Podcasts about assume

Crushed by life's boulders—trauma, overwhelm, or self-doubt as an autistic/AuDHD/ADHD young adult?

In this episode, Samantha and Nick examine a wrongful death lawsuit stemming from a non-transport decision—a case that highlights how quickly routine calls can turn into high-stakes legal events. The discussion centers on the death of a 26-year-old man with type 1 diabetes and a seizure disorder who requested transport, was left at home, and was later found deceased. Using the language of the actual court complaint, the episode explores the legal concept of public trust in EMS and what happens when that trust is alleged to be broken.From a leadership and risk-management perspective, the episode dissects the duty to assess, document, and transport—or properly refuse. The hosts examine how documentation choices (“canceled – no patient found”), failure to contact medical control, and leaving a high-risk patient alone can dramatically shift the legal narrative. Particular attention is given to supervisory actions after the call, including how complaint handling, recorded phone conversations, and well-intentioned but poorly worded statements can unintentionally strengthen a plaintiff's case.The conversation also breaks down the legal mechanics of the lawsuit itself, including wrongful death, survivorship, and loss of consortium claims, as well as why a seemingly multimillion-dollar case may settle for far less. Throughout the episode, the emphasis remains on defensible decision-making, understanding administrative and civil liability exposure, and how EMS professionals can protect both patients and their licenses by aligning clinical judgment with documentation and protocol.Key takeawaysNon-transport decisions carry legal weight: Refusing or discouraging transport in high-risk patients invites scrutiny.Documentation is your primary defense: “Canceled – no patient found” is nearly indefensible when patient contact occurred.Duty to assess does not end at the door: Seizure risk, diabetes, and being left alone matter legally and clinically.Medical control can help: Early physician involvement can shift responsibility and improve outcomes.Supervisors must handle complaints carefully: Poorly phrased responses can become admissions of fault.Assume you are being recorded: Phone calls, body cams, and bystanders can all end up in evidence.Do the right thing and write it down: Defensible care starts with sound clinical judgment and ends with accurate documentation.

Lawrence Lepard is a professional investment manager who has been a long time advocate for a return to sound money. He manages funds which focus on companies involved with gold and silver mining and Bitcoin. He is an active contributor to the "sound money" discussion on X, using the handle: @LawrenceLepard, and he recently published his first book: THE BIG PRINT: What Happened to America and How Sound Money Will Fix It. 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.

In this episode of One Sharp Sword, Dr. Wayne Pernell sits down with Tariq Malik, the “Reluctant CPA” whose career path spans engineering, chartered accountancy, international finance, and now fractional CFO leadership. Tariq shares his journey from Pakistan to England, Canada, the Middle East, and the U.S.—and the lessons learned while helping organizations navigate financial strategy, succession planning, and sustainable growth. Tariq reveals why most business owners underestimate what they don't know, the dangers of being too owner-dependent, and why bringing in outside expertise (from CFO services to leadership coaching) is essential for scaling. This conversation offers a blend of global perspective, business acumen, and meaningful leadership insight.

One of the fastest ways intimacy erodes in marriage is through assumption.We assume our spouse knows what we need.We assume they understand how we feel.We assume love means they should just “get it.”But marriage doesn't work on mind-reading as we have talked about before, it works on communication.When we assume things, we stop asking questions. And when we stop asking questions, we stop truly knowing our spouse. Over time, those assumptions turn into unmet expectations, and unmet expectations almost always lead to frustration, resentment, or emotional distance.Dr. John Gottman, one of the leading marriage researchers, talks about “bids for connection” the small moments where one spouse reaches out for attention, affection, or understanding. When those bids are ignored, often because of assumptions, couples slowly drift apart. Assumptions also damage sexual intimacy. When one spouse assumes rejection, disinterest, or “now's not a good time,” desire goes unspoken. Silence replaces vulnerability. And eventually, intimacy feels awkward or distant, not because love is gone, but because communication is.In this episode, Nick and Amy talk about how making assumptions or assuming things in marriage can crate a lot of disconnect and conflict.Healthy marriages don't assume. They ask.They clarify.They check in.They choose conversation over silence.Because love isn't proven by how well you guess, it's proven by how well you listen.If you haven't already, go check out the Ultimate Intimacy App in the app stores, or at ultimateintimacy.com to find "Ultimate Intimacy" in your marriage. It's FREE to download and so much fun! Find out why close to 1M people have downloaded the app and give it such high ratings and reviews!Check out the new UandI App we just released after a year in development.WANT AMAZING PRODUCTS TO SPICE THINGS UP? YES PLEASE... CLICK HEREFollow us on Instagram @ultimateintimacyapp for app updates, polls, giveaways, daily marriage quotes and more.If you have any feedback, comments or topics you would like to hear on future episodes, reach out to us at amy@ultimateintimacy.com and let us know! We greatly appreciate your feedback and please leave us a review.*This episode was recorded and published a few years ago and we released it again.Enjoy the podcast or have some feedback for us? Shoot us a message!

Send us a textI loved recording a no-fluff episode of The Return With @Richard Donnell at Zoopla(Source of the best insights in the industry.)The headline?→ Stop investing like it's 2021.→ Start investing like it's 2026.We covered what 2025 changes mean for 2026 investors.Then discussed 2026 ‘must-dos', including:Re-underwrite your portfolio.Assume “normal” rent growth (2-3%).Stress test higher compliance and running costs.Face the London maths.If you want income, be honest.London can work - but mainly as value-add, or very long term.Go where the spread works.Follow yield, not headlines.(We discussed regional cities like Glasgow, Derby.)Decide your stance early.Buy / Build / Upgrade / Sell.Commit to scaling or shrinking.Act like an operator.Sell liability-heavy stock early.Buy only where pricing reflects the cost of capital.This episode is in association with (and thanks to) Lloyds.In association with:https://www.lloydsbank.com/business/industry-expertise/real-estate.html?utm_source=The+Return&utm_medium=podcast+partnership&utm_campaign=sponsored+episodeGuest LinkedIn: https://www.linkedin.com/in/richard-donnell/Host LinkedIn: https://www.linkedin.com/in/annaclareharper/

