because it's that important.

ALWAYS Assume That There Is Competition

Sterling Seizert spent his career as a US Army Special Forces Green Beret, serving as a senior communications and intelligence sergeant in 10th Special Forces Group and as a Special Operations liaison at the US Embassy in Nigeria. When he transitioned out, he carried the same discipline into entrepreneurship, and today he's the founder of Patriot Capital and Legends Lodge, overseeing eight self storage facilities worth over 58 million dollars and serving 3,100 clients. He's also the author of the new book Buy Your Freedom. This one goes deeper than either man expected. Sterling opens with a harrowing 2013 combat story, then he and Larry get into how training builds calm under pressure, servant leadership in marriage, raising daughters who hold themselves to a standard, and why honesty in a home should be celebrated rather than punished. If you want a masterclass in staying grounded when the stakes are high, this is it.   Timeline Summary [2:54] – The 2013 mission in northwest Africa and the firefight that changed everything [6:11] – Holding a soldier's heart and being told to keep the rhythm [8:11] – Did training take over, or was there disbelief in the moment? [10:26] – How repetition inoculates you to the sights, sounds, and smells of the battlefield [12:32] – Advice for the average man facing his own hard situation [14:25] – Why action creates clarity and keeps you out of rumination [15:11] – The full bio: Green Beret, Nigeria, and 58 million in self storage [17:36] – Growing up in small-town Wisconsin and a colder father [20:59] – The deep question: would he still eat Taco Bell knowing what he knows? [22:21] – Did quitting ever cross his mind in selection? It never did [26:07] – The frozen ambush in North Carolina and putting suffering in perspective [30:35] – Getting recycled through small unit tactics and choosing to be an asset [32:09] – The first responder divorce rate and how he and Rebecca stayed tight [32:36] – Marriage as service, and why keeping score never works [35:09] – Serving your wife without becoming the nice guy or the domineering man [38:33] – Servant leadership, apologizing, and holding a standard at the same time [39:03] – Larry and Sterling compare their household standards for conflict [41:07] – The one question that disarms almost any argument with someone close [43:44] – The plan for when his daughters start dating, sniper school included [45:10] – Raising strong daughters to look for ambition and a standard [48:14] – What this generation of young men is missing, from social media to porn [52:03] – Cultivating real connection with daughters in the teenage years [54:13] – The one hard rule he'll raise his voice over, and why honesty gets celebrated [57:29] – The two books that changed his life, plus his own new release   5 Key Takeaways Action Creates Clarity — When you're facing something hard, assess what needs to get done and execute in order. Movement keeps you out of the rumination loop and steadily reveals the next right step. Marriage Is Service, Not Score — Approach your marriage as the person there to serve, and assume your spouse will meet you halfway. Keeping score guarantees you'll always find a way to justify why you're winning. Serve Without Being a Doormat — Servant leadership isn't groveling and it isn't domineering. Hold a real standard for how you're treated, model that same standard yourself, and pick the battles that actually matter. Assume the Best Interest — In conflict with someone close, ask whether they truly lack your family's best interest at heart. Nine times out of ten they don't, which turns the fight into the two of you against the problem. Celebrate Honesty, Don't Punish It — Make ownership safe. When kids know honesty is welcomed rather than met with punishment, you can address the actual problem instead of untangling a lie on top of it.   Links & Resources Episode page and all links: https://thedadedge.com/1510 Join the Dad Edge Alliance: https://thedadedge.com/join Dad Edge Boardroom Goal Setting Intensive (July 31, 8am central): https://thedadedge.com/goals Buy Your Freedom by Sterling Seizert: https://a.co/d/0fwMJAzB   Enjoyed This Episode? If Sterling's line about action creating clarity gave you something to hold onto, put it to work this week. Send this episode to a man who's stuck ruminating instead of moving, and take one honest look at the standards you're actually modeling at home. If the show keeps delivering, follow, rate, and leave a review so more fathers can find these conversations.

Aaron Luce is back on Trading Nut — this time breaking down the night he woke up -$20,000 in drawdown, how he turned a $25K account into $150K+ trading gold, and why trading less might be the real key to trading better. https://tradingnut.com/aaron-luce-3 - Aaron's Links

7.28.26, Kevin Sheehan takes on the role of an oddsmaker and sets the Jayden Daniels games started line for the 2026 NFL season.

Mindset expert and author Neil Solomon joins Trading Nut to break down the real psychology behind trading failure — from why watching yourself lose is harder than winning, to the "controlled psychopathy" trait shared by elite traders and poker pros. If you've ever sabotaged a winning trade or blown up a funded account, this one's for you. https://tradingnut.com/neil-solomon - Neil's Links