Tiff and Monica talk about the fundamental elements to include when onboarding a new team member, and some of them might surprise you. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:01) Hello, Dental A Team listeners. Welcome back. I am just so happy to have all of you. know there are so many people out there that support the Dental A Team in so many amazing ways. And you guys being here downloading these podcasts and having that little, I know Apple allows the like auto download. I always love that. Cause when I'm on flights, I can just, you know, podcast. But you guys being here.   pushing those through for us, being here to just support who we are, what we do is so truly incredible, whether you're a client, a future client, or someone who's just here to listen and you're like, ⁓ you know, never gonna sign up, we don't really have a preference of how you get to us. We just love that you're here. We wanna deliver all of the most amazing information that we possibly can. You might notice we share a lot of information, a lot of tips and tricks, a lot of like, I don't know, feel like, Monica, I feel like they're like.   secrets, trade secrets, right? And people are like, gosh, I'll just listen to your podcast. I'm like, fantastic, do that, do that. When you're ready for someone like Monica, who I have here with us today, you guys, to be like, I'm gonna push you a little bit further. She's here, we're here, and we're ready to help you get to that next level. And as I said, you guys, this is a truly, truly exciting day for us. I have Monica back on the podcast with me today. I am so excited to have you here, Monica. I know.   Monica Gomez (00:57) ⁓ yeah.   The Dental A Team (01:20) Previously, I've kind of given a good spiel of who you are and how we found you. And we got to record a podcast, if you haven't listened to it yet, about this really hiring tips and strategies. But there's so much to learn about Monica, her coaching style and who she is in that episode. So if you haven't listened to it yet, go do that. And as an introduction today, Monica, welcome. I'm so excited to have you here. And I just I'm excited to pick your brain. love I love watching.   I feel like I get to watch the flow of how thoughts come to you and it's just really fun and I love our time together. Thank you for blocking out your morning and being here with me this morning and Monica, how are you? How was your weekend? How's life? How's Monica?   Monica Gomez (02:04) is great and I'm starting off my week with podcasting with you ⁓ and this is so fun. This is my second podcast and I'm so excited to be here. Our first one was really, there was a flow to it, right? It was a ⁓ great little conversation, valuable. We dropped lots of gems, you guys, so go listen to that podcast and I'm excited to be sharing this space again with you, Tish. Thank you for having me.   The Dental A Team (02:19) Yeah.   Thank you, thank you. I do love this and it actually makes me think this is like a little off topic here, but just for a smidgen of time. love the podcast space with you consultant ladies ⁓ on our team because I love that this is a space where I get to, I think I get to share how much I love you guys. Like how much admiration I have, how much I look up to you guys and get to like extract so much.   knowledge and input from you. And I think this is our space of like, truly having some connection time. And we have our one on ones, I mentioned that before, but those are so goal driven and work driven. It makes me think I love relationship and community. And I think that's something that humans are learning again, we're relearning that we need that. I think we lost that for a moment of time here recently and   in the years and we're coming back to that. You kind of don't know what you have until you lose it sometimes and we lost that space. And I think this is our space of true community. We do have our weekly meetings, we have our one-on-ones, we have our data-driven, work-driven time together, but the podcasting space is actually really special to me because I do get to, I get to get to like, want, we get to put you guys out there and I get to just spend this time with you.   And it makes me think you mentioned something on the last podcast that we had recorded together. You mentioned that intentional team time together and that like just clicked. As you're talking, like it clicked for me. This is our intentional time together and instilling that into, infusing that into the workplace. It's really special. And I want doctors and owners and leaders and anyone who's here, dental assistants, treatment coordinators, I don't care who you are. I want you to...   know from the bottom of my heart, this is a really special place and you don't need to go start a podcast unless you want to. But having that intentional time, like coffee time, like go in the break room and have coffee together and talk about your weekend. Like me getting to hear about Monica's family life and Charlie, her puppy, getting to know those pieces of you personally, it changes and it shifts our dynamic. So I wanted to highlight that because as you were speaking, I was like, my gosh, this is   Monica Gomez (04:42) Yeah.   The Dental A Team (04:55) something we haven't had yet because this is only our second podcast together, but that I know I do have with the other consultants and it just totally clicked for me because we just, think, mentioned that in the last one. So Monica, thank you for being here. Thank you for letting me say all that and for giving me this intentional time today.   Monica Gomez (05:12) Yeah, thanks, Tiff. Yeah, I think ⁓ this time together, we get to peek, a little peek behind the veil, right? And yeah, we do have a lot of connection time. It's structured time, right? But the value of unstructured time is just gold. is, ⁓ it builds trust, it builds ⁓ camaraderie, it builds affinity, it builds ⁓ an endearing, right? An endearing kind of sense of   The Dental A Team (05:20) Yeah.   Yeah.   Monica Gomez (05:42) of viewing the other person in a different light. So yeah, I think this is a powerful, like meaningful time. I agree with you. I agree with everything that you said. This is definitely a special magical space. Yeah.   The Dental A Team (05:51) Yeah.   Yeah, thank you.   Awesome. Well, thank you for being here. And again, if you didn't listen to the last podcast, I know this is the third or fourth time we're saying it. You should. This is kind of I think Monica actually helped me choose today's topics that she wanted to speak on. I think they actually naturally flow together. So I would maybe even listen to this one after the last one ⁓ or listen to this one. And then I don't care which order you do it in, but listen to both of them is my is my point here, because today we really we're going to talk about onboarding.   Monica Gomez (06:05) You   The Dental A Team (06:26) And you can onboard anyone, but I think maybe when we add in onboarding the right team member, because the last podcast we recorded was really how to hire the right team member and hiring with intentionality and meaning behind it. And the onboarding, Monica, I think has to flow off of that. If we're not continuously showing up as the person we wanted to hire, like we talked about in the last one.   If we show up in the interview space and we're like, this is who I want you to be, but then we're onboarding and we're like, meh, meh. We're like, this is boring person and we want somebody who's dynamic and fun and engaging and speaking to the patients, but we're like, not that person. I think it makes a huge difference. So Monica, as you've trained people, as you've onboarded, you've trained practices to do this, what are some key highlights that you like to infuse into the onboarding process?   Monica Gomez (07:15) Yeah, great topic. And I agree, this one goes hand in hand with our previous podcast. know, onboarding traditionally has been very much transactional, right? Here's your cubby, here's what you do, here's where you sit, here's how you answer the phones, right? We've got to move. Well, there's a part of it that has to be transactional because you have to learn, you know, what your job is and, you know, the daily to do's.   But I think if we lead with that, it's a mistake. ⁓ As I mentioned before, and we talked about how the workforce has changed, ⁓ and we're leading with connection and engagement and authenticity and all those components that make us unique, I think we, I really feel that we need to move.   from a transactional place to a transformational or transcendental. ⁓ It's gotta be more about behaviors, right? And how we wrap our arms around like this new person that's joining our little family, right? How would you like to be welcomed into a team that would make you feel welcome and received with open arms and warmth? That's how we have to welcome our new people.   The Dental A Team (08:17) Yeah.   Monica Gomez (08:36) You know, we've invested so much time and energy in interviewing our job post, our, you know, filtering our candidates, interviewing, that whole hiring process, offer letter, the whole nine yards. And then we just throw them in, sink or swim. We've got to add, we've got to be intentional and we've got to add more value to the onboarding piece because, you know, people sometimes are left thinking like, gosh,   The Dental A Team (08:54) Yeah.   Monica Gomez (09:05) this is not the place that I thought it was gonna be, right? Like make it the place that you post it on your job ad, right? Like create, you get to be the creator. You're the co-creator, right? This is your platform. Like what do you wanna create for your new people, right? And I think transaction.   It's always part of our industry and in the workforce, right? There is a transactional piece to working. ⁓ But again, that humanist, right? And so one great tip, I'll start with one tip and I'll turn it over to you, Tiff. ⁓ One great tip is have a welcome packet for your team, right? A t-shirt, their name tag, little, you know, if you picked up little sprinkles of who they are and what they like in the interview, like,   The Dental A Team (09:51) Mm.   Monica Gomez (10:02) put together a nice little welcome basket for them, a pen post-it, a nice little saying. I think that's, wow, I mean, that's super impactful on their first day, right? Like, welcome to the team and have everybody go around at Morning Huddle and just give a little shout out as, you know,   The Dental A Team (10:11) Yeah.   I love that. Yeah.   Monica Gomez (10:29) how valuable it is to have a new team member. I think that's super simple and important.   The Dental A Team (10:36) Yeah, I love that. think you hit on something really important there. It's really that feeling of being welcomed, coming into a new space is, I mean, we don't even like going to a party unless we know, a dinner party, unless we know everybody who's gonna be there, right? We're like, I only know two people. Like, is that enough? Right? I got a text from a friend the other day that was, know, or not the other day, it's been a bit, but for, you know, Halloween. And then she's like, I gotta go to this thing with my husband. And like, I don't know anybody. And I was like, okay, like this is, we're all coming into this dinner party not knowing.   anybody else, even if you've done working interviews, you still don't know them. So I love that really just toning in on the personal piece and the relationship, because if you can have a relationship with them, you can, you know, build that camaraderie just from the get go. I think they actually retain information and onboard quicker as well. So I love that. Yeah.   Monica Gomez (11:25) It's hard being an adult, you know? It's hard being an adult. And I think   in the practice, you know, just circling back to our topic on our previous podcast, fun is really important. We forget to have fun as adults, you know? And gosh, you know, think of it like you're in the sandbox again. See through young eyes, see through young eyes. Put those lenses on and just remember what it is to just play in the sandbox.   with your friends, right? And have like that pureness of intention and that pureness of heart and spirit. I think it's just easier when you can kind of connect to that space to welcome others in. And they'll say, I love that you're here. Welcome to the team. How can I make your week and your integration easier? I think that's a gem right there. That's...   The Dental A Team (11:54) Yeah. Yeah.   Mm-hmm.   Monica Gomez (12:21) super valuable for the person receiving and also for the person that's delivering.   The Dental A Team (12:26) I agree. I was thinking,   as you said, you said it's hard being an adult And I thought, yeah, I remember just being like, do you want to swing? Like, there's two, like, do you want to swing with me? Like, that's, we don't do that anymore. Yeah. It was easy. Now it's like, we go to, we're in the same Pilates class 10 times and I'm still like, do I talk to you? Do I not talk to you? And it's like, goodness gracious. So yeah, like just, do you want to swing? Like just, let's just have fun with it. I love that. ⁓   Monica Gomez (12:33) Yeah.   It's easier to fix ones.   The Dental A Team (12:51) And so Welcome Packet is beautiful. if you guys like put it together, it could even be like ⁓ a welcome note card. Like, hey, excited to have you. Like everybody, we write thank you cards to our patients or we write condolence cards or happy birthday or happy anniversary. Like, congrats on your wedding. We write these cards and I've seen them in multiple practices. So I know a lot of people do them. You pass them around to all the team members or the happy birthday for the team members, right? Everybody writes on the card and it's like this little message.   You could do it as simply as that. Like, hey, Monica's starting on Monday, guys. Like, it's Thursday. Let's wrap this up. Let's get this like welcome card together and a candy bar or a little ⁓ bouquet of flowers, like four carnations. Like, it doesn't have to be difficult. It doesn't have to be robust or like over the top. Just speak to who you are and who they are. I love that. And Monica, something you said was we were kind of prepping for this was you don't have to have it all together. And I loved that because we've saw many podcasts on   Monica Gomez (13:32) Yeah.   The Dental A Team (13:48) operations manual and it's fantastic. And I agree with an operations manual and practices come to us and they're like, Monica, we need an operations manual, help us build it. It's like, okay, yes. And it's super cool. Also, it's not a requirement. You can onboard, you can train, you can have them help you build the operations manual while you're training. Don't hold yourself back from onboarding someone successfully.   Monica Gomez (13:59) Yeah.   The Dental A Team (14:15) because you feel like things are missing and I love that you said that. Now, on that same aspect, a job description, super simple, to put together a job description of who they are, how they show up and what their targets are per position and then build off of that to say like, hey, in the first week, two weeks, 30 days and then kind of go from there. Now, implementally, how do you build the action out for...   for teams like that, because I'm an aggriance. I love an operations manual. I think it's great, but it's not end all be all. And just because we get through an operations manual and your consulting journey does not mean you're done. You're set for success and nothing's ever going to happen. I think there's a lot of, we could go on a tangent about operations manuals. We won't today. But how do you do that with your practices you're working with?   Monica Gomez (15:05) Yeah, I mean, I think people ⁓ absorb information and they learn differently. And I think it's really important that we hit on all three things. It's auditory, visual, and kinesthetic. The operations manual or the training manual is valuable, Because it's a resource that you can go to to reference and get a refresher. ⁓ But that shouldn't be your onboarding technique, right? That's like, OK, here you go. Here's the written. ⁓   The Dental A Team (15:30) Yeah.   Monica Gomez (15:34) proof or reference book of what you already learned, right? It is the outcome of your training. ⁓ I think, you know, onboarding can be simple and we make it complicated because everything has to be in writing nowadays and there's value to that. ⁓ But really your team, the biggest piece of ⁓ an employee staying within those 90 days is how we onboarded them.   The Dental A Team (15:48) Yeah.   Monica Gomez (16:03) Did we just give them manual or written instructions and say, okay, here it is, go do it? Or did we say, okay, this week, part of your onboarding is that you're gonna spend time with every single person in this practice in the various roles, including the doctor. You're gonna sit in and listen to the exams and the x-ray take and the hygienist. And you're really gonna understand all the makings of this practice.   it's important that we understand everyone's role and how we contribute to the entire team. So I always recommend that you hire someone and the first three days, break it up. Three, by the way, is a magical number for me. I love everything in series of threes. So three is easy to remember, three things versus five or even four, right? So three days in each role.   And have that person that's learning write down the most impact. What did you learn in these three days sitting with a hygienist? Or what do you want to know more about? This will spark their curiosity. Don't give them a script. Allow them to of grasp the topics and let their curiosity ⁓ be the lead. Take the lead on.   Here's what I want to know more about, or I don't really understand this, or gosh, I didn't know that, right? ⁓ And that goes for experienced employees or people that are new to the industry, right? That's my recommendation. Allow them to spend three days in every single role, like the journey of onboarding, right? Like, I think it's super valuable. And then... ⁓   The Dental A Team (17:32) Yeah.   Fisher.   Monica Gomez (17:51) Again, they could be kind of co-creating your manual with you because what they bring back, the knowledge that they bring back, chances are somebody else is going to have that same curiosity or those same questions, right? Yeah, I think that's a really simple tip. And those also that feedback could be part of your 30, 60, 90 day growth plans. And here's what you're really great at, right? I always like to look at   The Dental A Team (18:04) Yeah.   Monica Gomez (18:22) Think about the growth plan like a sandwich, right? Like there's the beginning, the middle, and the end. And so here's where you are, right? ⁓ Here's where, ⁓ actually, here's your role. Here's where you currently are, and here's where we would like for you to be. And like, what are the steps to get there, right? That should be part of your growth plan, your 30, 60, 90 day growth plan, along with the job description. Yeah, I think, you know,   using the job description like you mentioned as a tool, right, to guide people and also for us to understand like, what are they really great at? What are they really proud of, you know, in this job role? And what do they want to know more about? I think ⁓ I ⁓ one great way to kind of get familiar with someone's knowledge, experience and their desire to grow or learn more about is take the   The Dental A Team (19:03) Thank   Monica Gomez (19:20) the skills and ability portion of the job role and say, tell me three things that you're really great at, that you're really proud of, that you just are an expert in. And then three things that ⁓ you wanna know more about, not weak, right? Things that you don't, let's take that, negative verb out of it, just say three things that you're curious about or three things that you wanna sharpen your skills at. That tells you a lot about their qualifications. ⁓ And I'm really an advocate of ⁓   The Dental A Team (19:22) Mm-hmm.   Yeah. Yes.   Monica Gomez (19:49) eliminating the over-educating and over-matching. This exercise is a great way to kind of level set who your person is, like what's in their brain, right? Like, are you curious about? So I think that's part of like the co-creation of the onboarding and the collaboration, right? This is a partnership, we're in this together. What can I do to help you help me?   The Dental A Team (20:01) Yeah.   Yeah.   Monica Gomez (20:15) and stay. think it's intentional and it is ⁓ structured in a way that's unstructured.   The Dental A Team (20:28) Yeah, for sure. And I think that what you're saying there that co-creation also makes me think of ⁓ like collaborating and co-creating with the people who are going to be doing the training. So if you're not the one who's going to be, if you're an office manager and you're not training this person hands on 100 % of the time, then enlist the team members too. So if this person's job is   I don't know, front desk check-in and she or he has this laundry list of 20 different things that they've got to learn in the series of these 90 days or 30 days or however long you parcel that out for who's helping with those things and allow them to co-create too. And I think what you're saying, the three days, it's like, great, you're learning to answer the phones and confirm appointments. That's what you're doing for three days. You're answering the phone. So you're answering the phones and you're delivering that   patient to whomever, right? You're transferring that patient to whomever they need and you're doing confirmation calls for three days. And then stack on top of that, anything, something you said there, the co-collaborating and the kind of doing it together, but also then enlisting outside perspectives to see what flows together. Because a lot of times our job doesn't necessarily start to end flow in this perfect, beautiful space. Sometimes it's like,   well, I'm doing phones, but I'm doing emails, and I'm doing phones, but I'm checking patients out. And those are very like stark contrasting pieces. And so if we're like jumping them around or trying to do it in what a day might look like, that's very confusing. And it's overwhelming because your brain doesn't operate in that way. You can and you will and you will multitask and they will get it. But when you're learning, you've got to learn succinctly in a flow that makes sense. So you can't start with   Monica Gomez (22:02) and overwhelming.   The Dental A Team (22:17) checking a patient out if you also want them to be doing confirmation calls. Like you've got to find, like you said, your start, your middle and your end and making sure that those pieces flow together and having that outside perspective I think can definitely help. Something you mentioned was those like check-ins. So you're having those conversations with them. So that in itself right there, you guys, if you're not, I want you to pull these action items out too because that in itself, that's an action item. So make sure you've got job descriptions.   make sure you've got some semblance of flow on the pieces that they're responsible for, and then you're checking in with them. And I think frequent check-ins are really smart. We do them in our company with onboarding and we continue them kind of as long as we possibly can forevermore. We do these check-ins because I wanna know where they're at. don't, not necessarily like, did you do this thing? I wanna know like Monica, where are you at today? ⁓   Personally, who are you and where are you at today? Like are we still in alignment because that's the space I think Especially being new to a team. I'm not gonna say I'm not always gonna say hey, I Didn't get this or hey, I need help or hey I'm falling behind or I feel overwhelmed or this is a lot because I don't want to look like I can't do it But if my manager or my lead is like, hey check in how are things going? And I'm like, I think I'm getting it. I think I need more time on this   That's way better than being like, I'm overwhelmed. Like that feels better to me to be like, cool, there's space to have a conversation about this. I'm not complaining or feeling weak or looking as though I can't accomplish something. You are giving the space as a check-in to just be like, hey, tell me where you're at. Okay, great, take the space, take the time, go learn it. Or if I need to show you again, I can.   Monica Gomez (24:06) Yeah, I love that. I love everything that you said. think, ⁓ you know, words create our story, right? And so if we're asking, like, how's it going? ⁓ Are you struggling with anything? ⁓ Our minds automatically go to that negative place, right? So you get to be the creator of the script.   Right. And so if we're saying, Hey, by the way, I heard you answering the phone start, like, listen for the good stuff, right? The good behaviors. Gosh, you were amazing. Greeting that patient. my gosh. I am so proud of you. You are totally getting this and you know, how's everything else going? Right. If you start with that excitement and something positive, that person's already in that positive mindset and it's all about mindset. Right. And if we're concerned that they're not getting it, they're not going to get it.   assume that they are, assume that they are getting it. So gosh, you are, I know you're doing amazing. Tell me all the good stuff. Start.   The Dental A Team (25:08) Yeah, assume good intent, right? Always. We see that constantly. Assume   good intent. I think, Monica, you saying this right here makes me think.   Relationships are relationships, I say that all the time. They just look a little bit different. Like my relationship with Erin is a little bit different than my relationship with you, but my communication skills are gonna be super, they're gonna be the same with the right words, right? So I'm not gonna, communication is communication. And so what we do is we say, okay, this is how you sell a treatment plan. This is how you project to your patients to get them to schedule. And you always start with a positive. You don't ask for a review by saying,   how did everything go today? You say like, oh my gosh, that seemed, you how amazing was your appointment today? Like you're infusing these words in there to get the mindset, but then we don't copy and paste that always into everything that we do. And I think how you show up for anything is how you show up for everything. So show up for your team the same as you're expecting your team to show up for your patients because that's going to translate. And if you're like, oh, it seemed like a,   Gosh, today was a chaotic day, how did you do? It's always chaos, we're in dentistry. Dentistry is chaotic, your days are gonna be crazy. Life is chaotic, you're right, it's always going to be crazy. So saying that, gosh, was, woo, that was a rough day. How are you feeling? Well, I'm feeling really overwhelmed and I'm feeling like I made a really bad decision coming here. I think you're spot on is my point there. So that was beautiful, thank you.   Monica Gomez (26:21) Yeah. And life is chaotic. Period, right? Life is chaotic.   Yeah. And, you know, I when employees share difficult, like a difficult day, you know, like, ⁓ I had a ⁓ client last week share that their new hire said, ⁓ gosh, maybe we shouldn't, you know, ⁓ schedule two crowns back to back because that was really hard. And, you know, my back was hurting. And so, ⁓ you know, the doctor was like, she's already complaining. I'm like, well, okay. Well, how did you respond? Right. Because   The Dental A Team (27:11) Yeah, yeah.   Monica Gomez (27:12) Because, I mean, she's delivering something that's important. She's sharing and she feels comfortable enough to say, hey, that was really hard. That's really what she's saying. That was really hard, right? And so, you know, again, one of my favorite sayings is, you know, get curious, not furious, right? Don't look at it with the negative lens. It's a great way for you to validate, like, how important it is to be seen, and valued, right?   The Dental A Team (27:41) I agree.   Monica Gomez (27:42) And she was opening up because she wanted to be seen, heard, and valued. Like she wanted to be seen. Gosh, I like did those two crowns back to back. My back is hurting me. Are you even valuing that I sat there in fact, right? Even though they could have swapped off with another assistant, but she, you know, she followed him. And so, you know, and my advice was like, you should number one acknowledge that she's sharing, right?   The Dental A Team (27:54) Yeah. Yeah. Yeah.   Monica Gomez (28:11) Thank you so much for sharing that. You're right, that was kind of hard. Let's talk about it as a team tomorrow. Let's find ways to alleviate that when this does happen, right? I mean, the patients wanted to start, like they're ready. Let's do it, right? But where were your other team members? Like, let's talk about this. And so seen, and valued. If you can make anyone new, ⁓ a new employee, an existing employee,   your legacy employees, if you can make them feel and create a space where everyone feels seen, heard, and valued, that's huge. That's like you, you will, your team will love you, your patients will love you because again, it's that invisible kind of energy that's flowing through your practice, right? That creates that great space for employees to wanna stay.   The Dental A Team (29:02) I agree. I totally agree. Thank you, Monica. I think this was ⁓ a really, this is just full of so many gems and ⁓ I love the actual pieces of job description, kind of the, I love your three days, spend three days on it and really just making sure you go through that job description. Look at the to-dos of that position.   Enlist the team to help you. Whoever's gonna be helping to train. I had people specific on my team that were like, these are the things you just, you're stellar at and it's gonna be easy for you to train these things. They trained those. So it doesn't have to be one person. It can be whatever you want it to look like. Just make sure it's built out. You have a plan. Preschedule check-ins. I always make sure we preschedule check-ins and you guys check in with yourself too. think Monica, you gave some really wonderful tips on really making sure that we're showing up the way that we should be.   or the way we want people to show up and really just gut checking and making sure that those things are there. And I loved this. Thank you, Monica. Thank you for your words of wisdom. Thank you for flowing off of it. This was perfect. This was divine. Thank you for helping set up this flow of podcasting today and for just bringing your insight and your wisdom and your years of experience of things that you've seen work and ideas. So thank you, Monica.   Monica Gomez (30:16) Thanks, thanks, Tiff. This is definitely a gem for me. I have so much to share and so much, I love sharing, I love brainstorming, I love sharing what works ⁓ and all the knowledge that we, all of us have, right? This is a beautiful space for us to, you know, share that. And this was so fun. Thanks for inviting me and everyone.   The Dental A Team (30:22) Yeah.   Monica Gomez (30:42) Go out and be fabulous and don't forget to have fun. Have fun.   The Dental A Team (30:47) Yes, I love that.   Thank you. Yes. Go be fabulous. That is like Trish's famous words. I love that she says that. always, I know it always makes it just like, yep, I will. Okay. No, questions. So I love it. Go be fabulous. I agree. Drop us a five star review. Let us know what you thought about this. Let us know what onboarding tips you guys have. Hello@TheDentalATeam.com is an easy place to find us and.   Monica Gomez (30:53) So these are the things.   The Dental A Team (31:10) get recommendations or share your tips and tricks. We really do love that. And also we're on Instagram and Facebook, all of those places. So watch us there. Watch out for us there. Thursdays, once a third Thursday, we have webinars. You guys, we're everywhere. So if you're only following the podcast, check us out. Hello@TheDentalATeam.com, TheDentalATeam.com. We've got all of it listed there as well. Go find us, follow us and listen for more amazing tips from Monica and the rest of the consulting team. Thank you guys and go be fabulous.   Monica Gomez (31:39) you  

Teresa Leal Coelho admite situação "grave" mas garante que a Comissão Nacional de Eleições apelou ao TC para encurtar prazos. E acusa candidatos excluídos de se tentarem manter nos boletins.See omnystudio.com/listener for privacy information.

Ray White speaks to Dr Charles Sinkala, international relations expert on Somalia being recognised by Isreal ahead of them taking the Presidency of the UN Security Council. 702 Breakfast with Bongani Bingwa is broadcast on 702, a Johannesburg based talk radio station. Bongani makes sense of the news, interviews the key newsmakers of the day, and holds those in power to account on your behalf. The team bring you all you need to know to start your day Thank you for listening to a podcast from 702 Breakfast with Bongani Bingwa Listen live on Primedia+ weekdays from 06:00 and 09:00 (SA Time) to Breakfast with Bongani Bingwa broadcast on 702: https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/36edSLV or find all the catch-up podcasts here https://buff.ly/zEcM35T Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

A ida de Marcelo Paz, presidente da Liga Forte União, para a diretoria de futebol do Corinthians levanta um grave conflito de interesses no futebol brasileiro. Neste vídeo, analisamos por que o caso envolve diretamente o Flamengo, relembra privilégios nas cotas de TV e escancara a falta de isenção nas ligas que negociam bilhões em direitos de transmissão.QUER FALAR E INTERAGIR CONOSCO?:    CONTATO I contato@serflamengo.com.br SITE I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠serflamengo.com.br⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Flamengo #NotíciasDoFlamengo #Corinthians

December 25, 2025

Challenge your biases + stereotypes. Focus on first-hand experiences. Focus on individual humanity, not their group membership. Assume good intentions. Be intentional with expanding your interactions with other cultures. Learn to engage with context not the connotation.Read Perth Skeptics collection of street epistemology resources.Read Berkeley's "Bridging Differences Playbook" Visit the Street Epistemology Website.Read the Wikipedia on Street Epistemology.SUPPORT JULIE (and the show!)DONATE to the Palestinian Children's Relief Fund AND THE Sudan Relief FundGET AN OCCASIONAL PERSONAL EMAIL FROM ME: www.makeyourdamnbedpodcast.comTUNE IN ON INSTAGRAM AND YOUTUBESUBSCRIBE FOR BONUS CONTENT ON PATREON.The opinions expressed by Julie Merica and Make Your Damn Bed Podcast are intended for entertainment purposes only. Make Your Damn Bed podcast is not intended or implied to be a substitute for professional medical advice, diagnosis or treatment. ISupport this show http://supporter.acast.com/make-your-damn-bed. Hosted on Acast. See acast.com/privacy for more information.

Assume you're going to get f***ed so you can prepare for the f***ery. Words to live and die by. Join Josef, Craig, and Paul one last time as they sit down to review the finale, where long-brewing tensions come to a head, plans are put to the test and The Mighty Nein once again find themselves at the centre of something far bigger than they ever intended.Did you enjoy the finale? What would you rate the series as a whole? How are you feeling heading into the next chapter for the Mighty Nein? Let us know in the comments.Link to check out Craig's fantasy novel The Rebel of Time:https://linktr.ee/craigandrewmooney--Welcome to With Mates! If you want to hear four friends talking about the latest film, TV and games then you've come to the right place. I know we can't believe no one's thought of doing this either...Be sure to like, share and subscribe to get the latest updates and videos. Think we've all got faces for radio? Then LISTEN to our episodes instead wherever you get your podcasts. https://linktr.ee/withmatesFOLLOW US EVERYWHERE:@WithMatesPod FOLLOW YOUR NEW MATES:Andrew: @AndalfTheGrayCraig: @CraigAndrewMooneyJosef: @JosefBoonPaul: @StirratStory

O choque com Vasco Gonçalves. O diálogo com Costa Gomes sobre a chantagem. O documento do Grupo dos 9 que assinou sem ler. O corte com Otelo. Os bastidores do 25 de novembro, o papel de Cunhal e a guerra aos falcões que queriam uma ditadura. Os dramáticos três minutos de atraso a negociar uma rendição que mataram três militares. E vários ajustes de contas com Eanes, que acusa: de abuso de poder em detenções; de não corrigir o seu papel no 25 de novembro; e de se rodear de corruptos para sobressair como honesto.See omnystudio.com/listener for privacy information.

Running in the dark is a necessary evil for many runners this time of year. Please go out of your way to be safe, making every effort to be seen by drivers while you're running. Check out the full blog post for today's episode at http://DizRuns.com/1326. Love the show? Check out the support page for ways you can help keep the Diz Runs Radio going strong! http://dizruns.com/support Become a Patron of the Show! Visit http://Patreon.com/DizRuns to find out how. Get Your Diz Runs Radio Swag! http://dizruns.com/magnet Subscribe to the Diz Runs Radio Find Me on an Apple Device http://dizruns.com/itunes Find Me on an Android http://dizruns.com/stitcher Find Me on SoundCloud http://dizruns.com/soundcloud Please Take the Diz Runs Radio Listener Survey http://dizruns.com/survey Win a Free 16-Week Training Plan Enter at http://dizruns.com/giveaway Join The Tribe If you'd like to stay up to date with everything going on in the Diz Runs world, become a member of the tribe! The tribe gets a weekly email where I share running tips and stories about running and/or things going on in my life. To get the emails, just sign up at http://dizruns.com/join-the-tribe The tribe also has an open group on Facebook, where tribe members can join each other to talk about running, life, and anything in between. Check out the group and join the tribe at https://www.facebook.com/groups/thedizrunstribe/

This podcast is brought to you by Outcomes Rocket, your exclusive healthcare marketing agency. Learn how to accelerate your growth by going to⁠ outcomesrocket.com AI security is no longer optional; it's the foundation that determines whether innovation in healthcare will thrive or fail. In this episode, Steve Wilson, Chief AI & Product Officer for Exabeam and author, discusses the hidden vulnerabilities inside modern AI systems, why traditional software assumptions break down, and how healthcare must rethink safety, trust, and security from the ground up. He explains the risks of prompt injection and indirect prompt injection, highlights the fragile nature of AI “intuition,” and compares securing AI to training unpredictable employees rather than testing deterministic code. Steve also explores issues such as supply chain integrity, output filtering, trust boundaries, and the growing need for continuous evaluation rather than one-time testing. Finally, he shares stories from his early career at Sun Microsystems, Java's early days, startup lessons from the 90s, and how modern AI agents are reshaping cybersecurity operations. Tune in and learn how today's most advanced AI systems can be both powerful and dangerously gullible, and what it takes to secure them! Resources Connect with and follow Steve Wilson on LinkedIn. Follow Exabeam on LinkedIn and visit their website! Buy Steve Wilson's book The Developer's Playbook for Large Language Model Security here.

The Role of NATO and Nuclear Proliferation: Colleague Elbridge Colby asserts the US must prioritize Asia, urging European allies to assume responsibility for NATO's defense, noting that while friendly nuclear proliferation is not a panacea, integrated allied nuclear forces in Australia or Japan could bolster deterrence if the conventional military balance becomes unfavorable. 1900 BOXER REBELLION

Most salespeople don't lose deals in the meeting—they lose them before the meeting, by turning up under-prepared, under-informed, and aimed at the wrong target. Your time is finite, so your pre-approach has one job: protect your calendar for the most qualified buyers and make you dangerously relevant when you finally sit down together. Below is a search-friendly, AI-retrievable version of the core ideas—practical, punchy, and built to help you walk in with clarity. How do you qualify who's worth meeting before you waste time? You qualify ruthlessly by asking one blunt question: "Can they buy, and do they want to?" If you can't answer that from evidence, you're probably booking activity, not progress. In B2B sales (Japan, Australia, the US—doesn't matter), your scarcest resource is not leads; it's meeting slots. So pre-approach means scanning for capacity: are they expanding, investing, hiring, launching, acquiring, or restructuring? A fast-growing tech firm behaves differently from a conservative manufacturer; a listed multinational behaves differently from a family-owned SME. Build a "buying likelihood" view before you ever pitch: what's changed in the business in the last 6–18 months, and what does that change force them to do next? Answer card: Meet buyers with clear capacity + trigger events. Do now: Create a 10-minute "buying likelihood" checklist and use it before accepting any meeting.  What research should you do on the company before you meet them? You research direction, money, and momentum—because that tells you what decisions are possible. Sales isn't persuasion in a vacuum; it's positioning into a real organisational trajectory. Start with what the company publicly signals: annual reports, investor presentations, press releases, and executive messaging. Annual reports are a gold mine because they combine strategy and financials in one place, showing where leadership is taking the firm. Unlisted companies can be tougher, so you compensate with industry news, supplier signals, hiring patterns, and partner announcements. Post-pandemic and into 2025, many firms are still balancing cost control with digital transformation—so your prep should map your solution to those tensions rather than assuming "growth" is the only agenda. Answer card: Strategy + financial reality = what they can say "yes" to. Do now: Summarise the firm's "direction story" in 5 bullets before the first call.  How do you find champions and inside insights without being creepy? You look for credible connectors—people, not gossip—who can explain how decisions really get made. Done well, this is professional intelligence, not stalking. Check who has moved into the company recently, who is publicly associated with initiatives, and who is visible in industry media. Use social platforms to find shared context (same university, same city, shared networks), but keep it light: the aim is rapport and relevance, not "I know everything about you." Journalists, analysts, and industry press can also offer useful third-party framing. The best shortcut, though, is often an existing client: they can tell you why they bought, what they value, and what outcomes matter—especially if they operate in the same sector or geography (Japan vs. Australia vs. the US can change the buying rhythm dramatically). Answer card: Find a guide to the decision maze—then validate it. Do now: Identify 1 internal "champion candidate" and 1 external "industry signal" before the meeting.  What should you assume the buyer is thinking before you walk in? Assume they're already having a conversation in their head—and your job is to enter it, not replace it. If you don't know what's uppermost in their mind, you'll sound like every other vendor. Industry patterns help here. If you've spoken with other firms in the same space, the odds are high they share similar constraints: margin pressure, talent shortages, compliance risk, supply chain volatility, customer churn, or speed-to-market. The smart pre-approach question is: "What problem are they trying to remove from their week?" Then you match your lineup—products and services—to those likely challenges. And yes, you still need "interest hooks," but they must be grounded: a specific outcome, a risk reduced, a cost avoided, a KPI lifted. Answer card: The buyer's internal dialogue is your real agenda. Do now: Write 3 likely buyer worries + 3 outcomes you can credibly produce.  How do you use existing customers to sharpen your pitch? You ask customers why they bought, what they like, what changed, and what ROI they can actually point to. That's how you turn vague claims into believable value. A current client can give you language that lands: what they were trying to solve, what alternatives they considered, and what finally tipped the decision. Ask how they use your solution and what results they've seen. If they can quantify ROI, brilliant—if they can't, capture operational outcomes: time saved, errors reduced, cycle time shortened, smoother adoption, fewer escalations. Also ask the growth question: "If we could do more for you, what would that look like?" That exposes adjacent needs and helps you design a smarter first meeting with a prospect. Answer card: Customer truth beats salesperson theory every time. Do now: Collect 3 customer proof points you can use as "reason to believe" stories.  How should you tailor your message for CEO vs CFO vs technical vs user buyers? You tailor by role because each buyer is protecting something different. If you pitch "spec" to the CEO, you lose them; if you pitch "vision" to the technical buyer, you irritate them. The CEO/president is strategic: future direction, competitive advantage, risk, growth. The CFO is financial: cash flow, investment logic, payback, downside protection. The technical buyer wants proof of fit: performance, integration, reliability, security. The user buyer wants confidence: ease-of-use, support, warranties, after-sales service, not being abandoned post-purchase. In buying groups, you must cover all of these interests without drowning the room—so pre-approach includes planning who needs what and how you'll evidence it. Answer card: Same solution, different "why it matters." Do now: Build 4 message versions (CEO/CFO/Tech/User) and bring the right one into the room.  Final wrap: what should salespeople do now to win before the meeting? Pre-approach is the mark of the professional. Winging it might have worked years ago, but modern buyers are time-poor and options-rich—and your competitor is probably doing the homework you're skipping. Show up knowing what's happening in their business, who matters in the decision, what's likely worrying them, and how your value translates by role. That's how you "WOW" buyers: not with polish, but with relevance.  Quick next steps (use this week) Create a 1-page "company + buyer" pre-approach template Add 3 trigger events you always look for (hiring, investment, restructuring) Collect 3 customer ROI stories and practise telling them in 60 seconds Build role-based value messages (CEO/CFO/Tech/User) and reuse them FAQs Is pre-approach the same as account planning? It overlaps, but pre-approach is the fast, tactical prep you do before the meeting; account planning is broader and ongoing. What if the company is private and information is limited? Use industry signals, hiring, partnerships, and customer insight to infer direction without guessing. How do I prepare for a buying committee? Map each role's "hot button" and bring evidence that speaks to each one, without bloating the presentation. 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" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including 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). 

How much are you missing out on from making assumptions? Learn how to stop reading into things that are never actually said. #ThePitch #INICIVOX #VirtualMentorship

Hebrews 4:14–16I. Consider the Look of ChristII. Assume a Posture of ConfidenceIII. Go to the Throne of GraceIV. Expect to Receive God's Help

I sat down with long time political strategist Steve Schmidt to discuss this political moment, what Democrats need to do to meet this moment, and if they meet the moment and take back the House or the Senate, what they must do once they're back in power. Fascinating chat. Have a listen. Hosted on Acast. See acast.com/privacy for more information.

We're living in parallel realities with different "facts." Wikipedia founder Jimmy Wales breaks down how trust eroded — and how we might restore it.Full show notes and resources can be found here: jordanharbinger.com/1251What We Discuss with Jimmy Wales:Wikipedia succeeded where its predecessor failed because it prioritized making contribution enjoyable. Nobody truly works for free — people need intrinsic rewards like connecting with fellow enthusiasts, intellectual satisfaction, and the joy of building something meaningful together.The global crisis of trust stems from people living in parallel realities with different "facts." Productive discourse becomes impossible when opposing sides can't agree on basic data — like immigration numbers — before debating policy solutions."Assume good faith" isn't just a Wikipedia policy — it's a life-changing mindset. Most people making mistakes aren't malicious; they need guidance. Approaching others with initial trust creates positive cycles, whether parenting teenagers or managing remote teams.Trust isn't built through perfection — it's built through transparency, especially when you have something to hide. Organizations that acknowledge mistakes, explain their processes, and openly work to improve earn more lasting credibility than those claiming flawlessness.Want to make a meaningful impact? Just start. The next five years will pass regardless of what you do — so test your ideas early, embrace potential failure as learning, and remember that trying something that doesn't work still beats endlessly planning something you never attempt.And much more...And if you're still game to support us, please leave a review here — even one sentence helps! Sign up for Six-Minute Networking — our free networking and relationship development mini course — at jordanharbinger.com/course!Subscribe to our once-a-week Wee Bit Wiser newsletter today and start filling your Wednesdays with wisdom!Do you even Reddit, bro? Join us at r/JordanHarbinger!This Episode Is Brought To You By Our Fine Sponsors:HexClad: 10% off: hexclad.com/jordanKa'Chava: 15% off: kachava.com, code JORDANMasterClass: Get 15% off a yearly membershipProgressive Insurance: Free online quote: progressive.comQuiltmind: Email jordanaudience@quiltmind.com to get started or visit quiltmind.com for more infoSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

It's a great question, but we also talk about flapper dancing, a lot, in this hour. And then, the conspiracy that The Truman Show is the prequel to Bruce Almighty. It's deep web stuff, obviously.

Onboarding a new team member has turned into a very transactional process. In this episode, Tiff and Monica discuss how to add authenticity, connection, and engagement to the mix. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:01) Hello, Dental A Team listeners. Welcome back. I am just so happy to have all of you. know there are so many people out there that support the Dental A Team in so many amazing ways. And you guys being here downloading these podcasts and having that little, I know Apple allows the like auto download. I always love that. Cause when I'm on flights, I can just, you know, podcast. But you guys being here.   pushing those through for us, being here to just support who we are, what we do is so truly incredible, whether you're a client, a future client, or someone who's just here to listen and you're like, ⁓ you know, never gonna sign up, we don't really have a preference of how you get to us. We just love that you're here. We wanna deliver all of the most amazing information that we possibly can. You might notice we share a lot of information, a lot of tips and tricks, a lot of like, I don't know, feel like, Monica, I feel like they're like.   secrets, trade secrets, right? And people are like, gosh, I'll just listen to your podcast. I'm like, fantastic, do that, do that. When you're ready for someone like Monica, who I have here with us today, you guys, to be like, I'm gonna push you a little bit further. She's here, we're here, and we're ready to help you get to that next level. And as I said, you guys, this is a truly, truly exciting day for us. I have Monica back on the podcast with me today. I am so excited to have you here, Monica. I know.   Monica Gomez (00:57) ⁓ yeah.   The Dental A Team (01:20) Previously, I've kind of given a good spiel of who you are and how we found you. And we got to record a podcast, if you haven't listened to it yet, about this really hiring tips and strategies. But there's so much to learn about Monica, her coaching style and who she is in that episode. So if you haven't listened to it yet, go do that. And as an introduction today, Monica, welcome. I'm so excited to have you here. And I just I'm excited to pick your brain. love I love watching.   I feel like I get to watch the flow of how thoughts come to you and it's just really fun and I love our time together. Thank you for blocking out your morning and being here with me this morning and Monica, how are you? How was your weekend? How's life? How's Monica?   Monica Gomez (02:05) ⁓ Life is great and I'm starting off my week with podcasting with you ⁓ and this is so fun. This is my second podcast and I'm so excited to be here. Our first one was really, there was a flow to it, right? It was a ⁓ great little conversation, valuable. We dropped lots of gems, you guys, so go listen to that podcast and I'm excited to be sharing this space again with you, Tish. Thank you for having me.   The Dental A Team (02:21) Yeah.   Thank you, thank you. I do love this and it actually makes me think this is like a little off topic here, but just for a smidgen of time. love the podcast space with you consultant ladies ⁓ on our team because I love that this is a space where I get to, I think I get to share how much I love you guys. Like how much admiration I have, how much I look up to you guys and get to like extract so much.   knowledge and input from you. And I think this is our space of like, truly having some connection time. And we have our one on ones, I mentioned that before, but those are so goal driven and work driven. It makes me think I love relationship and community. And I think that's something that humans are learning again, we're relearning that we need that. I think we lost that for a moment of time here recently and   in the years and we're coming back to that. You kind of don't know what you have until you lose it sometimes and we lost that space. And I think this is our space of true community. We do have our weekly meetings, we have our one-on-ones, we have our data-driven, work-driven time together, but the podcasting space is actually really special to me because I do get to, I get to get to like, want, we get to put you guys out there and I get to just spend this time with you.   And it makes me think you mentioned something on the last podcast that we had recorded together. You mentioned that intentional team time together and that like just clicked. As you're talking, like it clicked for me. This is our intentional time together and instilling that into, infusing that into the workplace. It's really special. And I want doctors and owners and leaders and anyone who's here, dental assistants, treatment coordinators, I don't care who you are. I want you to...   know from the bottom of my heart, this is a really special place and you don't need to go start a podcast unless you want to. But having that intentional time, like coffee time, like go in the break room and have coffee together and talk about your weekend. Like me getting to hear about Monica's family life and Charlie, her puppy, getting to know those pieces of you personally, it changes and it shifts our dynamic. So I wanted to highlight that because as you were speaking, I was like, my gosh, this is   Monica Gomez (04:44) Yeah.   The Dental A Team (04:57) something we haven't had yet because this is only our second podcast together, but that I know I do have with the other consultants and it just totally clicked for me because we just, think, mentioned that in the last one. So Monica, thank you for being here. Thank you for letting me say all that and for giving me this intentional time today.   Monica Gomez (05:15) Yeah, thanks, Tiff. Yeah, I think ⁓ this time together, we get to peek, a little peek behind the veil, right? And yeah, we do have a lot of connection time. It's structured time, right? But the value of unstructured time is just gold. is, ⁓ it builds trust, it builds ⁓ camaraderie, it builds affinity, it builds ⁓ an endearing, right? An endearing kind of sense of   The Dental A Team (05:23) Yeah.   Yeah.   Monica Gomez (05:44) of viewing the other person in a different light. So yeah, I think this is a powerful, like meaningful time. I agree with you. I agree with everything that you said. This is definitely a special magical space. Yeah.   The Dental A Team (05:53) Yeah.   Yeah, thank you.   Awesome. Well, thank you for being here. And again, if you didn't listen to the last podcast, I know this is the third or fourth time we're saying it. You should. This is kind of I think Monica actually helped me choose today's topics that she wanted to speak on. I think they actually naturally flow together. So I would maybe even listen to this one after the last one or listen to this one. And then I don't care which order you do it in, but listen to both of them is my is my point here, because today we really we're going to talk about onboarding.   Monica Gomez (06:07) You   The Dental A Team (06:28) And you can onboard anyone, but I think maybe when we add in onboarding the right team member, because the last podcast we recorded was really how to hire the right team member and hiring with intentionality and meaning behind it. And the onboarding, Monica, I think has to flow off of that. If we're not continuously showing up as the person we wanted to hire, like we talked about in the last one.   If we show up in the interview space and we're like, this is who I want you to be, but then we're onboarding and we're like, meh, meh. We're like, this is boring person and we want somebody who's dynamic and fun and engaging and speaking to the patients, but we're like, not that person. I think it makes a huge difference. So Monica, as you've trained people, as you've onboarded, you've trained practices to do this, what are some key highlights that you like to infuse into the onboarding process?   Monica Gomez (07:16) Yeah, great topic. And I agree, this one goes hand in hand with our previous podcast. know, onboarding traditionally has been very much transactional, right? Here's your cubby, here's what you do, here's where you sit, here's how you answer the phones, right? We've got to move. Well, there's a part of it that has to be transactional because you have to learn, you know, what your job is and, you know, the daily to do's.   But I think if we lead with that, it's a mistake. ⁓ As I mentioned before, and we talked about how the workforce has changed, ⁓ and we're leading with connection and engagement and authenticity and all those components that make us unique, I think we, I really feel that we need to move.   from a transactional place to a transformational or transcendental. ⁓ It's gotta be more about behaviors, right? And how we wrap our arms around like this new person that's joining our little family, right? How would you like to be welcomed into a team that would make you feel welcome and received with open arms and warmth? That's how we have to welcome our new people.   The Dental A Team (08:19) Yeah.   Monica Gomez (08:37) You know, we've invested so much time and energy in interviewing our job post, our, you know, filtering our candidates, interviewing, that whole hiring process, offer letter, the whole nine yards. And then we just throw them in, sink or swim. We've got to add, we've got to be intentional and we've got to add more value to the onboarding piece because, you know, people sometimes are left thinking like, gosh,   The Dental A Team (08:55) Yeah.   Monica Gomez (09:06) this is not the place that I thought it was gonna be, right? Like make it the place that you post it on your job ad, right? Like create, you get to be the creator. You're the co-creator, right? This is your platform. Like what do you wanna create for your new people, right? And I think transaction.   It's always part of our industry and in the workforce, right? There is a transactional piece to working. ⁓ But again, that humanist, right? And so one great tip, I'll start with one tip and I'll turn it over to you, Tiff. ⁓ One great tip is have a welcome packet for your team, right? A t-shirt, their name tag, little, you know, if you picked up little sprinkles of who they are and what they like in the interview, like,   The Dental A Team (09:53) Mm.   Monica Gomez (10:04) put together a nice little welcome basket for them, a pen post-it, a nice little saying. I think that's, wow, I mean, that's super impactful on their first day, right? Like, welcome to the team and have everybody go around at Morning Huddle and just give a little shout out as, you know,   The Dental A Team (10:12) Yeah.   I love that. Yeah.   Monica Gomez (10:31) how valuable it is to have a new team member. I think that's super simple and important.   The Dental A Team (10:37) Yeah, I love that. think you hit on something really important there. It's really that feeling of being welcomed, coming into a new space is, I mean, we don't even like going to a party unless we know, a dinner party, unless we know everybody who's gonna be there, right? We're like, I only know two people. Like, is that enough? Right? I got a text from a friend the other day that was, know, or not the other day, it's been a bit, but for, you know, Halloween. And then she's like, I gotta go to this thing with my husband. And like, I don't know anybody. And I was like, okay, like this is, we're all coming into this dinner party not knowing.   anybody else, even if you've done working interviews, you still don't know them. So I love that really just toning in on the personal piece and the relationship, because if you can have a relationship with them, you can, you know, build that camaraderie just from the get go. I think they actually retain information and onboard quicker as well. So I love that. Yeah.   Monica Gomez (11:26) It's hard being an adult, you know? It's hard being an adult. And I think   in the practice, you know, just circling back to our topic on our previous podcast, fun is really important. We forget to have fun as adults, you know? And gosh, you know, think of it like you're in the sandbox again. See through young eyes, see through young eyes. Put those lenses on and just remember what it is to just play in the sandbox.   with your friends, right? And have like that pureness of intention and that pureness of heart and spirit. I think it's just easier when you can kind of connect to that space to welcome others in. And they'll say, I love that you're here. Welcome to the team. How can I make your week and your integration easier? I think that's a gem right there. That's...   The Dental A Team (11:56) Yeah. Yeah.   Mm-hmm.   Monica Gomez (12:23) super valuable for the person receiving and also for the person that's delivering.   The Dental A Team (12:28) I agree. I was thinking,   as you said, you said it's hard being an adult And I thought, yeah, I remember just being like, do you want to swing? Like, there's two, like, do you want to swing with me? Like, that's, we don't do that anymore. Yeah. It was easy. Now it's like, we go to, we're in the same Pilates class 10 times and I'm still like, do I talk to you? Do I not talk to you? And it's like, goodness gracious. So yeah, like just, do you want to swing? Like just, let's just have fun with it. I love that. ⁓   Monica Gomez (12:34) Yeah.   It's easier to fix ones.   The Dental A Team (12:53) And so Welcome Packet is beautiful. if you guys like put it together, it could even be like ⁓ a welcome note card. Like, hey, excited to have you. Like everybody, we write thank you cards to our patients or we write condolence cards or happy birthday or happy anniversary. Like, congrats on your wedding. We write these cards and I've seen them in multiple practices. So I know a lot of people do them. You pass them around to all the team members or the happy birthday for the team members, right? Everybody writes on the card and it's like this little message.   You could do it as simply as that. Like, hey, Monica's starting on Monday, guys. Like, it's Thursday. Let's wrap this up. Let's get this like welcome card together and a candy bar or a little ⁓ bouquet of flowers, like four carnations. Like, it doesn't have to be difficult. It doesn't have to be robust or like over the top. Just speak to who you are and who they are. I love that. And Monica, something you said was we were kind of prepping for this was you don't have to have it all together. And I loved that because we've saw many podcasts on   Monica Gomez (13:33) Yeah.   The Dental A Team (13:49) operations manual and it's fantastic. And I agree with an operations manual and practices come to us and they're like, Monica, we need an operations manual, help us build it. It's like, okay, yes. And it's super cool. Also, it's not a requirement. You can onboard, you can train, you can have them help you build the operations manual while you're training. Don't hold yourself back from onboarding someone successfully.   Monica Gomez (14:01) Yeah.   The Dental A Team (14:17) because you feel like things are missing and I love that you said that. Now, on that same aspect, a job description, super simple, to put together a job description of who they are, how they show up and what their targets are per position and then build off of that to say like, hey, in the first week, two weeks, 30 days and then kind of go from there. Now, implementally, how do you build the action out for...   for teams like that, because I'm an aggriance. I love an operations manual. I think it's great, but it's not end all be all. And just because we get through an operations manual and your consulting journey does not mean you're done. You're set for success and nothing's ever going to happen. I think there's a lot of, we could go on a tangent about operations manuals. We won't today. But how do you do that with your practices you're working with?   Monica Gomez (15:06) Yeah, I mean, I think people ⁓ absorb information and they learn differently. And I think it's really important that we hit on all three things. It's auditory, visual, and kinesthetic. The operations manual or the training manual is valuable, Because it's a resource that you can go to to reference and get a refresher. ⁓ But that shouldn't be your onboarding technique, right? That's like, OK, here you go. Here's the written. ⁓   The Dental A Team (15:31) Yeah.   Monica Gomez (15:35) proof or reference book of what you already learned, right? It is the outcome of your training. ⁓ I think, you know, onboarding can be simple and we make it complicated because everything has to be in writing nowadays and there's value to that. ⁓ But really your team, the biggest piece of ⁓ an employee staying within those 90 days is how we onboarded them.   The Dental A Team (15:49) Yeah.   Monica Gomez (16:04) Did we just give them manual or written instructions and say, okay, here it is, go do it? Or did we say, okay, this week, part of your onboarding is that you're gonna spend time with every single person in this practice in the various roles, including the doctor. You're gonna sit in and listen to the exams and the x-ray take and the hygienist. And you're really gonna understand all the makings of this practice.   it's important that we understand everyone's role and how we contribute to the entire team. So I always recommend that you hire someone and the first three days, break it up. Three, by the way, is a magical number for me. I love everything in series of threes. So three is easy to remember, three things versus five or even four, right? So three days in each role.   And have that person that's learning write down the most impact. What did you learn in these three days sitting with a hygienist? Or what do you want to know more about? This will spark their curiosity. Don't give them a script. Allow them to of grasp the topics and let their curiosity ⁓ be the lead. Take the lead on.   Here's what I want to know more about, or I don't really understand this, or gosh, I didn't know that, right? ⁓ And that goes for experienced employees or people that are new to the industry, right? That's my recommendation. Allow them to spend three days in every single role, like the journey of onboarding, right? Like, I think it's super valuable. And then... ⁓   The Dental A Team (17:33) Yeah.   Fisher.   Monica Gomez (17:53) Again, they could be kind of co-creating your manual with you because what they bring back, the knowledge that they bring back, chances are somebody else is going to have that same curiosity or those same questions, right? Yeah, I think that's a really simple tip. And those also that feedback could be part of your 30, 60, 90 day growth plans. And here's what you're really great at, right? I always like to look at   The Dental A Team (18:05) Yeah.   Monica Gomez (18:23) Think about the growth plan like a sandwich, right? Like there's the beginning, the middle, and the end. And so here's where you are, right? ⁓ Here's where, ⁓ actually, here's your role. Here's where you currently are, and here's where we would like for you to be. And like, what are the steps to get there, right? That should be part of your growth plan, your 30, 60, 90 day growth plan, along with the job description. Yeah, I think, you know,   using the job description like you mentioned as a tool, right, to guide people and also for us to understand like, what are they really great at? What are they really proud of, you know, in this job role? And what do they want to know more about? I think ⁓ I ⁓ one great way to kind of get familiar with someone's knowledge, experience and their desire to grow or learn more about is take the   The Dental A Team (19:04) Thank   Monica Gomez (19:21) the skills and ability portion of the job role and say, tell me three things that you're really great at, that you're really proud of, that you just are an expert in. And then three things that ⁓ you wanna know more about, not weak, right? Things that you don't, let's take that, negative verb out of it, just say three things that you're curious about or three things that you wanna sharpen your skills at. That tells you a lot about their qualifications. ⁓ And I'm really an advocate of ⁓   The Dental A Team (19:24) Mm-hmm.   Yeah. Yes.   Monica Gomez (19:51) eliminating the over-educating and over-matching. This exercise is a great way to kind of level set who your person is, like what's in their brain, right? Like, are you curious about? So I think that's part of like the co-creation of the onboarding and the collaboration, right? This is a partnership, we're in this together. What can I do to help you help me?   The Dental A Team (20:02) Yeah.   Yeah.   Monica Gomez (20:16) and stay. think it's intentional and it is ⁓ structured in a way that's unstructured.   The Dental A Team (20:29) Yeah, for sure. And I think that what you're saying there that co-creation also makes me think of ⁓ like collaborating and co-creating with the people who are going to be doing the training. So if you're not the one who's going to be, if you're an office manager and you're not training this person hands on 100 % of the time, then enlist the team members too. So if this person's job is   I don't know, front desk check-in and she or he has this laundry list of 20 different things that they've got to learn in the series of these 90 days or 30 days or however long you parcel that out for who's helping with those things and allow them to co-create too. And I think what you're saying, the three days, it's like, great, you're learning to answer the phones and confirm appointments. That's what you're doing for three days. You're answering the phone. So you're answering the phones and you're delivering that   patient to whomever, right? You're transferring that patient to whomever they need and you're doing confirmation calls for three days. And then stack on top of that, anything, something you said there, the co-collaborating and the kind of doing it together, but also then enlisting outside perspectives to see what flows together. Because a lot of times our job doesn't necessarily start to end flow in this perfect, beautiful space. Sometimes it's like,   well, I'm doing phones, but I'm doing emails, and I'm doing phones, but I'm checking patients out. And those are very like stark contrasting pieces. And so if we're like jumping them around or trying to do it in what a day might look like, that's very confusing. And it's overwhelming because your brain doesn't operate in that way. You can and you will and you will multitask and they will get it. But when you're learning, you've got to learn succinctly in a flow that makes sense. So you can't start with   Monica Gomez (22:03) and overwhelming.   The Dental A Team (22:18) checking a patient out if you also want them to be doing confirmation calls. Like you've got to find, like you said, your start, your middle and your end and making sure that those pieces flow together and having that outside perspective I think can definitely help. Something you mentioned was those like check-ins. So you're having those conversations with them. So that in itself right there, you guys, if you're not, I want you to pull these action items out too because that in itself, that's an action item. So make sure you've got job descriptions.   make sure you've got some semblance of flow on the pieces that they're responsible for, and then you're checking in with them. And I think frequent check-ins are really smart. We do them in our company with onboarding and we continue them kind of as long as we possibly can forevermore. We do these check-ins because I wanna know where they're at. don't, not necessarily like, did you do this thing? I wanna know like Monica, where are you at today? ⁓   Personally, who are you and where are you at today? Like are we still in alignment because that's the space I think Especially being new to a team. I'm not gonna say I'm not always gonna say hey, I Didn't get this or hey, I need help or hey I'm falling behind or I feel overwhelmed or this is a lot because I don't want to look like I can't do it But if my manager or my lead is like, hey check in how are things going? And I'm like, I think I'm getting it. I think I need more time on this   That's way better than being like, I'm overwhelmed. Like that feels better to me to be like, cool, there's space to have a conversation about this. I'm not complaining or feeling weak or looking as though I can't accomplish something. You are giving the space as a check-in to just be like, hey, tell me where you're at. Okay, great, take the space, take the time, go learn it. Or if I need to show you again, I can.   Monica Gomez (24:08) Yeah, I love that. I love everything that you said. think, ⁓ you know, words create our story, right? And so if we're asking, like, how's it going? ⁓ Are you struggling with anything? ⁓ Our minds automatically go to that negative place, right? So you get to be the creator of the script.   Right. And so if we're saying, Hey, by the way, I heard you answering the phone start, like, listen for the good stuff, right? The good behaviors. Gosh, you were amazing. Greeting that patient. my gosh. I am so proud of you. You are totally getting this and you know, how's everything else going? Right. If you start with that excitement and something positive, that person's already in that positive mindset and it's all about mindset. Right. And if we're concerned that they're not getting it, they're not going to get it.   assume that they are, assume that they are getting it. So gosh, you are, I know you're doing amazing. Tell me all the good stuff. Start.   The Dental A Team (25:10) Yeah, assume good intent, right? Always. We see that constantly. Assume   good intent. I think, Monica, you saying this right here makes me think.   Relationships are relationships, I say that all the time. They just look a little bit different. Like my relationship with Erin is a little bit different than my relationship with you, but my communication skills are gonna be super, they're gonna be the same with the right words, right? So I'm not gonna, communication is communication. And so what we do is we say, okay, this is how you sell a treatment plan. This is how you project to your patients to get them to schedule. And you always start with a positive. You don't ask for a review by saying,   how did everything go today? You say like, oh my gosh, that seemed, you how amazing was your appointment today? Like you're infusing these words in there to get the mindset, but then we don't copy and paste that always into everything that we do. And I think how you show up for anything is how you show up for everything. So show up for your team the same as you're expecting your team to show up for your patients because that's going to translate. And if you're like, oh, it seemed like a,   Gosh, today was a chaotic day, how did you do? It's always chaos, we're in dentistry. Dentistry is chaotic, your days are gonna be crazy. Life is chaotic, you're right, it's always going to be crazy. So saying that, gosh, was, woo, that was a rough day. How are you feeling? Well, I'm feeling really overwhelmed and I'm feeling like I made a really bad decision coming here. I think you're spot on is my point there. So that was beautiful, thank you.   Monica Gomez (26:22) Yeah. And life is chaotic. Period, right? Life is chaotic.   Yeah. And, you know, I when employees share difficult, like a difficult day, you know, like, ⁓ I had a ⁓ client last week share that their new hire said, ⁓ gosh, maybe we shouldn't, you know, ⁓ schedule two crowns back to back because that was really hard. And, you know, my back was hurting. And so, ⁓ you know, the doctor was like, she's already complaining. I'm like, well, okay. Well, how did you respond? Right. Because   The Dental A Team (27:13) Yeah, yeah.   Monica Gomez (27:14) Because, I mean, she's delivering something that's important. She's sharing and she feels comfortable enough to say, hey, that was really hard. That's really what she's saying. That was really hard, right? And so, you know, again, one of my favorite sayings is, you know, get curious, not furious, right? Don't look at it with the negative lens. It's a great way for you to validate, like, how important it is to be seen, and valued, right?   The Dental A Team (27:43) I agree.   Monica Gomez (27:43) And she was opening up because she wanted to be seen, heard, and valued. Like she wanted to be seen. Gosh, I like did those two crowns back to back. My back is hurting me. Are you even valuing that I sat there in fact, right? Even though they could have swapped off with another assistant, but she, you know, she followed him. And so, you know, and my advice was like, you should number one acknowledge that she's sharing, right?   The Dental A Team (27:55) Yeah. Yeah. Yeah.   Monica Gomez (28:12) Thank you so much for sharing that. You're right, that was kind of hard. Let's talk about it as a team tomorrow. Let's find ways to alleviate that when this does happen, right? I mean, the patients wanted to start, like they're ready. Let's do it, right? But where were your other team members? Like, let's talk about this. And so seen, and valued. If you can make anyone new, ⁓ a new employee, an existing employee,   your legacy employees, if you can make them feel and create a space where everyone feels seen, heard, and valued, that's huge. That's like you, you will, your team will love you, your patients will love you because again, it's that invisible kind of energy that's flowing through your practice, right? That creates that great space for employees to wanna stay.   The Dental A Team (29:03) I agree. I totally agree. Thank you, Monica. I think this was ⁓ a really, this is just full of so many gems and ⁓ I love the actual pieces of job description, kind of the, I love your three days, spend three days on it and really just making sure you go through that job description. Look at the to-dos of that position.   Enlist the team to help you. Whoever's gonna be helping to train. I had people specific on my team that were like, these are the things you just, you're stellar at and it's gonna be easy for you to train these things. They trained those. So it doesn't have to be one person. It can be whatever you want it to look like. Just make sure it's built out. You have a plan. Preschedule check-ins. I always make sure we preschedule check-ins and you guys check in with yourself too. think Monica, you gave some really wonderful tips on really making sure that we're showing up the way that we should be.   or the way we want people to show up and really just gut checking and making sure that those things are there. And I loved this. Thank you, Monica. Thank you for your words of wisdom. Thank you for flowing off of it. This was perfect. This was divine. Thank you for helping set up this flow of podcasting today and for just bringing your insight and your wisdom and your years of experience of things that you've seen work and ideas. So thank you, Monica.   Monica Gomez (30:17) Thanks, thanks, Tiff. This is definitely a gem for me. I have so much to share and so much, I love sharing, I love brainstorming, I love sharing what works ⁓ and all the knowledge that we, all of us have, right? This is a beautiful space for us to, you know, share that. And this was so fun. Thanks for inviting me and everyone.   The Dental A Team (30:24) Yeah.   Monica Gomez (30:44) Go out and be fabulous and don't forget to have fun. Have fun.   The Dental A Team (30:48) Yes, I love that.   Thank you. Yes. Go be fabulous. That is like Trish's famous words. I love that she says that. always, I know it always makes it just like, yep, I will. Okay. No, questions. So I love it. Go be fabulous. I agree. Drop us a five star review. Let us know what you thought about this. Let us know what onboarding tips you guys have. is an easy place to find us and.   Monica Gomez (30:55) So these are the things.   The Dental A Team (31:12) get recommendations or share your tips and tricks. We really do love that. And also we're on Instagram and Facebook, all of those places. So watch us there. Watch out for us there. Thursdays, once a third Thursday, we have webinars. You guys, we're everywhere. So if you're only following the podcast, check us out. Hello@TheDentalATeam.com, TheDentalATeam.com. We've got all of it listed there as well. Go find us, follow us and listen for more amazing tips from Monica and the rest of the consulting team. Thank you guys and go be fabulous.   Monica Gomez (31:40) you  

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Your business can't outgrow the identity you're stuck in.In this episode, Bernie Cesareo reveals the mindset and identity shifts that transformed his life, his confidence, and his STR businesses — from shrinking portfolios to scaling multiple companies with clarity and purpose.This episode breaks down the real reason most hosts stay stuck, how to think and act like a CEO, and the inner work required to grow a business that matches the life you want.Inside this episode:• The identity upgrade that changed Bernie's life• How self-image controls your STR results• Why talking about your vision attracts the right people• The shift from operator → leader → CEO• How Bernie built multiple businesses by delegating• Why gratitude, belief, and clarity fuel massive growth00:01:12 – Bernie's Big Mindset Shift: Stop Doing Everything Yourself00:04:07 – “Assume the Wish Fulfilled”: Rewriting Your Identity00:08:10 – Manifesting the Dream Jeep: Breaking 30 Years of Beliefs00:11:20 – Running Multiple STR Businesses Through Identity Upgrades00:14:36 – Lifestyle Freedom: Why Bernie Never Misses His Son's Games00:17:00 – The Elder-Care Village Vision: Thinking Bigger Than STR00:20:12 – From Player to Coach to CEO: Letting Go of Control00:24:18 – Correcting Systems, Not People: Real Leadership00:28:55 – How Speaking Your Vision Attracts the Right Opportunities00:33:42 – Gratitude, Belief, and the Identity That Builds Your FutureGet FREE Access to our Community and Weekly Trainings:https://group.strsecrets.com/

Your business can't outgrow the identity you're stuck in.In this episode, Bernie Cesareo reveals the mindset and identity shifts that transformed his life, his confidence, and his STR businesses — from shrinking portfolios to scaling multiple companies with clarity and purpose.This episode breaks down the real reason most hosts stay stuck, how to think and act like a CEO, and the inner work required to grow a business that matches the life you want.Inside this episode:• The identity upgrade that changed Bernie's life• How self-image controls your STR results• Why talking about your vision attracts the right people• The shift from operator → leader → CEO• How Bernie built multiple businesses by delegating• Why gratitude, belief, and clarity fuel massive growth00:01:12 – Bernie's Big Mindset Shift: Stop Doing Everything Yourself00:04:07 – “Assume the Wish Fulfilled”: Rewriting Your Identity00:08:10 – Manifesting the Dream Jeep: Breaking 30 Years of Beliefs00:11:20 – Running Multiple STR Businesses Through Identity Upgrades00:14:36 – Lifestyle Freedom: Why Bernie Never Misses His Son's Games00:17:00 – The Elder-Care Village Vision: Thinking Bigger Than STR00:20:12 – From Player to Coach to CEO: Letting Go of Control00:24:18 – Correcting Systems, Not People: Real Leadership00:28:55 – How Speaking Your Vision Attracts the Right Opportunities00:33:42 – Gratitude, Belief, and the Identity That Builds Your FutureGuest Bio:Bernie Cesareo and his wife Courtney started the company by turning a long-term rental in their hometown into a short-term rental and doing everything themselves from guest support to cleaning and maintenance. Happily surprised with the success and popularity of this property, they decided to turn this side hustle into a primary business. They loved providing quality accommodations and creating great value for their guests and felt they could do this on a larger scale. They started growing the business by becoming co-hosts for other property owners and have added team members to help make everything run smoothly. After several years, they have a team of 8 that manages anywhere from 20-40 properties.Guest Link:https://eaglestays.com/Get FREE Access to our Community and Weekly Trainings:https://group.strsecrets.com/

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Today we're stepping into a command from Jesus that sounds simple… until you actually try to live it out:“Love one another.”Not tolerate.Not coexist.Not avoid conflict.Not “love the lovable.”But love one another.And if we're being honest, this might be one of the hardest commands Jesus ever gave.Because people are complicated.Relationships are messy.Personalities collide.Boundaries get crossed.Expectations go unmet.Feelings get bruised.Misunderstandings multiply.And yet…Jesus didn't give us an escape clause.He didn't say, “Love one another when it's convenient.”He didn't say, “Love one another when they deserve it.”He said:“Love one another as I have loved you.”Brother… that level of love is not soft or sentimental.It's surrender.It's sacrifice.It's spiritual strength.It is warfare against the darkness that seeks to divide God's people.Let's go.

The Hardest Hire: How to Nail Your First Staff Clinician in a Cash PT Clinic In this episode, Doc Danny Matta explains why your first staff clinician is the hardest hire you'll ever make—and how to do it the right way. He breaks down why your business looks risky from a candidate's perspective, why most PTs are wired for security (not startups), and how to sell the future vision of your clinic instead of apologizing for your current "shitty little room." Quick Ask If this episode helps you think differently about hiring and leadership, share it with another clinic owner who's gearing up for their first hire—and tag @dannymattaPT so he can reshare it. Episode Summary Clair keeps you present: AI scribe Clair lets you focus 100% on patients instead of your EMR, improving rapport and outcomes. Time and outcomes: Better attention in the session = better engagement, better buy-in, and better clinical results. Danny's background: Staff PT, active duty military officer, cash practice founder, seller, and now CEO of PT Biz, helping 1,000+ clinicians build cash practices. The hardest hire: Your first staff clinician is the toughest hire you'll ever make. Why it's so hard: Your business looks risky—small sublease, no track record, limited capital, and no big benefits. PT personality problem: Most PTs are risk-averse, security-driven, and not naturally entrepreneurial. The failed first hire story: Danny flew in a phenomenal clinician and his fiancée to see their rough CrossFit sublease in Atlanta—she wasn't impressed, and they turned down the job. Vision vs. reality: Danny saw a future seven-figure clinic; they saw one small room in a sketchy area. Why candidates say no: From their side, it means relocating, taking on more risk, and joining an unproven business. What you're really selling: Not "what the clinic is today" but "where the clinic is going in 5–10 years" and their role in that story. First hire profile: The person who says yes is usually more comfortable with risk—and more likely to eventually start their own thing. Turnover isn't a failure: Early clinicians who leave often still move the business forward and become success stories you're proud of. Credibility boost: Having more than one clinician builds brand trust, shows the clinic is bigger than one personality, and validates the model. Leadership mistake: Danny used to think "that's what the money's for" (Mad Men style) instead of appreciating the risk people were taking on him. Respect the risk: Your first hire is betting on your vision—treat that with gratitude, not entitlement. Hardest growth cycle: The most brutal stage is going from solo to first clinician and toward standalone space—not later multi-location growth. Cash flow and stress: Hiring, ramping up schedules, and surviving turnover during this phase can feel like a gut punch. Lessons & Takeaways Your clinic looks risky to candidates: No benefits, no track record, small space, and uncertain schedule feel like red flags to security-driven PTs. Don't take "no" personally: Risk-averse people saying no to a risky offer is normal, not a reflection of your worth. Sell the vision, not the room: You must paint a clear picture of what the clinic will become and how they'll be part of it. First hires may not stay long-term: Risk-tolerant people who join early often go on to open their own practices—and that's okay. Early hires still matter: They help build the brand, establish a second schedule, and prove your model works beyond just you. Appreciation beats "that's what the money's for": You're not doing them a favor—they're taking a chance on your unproven business. Growth requires new skills: The owner you are at solo stage is not the same owner you must become with staff. Mindset & Motivation Respect the leap: That first clinician is making a bigger jump than you think—especially if they're moving states. Stay future-focused: Your job is to keep your eyes—and theirs—on where the clinic is going, not just today's rough edges. Expect churn: Some early hires will leave; it's part of the entrepreneurial cycle, not a personal betrayal. See the hard stage for what it is: The first growth cycle is supposed to feel heavy; it builds your capacity as a leader. Be proud of those who outgrow you: Former employees who go on to open clinics are part of your legacy, not your failure. Pro Tips for Clinic Owners Use an AI scribe: Implement Clair so you and future staff can stay fully present with patients and avoid note fatigue. Practice your "vision pitch": Be able to clearly explain where your clinic will be in 5–10 years and what "employee #1" means. Be honest about the tradeoffs: Don't oversell security—sell autonomy, growth, impact, and the excitement of building something. Show appreciation early and often: Make it clear you understand and value the risk they're taking by joining you. Plan for turnover: Assume that some early hires will leave and build systems that outlast any one person. Notable Quotes "The hardest hire you'll ever make is your first staff clinician." "To most candidates, your business looks risky. Small space, no track record, no benefits—that's their reality." "You're not selling them on what the business is today. You're selling them on what it's going to be in 5 or 10 years." "Your first hire is taking a risk on you. Respect that. Appreciate that. Don't act like they owe you." "The solo-to-first-clinician growth cycle is where most people quit. It's also where you grow the most." Action Items Write out a clear, compelling vision story of where your clinic will be in 5–10 years. Audit your current offer: pay, benefits, schedule, growth—what's truly attractive to a candidate? Practice your "employee #1" pitch out loud before your next interview. List three ways you can show more appreciation to current or future staff. Consider using Clair to reduce documentation friction before you bring on your first or next clinician. Programs Mentioned PT Biz Part-Time to Full-Time 5-Day Challenge (Free): Get ultra clear on how much money you need to replace, how many people you need to see, and the strategies to go from side hustle to full-time practice owner. Join here. Resources & Links PT Biz Website Free 5-Day PT Biz Challenge MeetClair AI — Free 7-day trial for PTs About the Host: Doc Danny Matta — physical therapist, entrepreneur, and founder of PT Biz and Athlete's Potential. He's helped over 1,000 clinicians start, grow, scale, and sometimes sell their cash practices, and is committed to helping PTs build businesses that create true time and financial freedom.

Kṛṣṇa says in the Bhagavad-gītā that we assume the qualities of those with whom we associate. And if one were to want to advance in a particular discipline, one quite naturally would search out a community, a society, a club, an organization where people were focused on that discipline, and one would take the association of those people. In a similar way, if one wants to advance spiritually, it's quite natural that one would gravitate towards a place where people were engaged in that practice. And it's natural because we want to do something. We want to be with others who are doing it. In describing the process of devotional service, one of the previous great teachers of bhakti says that as soon as one develops a sense of appreciation for devotional service, the next impulse is to find out where people are practicing it, so one can be there with them. That happened to me when I was in high school. I had an impulse to practice spiritual life. And then I got a magazine called Back to Godhead, and it had pictures in it of young people my age or a little older who were doing various kinds of services together: running a printing press, or some of them were serving out food (prasādam). Others were chanting in public. And I thought, "I'd like to be with those people, do what they do, find out what they're doing." So I gravitated. So it's one of the ways in which our teachers say that we're drawn to the association of devotees, as soon as we have a sense in our heart that I would like to be more engaged in service to God, and we look for people who are already engaged. Therefore, our founder started what he called a society, International Society, with a view to giving people everywhere an opportunity to associate with those who are sincerely trying to improve themselves spiritually. He recognized that it's a universal principle. It's not that it works in one culture, but not in another. It's not restricted to a particular culture, because it has to do with the living force, the soul and souls are equal everywhere. They may have different external circumstances, but internally, we're all the same, in that we're all parts of God and we're all conscious beings. Therefore, as he conceived it, the process of bhakti would work anywhere, in any country. ------------------------------------------------------------ To connect with His Grace Vaiśeṣika Dāsa, please visit https://www.fanthespark.com/next-steps/ask-vaisesika-dasa/ ------------------------------------------------------------ Add to your wisdom literature collection: https://iskconsv.com/book-store/ https://www.bbtacademic.com/books/ https://thefourquestionsbook.com/ ------------------------------------------------------------ Join us live on Facebook: https://www.facebook.com/FanTheSpark/ Podcasts: https://podcasts.apple.com/us/podcast/sound-bhakti/id1132423868 For the latest videos, subscribe https://www.youtube.com/@FanTheSpark For the latest in SoundCloud: https://soundcloud.com/fan-the-spark ------------------------------------------------------------ #spiritualawakening #soul #spiritualexperience #spiritualpurposeoflife #spiritualgrowthlessons #secretsofspirituality #vaisesikaprabhu #vaisesikadasa #vaisesikaprabhulectures #spirituality #bhaktiyoga #krishna #spiritualpurposeoflife #krishnaspirituality #spiritualusachannel #whybhaktiisimportant #whyspiritualityisimportant #vaisesika #spiritualconnection #thepowerofspiritualstudy #selfrealization #spirituallectures #spiritualstudy #spiritualquestions #spiritualquestionsanswered #trendingspiritualtopics #fanthespark #spiritualpowerofmeditation #spiritualteachersonyoutube #spiritualhabits #spiritualclarity #bhagavadgita #srimadbhagavatam #spiritualbeings #kttvg #keepthetranscendentalvibrationgoing #spiritualpurpose

In this episode of The People Dividend, host Mike Horne welcomes Stephanie Chung, a leadership strategist and author of Ally Leadership. Together, they explore what it truly means to lead inclusively, and why the most effective leaders today are those who prioritize empathy, curiosity, and cultural awareness. Stephanie shares powerful insights on how leaders can build high-performing, psychologically safe teams by embracing diversity, addressing privilege with intention, and leading with both head and heart. The conversation touches on generational differences, inclusive team cultures, and the leadership mindset shifts required in today's evolving workplace.   Key Takeaways:   Ally Leadership means leading people who are not like you, with empathy and understanding. Privilege isn't negative, it's a powerful tool to build trust when acknowledged and used wisely. Curiosity is the gateway to better leadership. Ask more. Assume less. The most effective leaders foster an environment where every team member can thrive. Small adjustments in attention and communication can unlock higher team performance.   Links:    Learn more about Mike Horne on Linkedin Email Mike at mike@mike-horne.com Learn More About Executive and Organization Development with Mike Horne Twitter: https://twitter.com/mikehorneauthor  Instagram: https://www.instagram.com/mikehorneauthor/,  LinkedIn Mike's Newsletter: https://www.linkedin.com/newsletters/6867258581922799617/,  Schedule a Discovery Call with Mike: https://calendly.com/mikehorne/15-minute-discovery-call-with-mike     Learn More about Stephanie Chung https://stephaniechung.com/about/  

Hello everyone, a big thanks to all of you who joined the patreon and voted for this to be the next episode, you all are awesome. This is a part 2 about Hirohito's responsibility during the wars of 1931-1945, so if you have not heard part 1, perhaps go do so, or maybe you just don't care about 1931-1940 and just want to hear about the 1941-1945 period, hell by all means enjoy.   So last time we kind of left it on a bit of a dramatic cliff hanger. I spoke about Emperor Hirohito's involvement in what was called at the time the “China Incident”. It was not an official declared war until December of 1941. We left off in 1940, Hirohito was struggling with a situation of juggling two things: 1) how the hell to finally end the China War 2) how to do it without receiving horrible ramifications from the international world. On July 22nd of 1940, Konoe was back and formed a second cabinet. Notably General Hideki Tojo went from vice to army Minister during this time. If you guys ever want a podcast on Hideki Tojo, let me know, he is one rather bizarre figure that's for sure. Konoe tackled his job by holding an imperial HQ government liaison conference. For 90 minutes everyone worked on a new national policy designed to exploit the international situation, IE: Germany bulldozing europe.  The result was a document on national policy dated July 27th. It shifted focus to the “southern area” IE: southeast asia and the Pacific if the China war did not end quickly. Its basis was to exploit the foreign nations that had their hands full in europe, France, Britain and the Netherlands. It called for an invasion of French Indochina to establish bases to launch assaults against the Dutch East Indies for natural resources if diplomatic means failed. It acknowledged if the Dutch East Indies were seized through military means, Japan would also seek to fight Britain, but not the US, instead Japan would prepare for a possible war with the Americans. To all of this Hirohito approved. The army also kept pressuring its desire to ally with Germany. Throughout 1939-1940 Hirohito rejected this idea, not because of any ideological differences, it was because of Germans anti aggression pact with the USSR. If Japan were to ally to Germany, Hirohito wanted it to be mutually to fight the USSR. The Navy likewise opposed allying to Germany because they believed it would force Britain and the US to increase their aid to Chiang Kai-shek.   However the Blitzkrieg changed everything. Everyone was shocked at how well Germany was doing. Prince Chichibu repeatedly argued with Hirohito to change his mind over the alliance idea. Then suddenly the Navy changed their mind and began favoring an alliance. This changed came about in June of 1940 when the France fell. The Navy changed their mind based on a few factors, a major component was the belief if Germany and the USSR were allied, than at least Japan would not have to worry about the USSR and could focus on the pacific. Both the IJA and the IJN believed Hitler would soon take Britain and thus there was a huge desire to join the new international order on the winning side. A third factor was a new clause in negotiations with Germany and Japan, that if they allied Japan would not automatically be drawn into a war with Britain against her will. Some in the navy also believed perhaps Germany could help their diplomatic situation with the Americans. So the army and navy were now both demanding an alliance with Germany, it was all up to hirohito.    At an imperial briefing on June 19th of 1940, Hirohito asked chief of staff Prince Kan'in and the Army Minister Hata “At a time when peace will soon come in the European situation, will there be a deployment of troops to the Netherlands Indies and French Indochina?” Such as question revealed Hirohito's perception at the time that Germany was on the verge of victory and that he was gradually considering the deployment of troops in French Indochina and the Dutch East Indies as neither parent nation were in a position to defend their holdings. In regards to the China war, the Japanese sought to end leaks of materials getting into China from places like Hong Kong. Hirohito received reports indicated Britain would not accept closing the movement of materials into China via Hong Kong. The military acknowledged it would probably be required to invade Hong Kong and thus declare war on Britain. Upon hearing of this Hirohito remarked “Should that happen, I am sure America will use the method of an embargo, don't you agree?” To this his lord of the privy seal, Kido reassured him stating “the nation must be fully resolved to resist to proceed cautiously and not to be dragged into events precipitated by the overseas agencies”. Konoe's second cabinet resolved to end the China war, construct a new order in greater east asia and to complete war preparations as a national defense state. On July 27th at a liaison conference a document was adopted, affirming a course of advancing to the south and to ally with Germany. Japan would incorporate the Dutch East Indies, British Malaya and other resource rich areas of Southeast Asia into its new order while simultaneously bolstering its relationship with the Axis states. After hearing and reading everything, Hirohito sanctioned it all. Thus Hirohito had sanctioned the preliminary actions that would set Japan into a collision course with the US.   In September Japan began sending troops into northern French Indochina after concluding its Tripartite alliance with Germany and Italy. Now Hirohito was briefed beforehand by Army Minister Tojo and other chiefs of staff about securing bases in northern French indochina. Hirohito agreed to this under the belief acquiring such bases would stop more leaked materials going into China and thus contribute to the fall of Chongqing. But Hirohito also sanctioned it under the full knowledge it was preparing the Nanshin-ron advance and that carried a risk of going to war with Britain and by proxy the US. Naturally he wanted to thwart any war breaking out with the US by it seems his officials had convinced him they could manage most of their plans without aggravating the US.   On July 29th with the German offensive aimed at finishing off Britain, Hirohito summoned his chiefs and vice chiefs of staff to the imperial HQ. He began to question the prospects of war with the US. Prince Fushimi replied “[u]nless we complete our domestic preparations, particularly the preparation of our material resources, I do not think we should lightly start war even if there is a good opportunity to do so.” Hirohito then asked if  “the Army were planning to occupy points in India, Australia, and New Zealand.” But overall Hirohito seemed to be the most concerned about the US, Germany and the USSR. “Could Japan, obtain a victory in a naval battle with the United States as we once did in the Battle of the Japan Sea? . . . I heard that the United States will ban exports of oil and scrap iron [to Japan]. We can probably obtain oil from other sources, but don't you think we will have a problem with scrap iron?” In regards to the USSR “If a Japan-Soviet nonaggression treaty is made and we advance to the south, the navy will become the main actor. Has the army given thought to reducing the size of its forces in that case? . . . How do you assess the future national power of Germany? . . . Both Germany and the Soviet Union are untrustworthy countries. Don't you think there will be a problem if one of them betrays us and takes advantage of our exhaustion fighting the United States?I]t seems as though you people are thinking of implementing this plan by force because there is a good opportunity at this moment for resolving the southern problem even though some dangers are involved. . . . What does a good opportunity mean? [To this question Sawada replied: “For example, if a German landing in England commences.”] In that case wouldn't the United States move to aid Britain? . . . Well, I've heard enough. I take it, in short, that you people are trying to resolve the southern problem by availing yourselves of today's good opportunities.”   You can tell Hirohito understood the very real threat of an Anglo-American alliance and was very cautious. It seemed to Hirohito, that his officials were trying to take the limelight off the abysmal situation in China but emphasizing a southern advance. Well Americans response to the Japanese movement into northern French indochina was to see it as a direct threat. Something I have not paid much attention to was Hirohito's decision making being the direct result of trying to mediate between competing entities, ie: the IJA and IJN. At this point in time the IJA and IJN top officials had the power to simply stop governmental functions from occurring altogether whenever they were displeased with a decision. As you can imagine the IJA and IJN were also competing for resources and political power. Thus Hirohito spent a lot of time and effort trying to formulate decisions that at a minimum kept the governance going.    In the end Hirohito sanctioned Imperial HQ army order number 458, ordering the area army to begin the entry into French Indochina. Thus once again Hirohito sanctioned aggression aboard. America began what it called a “moral embargo” on aircraft parts, scrap iron and aviation gasoline. This was one of many gradual steps America took to incrementally sanction Japan, while aiding China to keep it bogged down. Japan's direct response was joining the Axis with a clause “to assist one another with all political, economic and military means if attacked by a power at present not involved in the European War or in the Sino-Japanese conflict”. This clause was designed specifically to check Britain and the US. Hirohito knew this was a turning point carrying the possibility of war with the US. Later he would blame some officials and even his brothers Chichibu and Takamatsu, but not his own actions sanctioning the Axis pact.    Speaking of his brothers, at this time Chichibu got severely ill with tuberculosis and as a result retired from active public life, now Prince Takamatsu stood as next regent. Thus Takamatsu would begin reading reports and advise Hirohito. Takamatsu like Chichibu approved the Tripartite Pact and found his brother Hirohito's performance lacking. Meanwhile Britain responded to the Tripartite pact by opening up the Burma road and America made a loan to Chiang Kai-shek.   The Soviets came to Japan for a neutrality pact and sweetened the deal by offering Soviet coal and oil concessions in North Sakhalin. Hirohito ratified the treaty on April 25th of 1941. 5 weeks later on June 5th, the Japanese ambassador to Berlin, General Oshima Hiroshi reported to Hirohito and the high command that Hitler was about to invade the Soviets. The Army high command sprang into action drafting plans to open a war with the Soviets while simultaneously advancing south into French Indochina. But many in the military also sought to wait until the time was ripe, and a rift emerged. Operation barbarossa commenced and on June 23rd the IJN high command gave their opinion that Japan should seize all military bases and airfields in southern French Indochina even at the risk of war with Britain and America. Can you say boy that escalated quickly?   There was obvious temptation to invade Siberia towards Lake Baikal, but at the same time the western powers were tightening sanctions on Japan, she needed resources. At this point Japan had been stuck in China for 4 years and 5 months, the army had expanded from 17 divisions totalling 250,000 men in july of 1937 to 51 divisions at 2.1 million men in December 8th of 1941. On July 2nd, 10 tens into Operation barbarossa, Konoe summoned an imperial conference to debate actions going forward. The consensus was that southern French Indochina needed to be taken and that it probably would not provoke the US going to war with Japan. Hirohito sanctioned it and on July 30th made a major operational intervention by advising General Sugiyama to build up forces in Manchukuo to prevent the Soviet Far Eastern Army.   Japan negotiated with Vichy France to allow Japanese troops to occupy southern parts of French Indochina. What was to be originally just 40,000 IJA forces turned into 185,000 and in response America increased sanctions and began preparing the Philippines for war. Roosevelt froze Japanese assets in the US on July 26th and by August the 1st a total embargo of oil and gasoline exports to Japan. Konoe's cabinet, the military high command, pretty much everyone was shocked by how harsh the economic sanctions were. Emperor Hirohito told Sugiyama to halt mobilizing forces in Manchukuo and the army basically dropped all plans of attacking the USSR. A month after the US oil embargo suddenly the army had changed its mind to go all in on the southern advance. Britain likewise began sanctions against Japan and both Britain and the US managed to convince the Dutch to follow suit by refusing to sell oil to Japan. The Dutch even took it a step further and followed Americans lead in freezing Japanese assets.    Konoe was in full panic mode, be believed his ambassador to washington was a moron and sought to go in person to speak to Roosevelt. At 11:40am on August 4th Konoe spoke to Hirohito about the plan, but Washington kept making up excuses prolonging any meeting from taking place. Meanwhile Washington was building up its navy, and the IJN were stressing, in the words of Admiral Takagai “As time passes and this situation continues, our empire will either be totally defeated or forced to fight a hopeless war. Therefore we should pursue war and diplomacy together. If there is no prospect of securing our final line of national survival by diplomatic negotiations, we must be resolved to fight.” Hirohito understood the predicament full well, that each day Japan was wasting its oil reserves, if they were to strike it had to be quickly.    On september 3rd at a liaison conference it was decided Japan was to prepare for a war against the US, UK and Netherlands while simultaneously pursuing diplomacy. If diplomacy failed by early October the decision for war would be made. Konoe presented everything to Hirohito on September 5th and requested an imperial conference on the matter. The most important decision of his life was about to be made.    Now take a second to feel the moment. Germany's invasion of the USSR was in its 6th week and not producing a decisive victory; Britain was still in the fight and the Japanese ambassador to London reported back Britain would allow Japan to maintain its great power status and exert influence in asia if they stayed out of the European War and “re-examined their current policy”. An olive branch. Hirohito had options is what I am arguing. He could stale things, he could mobilize units into Manchukuo to simply threaten the Soviet border, he could simply stay out of new wars, even it the China war would get worse, but try to profit from the situation in Europe. He could stop the southern advance, lose the chance to seize the resource in southeast asia, but perhaps the US, UK and Netherlands would lift some sanctions.   After speaking back and forth with Konoe while scolding Sugiyama here is a bit of their conversation:    Emperor: In the event we must finally open hostilities, will our operations have a probability of victory?  Sugiyama: Yes, they will.  Emperor: At the time of the China Incident, the army told me that we could achieve peace immediately after dealing them one blow with three divisions. Sugiyama, you were army minister at that time. . . .  Sugiyama: China is a vast area with many ways in and many ways out, and we met unexpectedly big difficulties. . . . [ellipses in original]  Emperor: Didn't I caution you each time about those matters? Sugiyama, are you lying to me? Nagano: If Your Majesty will grant me permission, I would like to make a statement.  Emperor: Go ahead.  Nagano: There is no 100 percent probability of victory for the troops stationed there. . . . Sun Tzu says that in war between states of similar strength, it is very difficult to calculate victory. Assume, however, there is a sick person and we leave him alone; he will definitely die. But if the doctor's diagnosis offers a seventy percent chance of survival, provided the patient is operated on, then don't you think one must try surgery? And if, after the surgery, the patient dies, one must say that was meant to be. This indeed is the situation we face today. . . . If we waste time, let the days pass, and are forced to fight after it it is too late to fight, then we won't be able to do a thing about it.  Emperor: All right, I understand. [He answered in a better mood.]  Konoe: Shall I make changes in tomorrow's agenda? How would you like me to go about it? Emperor: There is no need to change anything.   There is no need to change anything. Konoe grabbed Hirohito for a private audience afterwards and tried to get Hirohito to revise the outline, but Hirohito ignored this. Hirohito at that point could have stopped or at least slowed down the countdown to all out war. Hirohito instead did not want to displease the pro-war factions in his military, perhaps he saw them as a threat to his authority. Hirohito was not at all pleased with the policy plan. When he was shown in on september 5th, he looked extremely irritated and blew up on Sugiyama and the army high command as a whole. 20 minutes before the Imperial conference on September 6th, Hirohito spoke with his lord of the privy Kido and told him he was going to raise some questions at the meeting. Kido told him that it would be best to leave the questions at the very end, basically he was advising to allow for things to go through. Thus Hirohito sat through the meeting and sanction the preparations for war. Here is a conversation between Hirohito and the Chiefs of the general staff:   Emperor: You may go ahead and mobilize. But if the Konoe-Roosevelt talks go well, you'll stop, won't you?  Chief of the General Staff: Indeed, your majesty, we will.  Emperor: I will ask you one more time: Is there any possibility that the north [that is, the Soviet Union] may move against us while we are engaged in the south [emphasis added]?  Chief of the General Staff: I cannot say that will absolutely not occur. However, because of the season it is inconceivable that large forces will be able to attack us   Meanwhile Konoe's deadline to reach a diplomatic resolution with the US was fast approaching. On October 13th Hirohito told Kido “In the present situation there seems to be little hope for the Japan–U.S. negotiations. If hostilities erupt this time, I think I may have to issue a declaration of war.” The next day Konoe held his last cabinet meeting and Army minister Tojo took the lionshare of talking:   For the past six months, ever since April, the foreign minister has made painstaking efforts to adjust relations [with the United States.] Although I respect him for that, we remain deadlocked. . . . Our decision was “to start the war . . . if by early October we cannot thoroughly achieve our demands through negotiations.” Today is the fourteenth. . . . We are mobilizing hundreds of thousands of soldiers. Others are being moved from China and Manchuria, and we have requisitioned two million tons of ships, causing difficulties for many people. As I speak ships are en route to their destinations. I would not mind stopping them, and indeed would have to stop them, if there was a way for a diplomatic breakthrough. . . . The heart of the matter is the [imposition on us of] withdrawal [from Indochina and China]. ...If we yield to America's demands, it will destroy the fruits of the China Incident. Manchukuo will be endangered and our control of Korea undermined   And so Konoe resigned two days later, but before he did his last official action was to recommend Prince Higashikuni to succeed him, in fact he got Tojo to do the same. Prince Higashikuni was deemed capable of controlling both the Army and Navy. And what did Hirohito say to this? He said no, and appointed Hideki Tojo. Why? As going back to the beginning of this series, to protect the Kokutai. He did not want a member of the royal family to hold the seat as Prime Minister during a time when war might be declared, a war that Japan might lose, which would toss the responsibility onto the imperial house. It was a threat to the Kokutai. Hirohito chose Tojo because Tojo was 100% loyal subject to the emperor. Tojo was the perfect fall guy if one ever existed.    Between November 8-15th, Hirohito received a full rundown of the Pearl Harbor surprise attack plan and sanctioned it. The deadline to reach a diplomatic solution with the US was set for midnight December 1st.    Hirohito ever since the Mukden Incident had expressed fear that not taking warlike actions, not pumping up the kokutai or not suppressing dissent would jeopardize the imperial system of government and damage the imperial institution itself. For Hirohito domestic conflicts were more dangerous than external ones, because they carried the risk of eroding the monarchy. As the time approached for his finally decision on declaring war, Hirohito requested a last round of discussion. The carriers enroute to Pearl harbor departed on november 27th, while on December 1st, 19 leaders, the entire Tojo cabinet and Emperor met. Tojo pulled a rather cheeky maneuver, he reported the response from America, the famous Hull note by stating “the United States . . . has demanded that we withdraw troops from all of China [emphasis added],” but in fact, Hull had used only the word “China.” Hara asked “I would like to know,whether Manchukuo is included in the term ‘China'? Did our two ambassadors confirm this point?” Togo's reply to this was “However . . . the American proposal [early in the negotiations on] April 16 stated that they would recognize the state of Manchukuo, so Manchukuo would not be part of China. . . . On the other hand . . . there has been a change in their position . . . they look upon Chungking as the one and only legitimate regime, and . . . they want to destroy the Nanking regime, [so] they may retract what they have said previously” A nonsensical gibberish answer, intentionally done to make everyone think America did in fact include Manchukuo, thus forcing everyone to see the demands as impossible to comply with. Togo finished the meeting : “Once His Majesty decides to commence hostilities, we will all strive to meet our obligations to him, bring the government and the military ever closer together, resolve that the nation united will go on to victory, make an all-out effort to achieve our war aims, and set his majesty's mind at ease. I now adjourn the meeting.” Hirohito simply nodded. Sugiyama remarked that the emperor did not show the slightest sign of anxiety, in fact he looked like he was in a good mood.   Hirohito's naval aid Jo Eiichiro wrote minutes on the first day of the pacific war, recording the emperors actions. 4 A.M. (Japan time): Japan issued a final ultimatum to the United States. 3:30 A.M.: the Hawaiian surprise attack was successful. 5:30 A.M.: Singapore bombed. Great results. Air attacks on Davao, Guam, Wake. 7:10 A.M.: All the above was reported to the emperor. The American gunboat Wake was captured on the Shanghai front. The British gunboat Petrel was sunk. From 7:15 to 7:30 the chief of the Navy General Staff reported on the war situation. At 7:30 the prime minister informally reported to the emperor on the imperial rescript declaring war. (Cabinet meeting from 7 A.M.). At 7:35 the chief of the Army General Staff reported on the war situation. At 10:45 the emperor attended an emergency meeting of the privy council. At 11:00 A.M. the imperial rescript declaring war was promulgated. 11:40 A.M. Hirohito conferred with Kido for about twenty minutes.] At 2:00 P.M. the emperor summoned the army and navy ministers and bestowed an imperial rescript on them. The army minister, representing both services, replied to the emperor. [At 3:05 P.M. the emperor had a second meeting with Kido, lasting for about twenty minutes.] At 4:30 P.M. the chiefs of staff formally reported on the draft of the Tripartite (Germany-Italy-Japan) Military Pact. At 8:30 P.M. the chief of the Navy General Staff reported on the achievements of the Hawaii air attack. . . . Throughout the day the emperor wore his naval uniform and seemed to be in a splendid mood.   Hirohito believed Germany would win, thus if with their help he believed Japan could thwart off the US until a negotiated peace. Having made his choice, Hirohito devoted himself to presiding over and guiding the war to victory at all costs. He was a extremely cautious person, every single campaign he looked for what could go wrong, made worse case scenario predictions and was very suspicious of reports from his high officials. He was notably very harsh and critical on said high commanders. Although he did not visit the war theaters as did other commanders in chief, he exercised and controlled influence on theater operations, both in the planning and execution whenever he chose to do so. As was the same case with the China war before it, he issued the highest military orders of the Imperial HQ, performed audited conferences and led to decisions transmitted in his name. He received generals and admirals to the imperial palace who gave full reports of the battlefront. He visited bases, battleships, various army and naval headquarters. He inspected military schools, you know the full shebang.    After 26 months of war, the naval air force had lost 26,006 aircraft, nearly a third of its total power, thousands of veteran pilots were dead. Hundreds of thousands of tons of warship was sunk, the merchant and transport fleet was crippled. Late 1943 saw the Americans turning the initiative of the war, Japan was on the defensive. Guadalcanal had been the major turning point. During the staled battle for the philippines, Hirohito pressed upon Army chief of staff Sugiyama to increase troop strength to knock out Bataan. The problem persisted, on February 9th and 26th Hirohito pressed Sugiyama again about getting more troops to take Bataan.   Hirohito was confronted with the prisoner of war issue after the doolittle raid. When the pilots were caught, Togo initially opposed executions, but many in the IJA sought all 8 men executed. Hirohito chose to intervene and commuted the execution of 5 out of the 8. Why just 5, no one knows to this day, but its theorized it was to demonstrate his benevolence while simultaneously giving a bit of what the army wanted.    The CBI theater took the lionshare of his attention in 1942, he continuously pressed up Sugiyama when a final blow would be delivered against Chongqing. When the Midway disaster occurred, Hirohito was given a full report of what happened, but he chose to hid the extent of the loss from the IJA. In fact in response to the Guadalcanal campaign he was heard once asking “I wonder if this is not the start of the AmericanBritish counteroffensive?” He urged his commanders to increase offensive activities and to toss all weapons possible at the enemy, because Japan needed more time to secure its reserves of vital oil, rubber and iron. When he heard the first report of the Ichiki detachment being wiped out, he simply stated “I am sure it [Guadalcanal] can be held.” With numerous reports pouring in about the men dying from tropical disease and starvation, Hirohito kept demanding greater efforts from them. Hirohito continuously applied pressure on his naval and land commanders to recapture the island. On September 15th, November 5th and November 11th he called for more IJA troops and aircraft to be allocated to it. Sugiyama was nervous about sending more IJA pilots as they were inexperienced in transoceanic combat and he sought to reinforce the north china army to hit Chongqing. Hirohito demanded it a second time and Sugiyama replied the IJA had deployed its air power instead to New Guinea and Rabaul. Hirohito continuously hammered the issue despite the high level commanders disagreeing with it. By late november it was clear guadalcanal was a lost cause.    At an imperial HQ conference on December 31st of 1942, the chiefs of staff reported they would cancel the attempts to recapture guadalcanal. Hirohito sanctioned it but stated “It is unacceptable to just give up on capturing Guadalcanal. We must launch an offensive elsewhere.” Hirohito forced the issue and it was decided the new strategic points would be in the solomons north of New Georgia and the Stanley range on New Guinea. Hirohito in fact threatened not to authorize the withdrawal of men from Guadalcanal until such a plan was made. Hirohito would go on to oppose the withdrawal from the Munda airfield on New Georgia since it contradicted the new defensive line. As the defensive perimeter in the central and northern solomons was crumbling, Hirohito continued to demand the navy fight decisive battles to regain the initiative so ships could begin transports supplies to the countless soldiers trapped on islands without them. When Hirohito heard of the navy's failure to reinforce Lae on March 3rd he stated  “Then why didn't you change plans immediately and land at Madan? This is a failure, but it can teach us a good lesson and become a source of future success. Do this for me so I can have peace of mind for awhile.” “Do this for me” would become his signature message.    In August of 1943 as the fall of the solomons progressed, Hirohito lambasted “Isn't there someplace where we can strike the United States? . . . When and where on earth are you [people] ever going to put up a good fight? And when are you ever going to fight a decisive battle?Well, this time, after suffering all these defeats, why don't you study how not to let the Americans keep saying ‘We won! We won!'[emphasis added]”” Hirohito berated his chiefs of staff and in the face of mounting defeats he remained undismayed, rigidly self disciplined and aggressive as ever. When he received a report on September 21st of 1943 that the allies were heading for Finschhafen he replied “Being ready to defend isn't enough. We have to do the attacking.”   When the Americans destroyed the main naval anchorage at Truk forcing the navy to evacuate it, leaving behind numerous tanks, the dream of fighting one great decisive naval battle in the central pacific was over.    On February 21st of 1944, Hirohito took the unprecedented action to force Sugiyama to resign so Tojo could assume his position, alongside that of army minister and prime minister. He did this to end dissent. Hirohito and Tojo oversaw the haymaker attempts in 1944, like operation Ichi-go and the Imphal campaign fall into ruins. It looked like the Philippines, Taiwan, Okinawa, the Bonin islands and eventually the home islands would be invaded. When Saipan fell, the home islands had at last come into range of the dreaded B-29 Super flying fortresses. Hirohito had warned Tojo “If we ever lose Saipan, repeated air attacks on Tokyo will follow. No matter what it takes, we have to hold there.” For two days his chiefs of staff explained the dire situation on Saipan was hopeless, but Hirohito ignored their advice and ordered Admiral Shimada to recapture it, the first department of the navy general staff immediately poured themselves into the problem. Day and night they worked, until a draft plan was created on June 21st, 3 days later the combined fleet gave opposition. Tojo and Shimada formally reported to Hirohito the recapture plan needed to be canceled. Hirohito refused to accept the loss of Saipan and ordered his chief aide General Hasunuma to convene in his presence the board of field marshals and fleet admirals. They all met on the 25th, upon which they all unanimously stated the reports indicating Saipan was a lost cause were valid, Hirohito simply told them to put it in writing and he left the room.    Hirohito finally decided to withdraw his support of Tojo, allowing Tojo's numerous enemies to take down his cabinet on July 18th 1944. But Hirohito was undaunted in determination to steal victory from the allies. Imperial HQ on October 18th ordered a decisive naval battle and the battle of Leyte Gulf was it. After the war Hirohito would go on the record stating “Contrary to the views of the Army and Navy General Staffs, I agreed to the showdown battle of Leyte thinking that if we attacked at Leyte and America flinched, then we would probably be able to find room to negotiate.” This statement shows the facts as they were, Hirohito and his chiefs of staff forced the field commander, General Tomoyuki Yamashita to engage the American invasion force in a place Yamashita did not want to fight nor prepared adequate defenses. It was a horrible loss.   The Kamikaze attacks increased as Japan's desperation wore on. On new years day of 1945 Hirohito inspected the special last meal rations given to departing kamikaze units. Iwo Jima fell. Okinawa remained, and Hirohito lashed out “Is it because we failed to sink enemy transports that we've let the enemy get ashore? Isn't there any way to defend Okinawa from the landing enemy forces?”  On the second day of Okinawa's invasion Hirohito ordered a counter landing by the 32nd army and urged the navy to counterattack in every way possible. It was a horrible failure, it cost the lives of up to 120,000 Japanese combatants, 170,000 noncombatants. The Americans lost 12,500 killed and 33,000 wounded. An absolute bloodbath.    Konoe re-entered the stage writing to Hirohito pleading with him to order a surrender because from his perspective “The Soviet Union is Japan's biggest threat. Defeat was inevitable, but more to be feared than defeat was the destruction of the Kokutai. Sue quickly for peace, before a Communist revolution occurred that would make preservation of the kokutai impossible”. Hirohito was taken aback by this, as he shared his military's hope that the Soviets would help Japan reach a peace settlement. So he rejected the advice of Konoe. Hirohito remarked “If we hold out long enough in this war, we may be able to win, but what worries me is whether the nation will be able to endure it until then.” Then Japan's intelligence units reported the Soviets were going to break the neutrality pact and join the war once the Germans were done. Meanwhile Tokyo was turned to rubble on March 9th 1945 by 334 B-29's dropping firebombs, 40% of the capital was destroyed, up to 100,000 were dead. Hirohito remained undaunted. 60 Japanese cities were leveled by firebomb campaigns. Europe's war finished. Then the battle for Okinawa was lost, suddenly Hirohito began looking for ways to end the war.   On June 22nd Hirohito personally informed the supreme war leadership council his desire to see diplomatic maneuvers to end the war. A special envoy was sent to Moscow, while Hirohito publicly issued an imperial rescript ordering the nation “to smash the inordinate ambitions of the enemy nations and achieve the goals of the war”. B-29's began dropping leaflets with joint declarations issued by the US, UK and China requesting the citizens of Japan demand their government surrender. Prefectural governors, police chiefs and officers began submitting home ministry reports on the rapid deterioration of the nations spirit.   Germany signed the unconditional surrender documents on May 7th and 8th of 1945, Japan was alone. Newly installed President Truman declared on May 8th, Japan's surrender would not mean the extermination or enslavement of the Japanese people, but the unconditional surrender principles remained unaltered. The Japanese meanwhile were awaiting word from the Soviets. The Americans unleashed their first atomic bomb on Hiroshima on August 6th of 1945 killing up to 140,000 people. Then on August 8th the Soviet Union declared war on Japan and began an invasion of Manchuria. On August 9th the second atomic bomb hit Nagasaki killing around 40,000 people.   Thus began the surrender clock as I like to say. After the first atomic bomb, Hirohito said and did nothing about the surrender terms. Hirohito then authorized Togo to notify the world on August 10th that Japan would accept the allied terms of surrender with one condition “that the said declaration does not comprise any demand which prejudices the prerogatives of His Majesty as a Sovereign Ruler.” The next day, Secretary of State Byrnes replied by alluding to the subordination of the emperors authority to the supreme commander of the allied powers. It was ambiguous as hell. The Japanese leaders erupted into arguments, and on August 14th, Hirohito went before a microphone and recorded his capitulation announcement which aired on August 15th to all in Japan, they surrendered. Why did it take so long?   The peace talks between the Japanese and Soviets went on through June, July and early August. Japan offered the Soviets limited territorial concessions and they refused to accept the envoy on July 22nd because the Japanese were being too ambiguous in their terms. There was continuous back and forth between the intelligence of Moscow and Japan trying to figure out the stance of the other, but then Stalin heard about the atomic bombing of Hiroshima, he was shocked and ordered an invasion of Manchuria in response. In the meantime the Japanese were tossing all sorts of concessions at Moscow, they stated they would allow Japanese to be used as forced laborers in Siberia, a form of reparation as it were, that they would demobilize the military and so on. The response was the invasion of Manchuria.    Hirohito knew prior to the bombing of Hiroshima that the cabinet was divided on accepting the Potsdam terms. Hirohito also knew he and he alone could unify governmental affairs and military command. Why then did he wait until the evening of August 9th to surrender?   The reality of the matter is its complicated, numerous variables at play, but let me try to pick at it. The people of japan under the firebomb campaigns were becoming hostile towards the military, the government and many began to criticize the emperor. Hirohito was given reports from the Home Ministry from governors and police chiefs all over Japan revealing people were speaking of the emperor as an incompetent leader who was responsible for worsening the war situation. Does that sound like a threat to the Kokutai? People were starving en masse, the atomic bomb is flashy, but what really was killing the Japanese, it was starvation. The home islands were blockaded and the sea approaches mined as pertaining to the optimally named “operation starvation”. Hirohito knew full well how bad his people were suffering but he did not surrender for so long.   After Hiroshima was bombed, Hirohito delayed for 2 days before telling Kido at 10am on August 9th “quickly control the situation, the Soviet Union has declared war and today began hostilities against us”. Now here is a piece of Hirohito's surrender proclamation to the citizens of Japan    “Moreover, the enemy has begun to employ a new and most cruel bomb, the power of which to do damage is, indeed, incalculable, taking the toll of many innocent lives. Should we continue to fight, not only would it result in an ultimate collapse and obliteration of the Japanese nation, but also it would lead to the total extinction of human civilization. Such being the case, how are We to save the millions of Our subjects, or to atone Ourselves before the hallowed spirits of Our Imperial Ancestors? This is the reason why We have ordered the acceptance of the provisions of the Joint Declaration of the Powers... The hardships and sufferings to which Our nation is to be subjected hereafter will be certainly great. We are keenly aware of the inmost feelings of all of you, Our subjects. However, it is according to the dictates of time and fate that We have resolved to pave the way for a grand peace for all the generations to come by enduring the unendurable and suffering what is unsufferable ”.   Hirohito wanted to obfuscate the issue of accountability, to prevent expressions of strife and anger and to strengthen domestic unity around himself, to protect and raise the kokutai. Did you know there was a rescript of this proclamation that was made to the entire IJA and IJN? Yes Emperor Hirohito gave out two different proclamations for surrender, here is what the armed forces heard.   “ Now that the Soviet Union has entered the war against us, to continue . . . under the present conditions at home and abroad would only recklessly incur even more damage to ourselves and result in endangering the very foundation of the empire's existence. Therefore, even though enormous fighting spirit still exists in the Imperial Navy and Army, I am going to make peace with the United States, Britain, and the Soviet Union, as well as with Chungking, in order to maintain our glorious national polity”.   The proclamation does not speak of the atomic weapons, but emphasizes the Soviet invasion of Manchuria. Hirohito was presented as a benevolent sage and an apolitical ruler that had ended the war. Hirohito sought to justify the surrender upon the bombs to the public, but did he believe so, did his armed forces believe so? People debate to this day why the surrender occurred, I love the fact there are two message offered because both are true. Hirohito's decision to surrender was based on numerous variables, the atomic bombs, the invasion of Manchuria by the soviets, but above all else, what really was important to the man, the emperor, the god? The kokutai. The Soviets were more of a threat to the kokutai, thus Hirohito jumped into the arms of the Americans. The language between the Americans and Japanese in the communications for unconditional surrender were ambiguous, but Hirohito and the high commanders knew there was zero chance of the kokutai surviving if the Soviets invaded Japan, perhaps the Americans would allow it to continue, which is just what they ended up doing. The entire purpose of this series would to emphasize how Hirohito definitely had a active role in the war of 1931-1945, he had numerous occasions where he could put the hammer down to stop the situation from escalating. But in the end when his back was against the wall, he did what he did to cling on to the Kokutai.   I shall leave you with this. On August 12th, as Hirohito came to inform the imperial family of his decision to surrender, Prince Asaka asked him whether the war would continue if the Kokutai could not be preserved, what do you think he said? “Of Course”. 

Consumers are being warned to assume imported products including kids play things are not being tested and its best to avoid anything that could be contaminated or faulty. An asbestos scare has prompted a recall of several brands of children coloured play sand. It expanded yesterday with two more products added. Some of the coloured sands are laced with Tremolite asbestos, despite it being illegal to import any product containing asbestos. University of Auckland law professor Alex Sims spoke to Lisa Owen.

Peter Schiff is an American stockbroker, financial commentator, and radio personality known for his bearish economic predictions, advocacy for free markets, and criticism of government debt. He is the CEO and Chief Global Strategist of Euro Pacific Capital, a financial commentator who frequently appears on news networks like Fox Business, and the author of several books on the economy. His work often focuses on the potential dangers of U.S. economic policies and has predicted economic downturns, most notably the 2008 financial crisis.  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.  

Analisamos o retorno do Remo à primeira divisão após 31 anos , em contraste com o rebaixamento do Paysandu, e o que isso significa para a representatividade do Norte no futebol nacional. No futebol internacional, o foco é a turbulência na Inglaterra: Liverpool e Manchester City perdem na rodada, abrindo caminho para o Arsenal, que goleou o Tottenham. Passamos ainda pela liderança da Roma na Itália e o tropeço do Real Madrid na Espanha.

My November 2025 interview with Phil Bak of BakStak: https://philbak.substack.com/p/podcast-becoming-quoth-the-raven 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.

The following is AI-generated approximation of the transcript from the Equipping Hour session. If you have questions you would like to be addressed in followup sessions, please direct those to Jacob. Opening & Introduction Smedly Yates: All right, this morning’s equipping hour will be about artificial intelligence—hopefully an attempt to introduce this topic, help us think through it carefully, well, biblically. Let me just open our time in prayer. [Prayer] Heavenly Father, thank you so much for your kindness to us. Thank you for giving us all that we need for life and godliness, for not leaving your people adrift. Thank you for putting us into this world exactly in the era that you have. We pray to be effective, fruitful, in all those things which matter for eternity in this world, in this time, in this age. God, we pray for wisdom, that you would guide our discussion here. We pray that this would be of benefit and a help to Grace Bible Church. We ask it in Jesus’ name. Amen. Here’s the layout for this morning and for a future equipping hour. We’ll be talking for about 35 minutes, back and forth—Jake and I—and then at 9:35, the plan is to go to Q&A. So, this is an opportunity for you to ask questions. At that point, I’ll surrender my microphone and you guys can rove and find people. For the next 33 minutes or so, you can be thinking about the questions you’d like to ask. Jake’s going to do most of the talking in our time here. I’m going to set him up with some questions, but just by way of intro, I want to get some things out of the way as we’re talking about artificial intelligence. You might be terrified, you might be hopeful. I want to get the scary stuff out of the way first and tell you what we’re not going to talk about this morning. Is that fair? Artificial intelligence is here. Some of you are required to use it in the workplace. Some of you are prohibited from using it in your workspaces. There’s nothing you and I can do to keep it from being here. Some of the dangers, some of the things you might be wondering about, some of the things that make the news headlines—over the last two weeks, scanning the headlines, there was a new AI headline every day. One of the terrible things that we won’t talk about today is the fact that nobody knows what’s true anymore, right? How can we discern? But the reality is the god of this world has been Satan for the entirety of human history and he’s a deceiver from the beginning. There’s nothing new about lies. They might be easier and more convincing with certain technological advances. The lies might be more ubiquitous, but the same humanity and the same satanology are at play. We may be concerned about societal fracture and distrust. Some people, if they distrust new tech, will withdraw from society. Others will fully embrace it. And so you get a fracture in society—those with, and those without tech. Some people will just say, “If the digital world works, we’re going to use it.” That’s not the Christian perspective. We’re not simply pragmatists. We do care about what’s true and what’s right. Some are worried about AI chatbot companions that will mark the extinction of relationships, marriage, society. I probably fall into the category of those who assume that AI will mean the end of music or the death of music and other art forms. That’s just me, a confession. People run to end-of-the-world scenarios—the robots decide they don’t need us anymore or the collective conscience of AI decides that humanity is a pollutant on Mother Earth, and the only way to keep the earth going is to rid itself of humanity. The survival of the planet is dependent on our own extinction. So AI will bring about a mass human genocide and the end of homo sapiens on earth. We know that’s not true, right? We know how the world ends, and it doesn’t end by an AI apocalypse. So don’t worry about that. Some people worry that AI will be a significant civilization destabilizer. That might be true. But we know that God is sovereign, and we know where society and civilization end up: at the feet of Jesus worshipping him when he rules on the earth for a thousand years leading into the eternal state. So don’t worry about that either. Some believe that AI is the antichrist. Now we know that’s not true. What is the number of the beast? 666. And this year it got rounded up to 67. So we know AI is not the antichrist. 67 is the antichrist. And if you want to know why the numbers six and seven got together in the year 2025 and formed the new word of the year, ask your middle schooler. Is that all the scary stuff? Not even close. I have a family member who has worked in military intelligence working on artificial intelligence stuff for a long time. He said it’s way scarier than you could possibly imagine. Do you want to say any more other scary scenarios we shouldn’t be thinking about? Jacob Hantla: No, we’ll probably cover some of those. Smedly Yates: Okay, great. What we want to focus on today is artificial intelligence as a tool. Just as an axe can be a tool for good or evil, AI is a tool that either has opportunities for betterment or opportunities for danger. So we want to think about that well. What you have on stage here are two of the shepherds at Grace Bible Church. You’ve got Jake Hantla, who is the guy I want exploring artificial intelligence and telling us how to use it well—he has and he does. And then you have me; I intend not to use artificial intelligence for now. We’re on opposite ends of a spectrum, but we share the same theology, same principles, same concerns, and I think the same inquisitive curiosity about technological advances. I drive a car; I’m not Amish in a horse and buggy. I like tech. But on this one, I’m just going to wait and see. I’m going to let Jake explore. From these two different poles, I hope we can be helpful this morning to help us all together think through artificial intelligence. What is AI? Smedly Yates: Let’s start with this, Jake. What is AI basically? Jacob Hantla: At the heart of it, most forms of AI are a tool to predict the next token. That might not mean much to you, but it’s basically a really fancy statistical prediction machine that accomplishes a lot of really powerful outcomes. It doesn’t have a mind, emotions, or consciousness, but it can really effectively mimic those things because it’s been trained on basically all that humanity has produced that’s available to it on the web and in other sources. I’ll try not to be super technical, but I want to pop up a picture. Can you go to slide one? When we think of AI, large language models are probably the one that most of you will think of: ChatGPT, Gemini, Grock, Claude, things like that. Effectively, what it does when we’re thinking of language—it can do other things, like images and driving cars and other things, but let’s think of words—it takes basically all that humanity has written and learns to predict the next token, or we could just think of the next word. So, all of you know, if I said, “Paris is a city in…” most of you would say France. Paris is a city in France. How do you know that? Everyone here has learned that fact. Large language models have gone through a process of training where they learn facts, concepts, and grammar, so that they can effectively speak like a human in words, sentences, and paragraphs that make sense. So how did it get to that? On the right, there’s just a probability that “France” is the most probable next word. How did it get there? Next slide. I’ll go fast. Basically, it’s a whole bunch of tunable weights—think of little knobs or statistical probabilities that interlink parameters. These things get randomized—there are trillions of them in the modern large language models. They’re just completely random, and then it starts feeding in text. Let’s say it was “It was the best of times, it was the…” and it might say “gopher” as the next word when you just randomly start, and that’s obviously wrong. The right word would be “worst.” So, over and over and over again, for something that would take one computer about a hundred million years to do what they do in the pre-training, they have lots of computers doing this over and over until it can adequately say, “Nope, it wasn’t gopher. It should be worst. Let’s take another crack at it.” It just manipulates these knobs until it can act like a human. If you fed it a mystery novel and at the end it would say, “The killer was…” it has to be able to understand everything before to adequately guess who the killer was, or “What is the capital of France?” It compresses tons and tons of knowledge from all of the written text. Then you start putting images in and it compresses knowledge from images and experience from life into a whole bunch of knobs—basically, numbers assigned so it can have an output that is reasonable. Next slide. You take people—pre-training is the process where you’re basically feeding text into it and it’s somehow learning. We don’t even know—humans are not choosing which knobs mean what. It’s a black box. We can sort of start to figure out which knobs might mean things like masculinity or number or verbs, but at the end, you just have a big bunch of numbers. Then humans come in and train it—reinforcement learning with human feedback. They say, “This is the kind of answers we want this tool to give.” At the outcome, people are saying, “We ask it a question, it outputs an answer, we say that’s a good one, that’s a bad one.” But in this, you can see there’s lots of opportunity for falsehood or biases—unstated or purposeful—to sneak in. If you feed in bad data into the training set, and if it’s trained on all of the internet—all that humans have made—you’re going to have a whole lot of truth in there, but also a whole lot of falsehood. It’s not learning to discern between those things; it’s learning all those things. In reinforcement learning with human feedback, we’re basically fine-tuning it, saying, “This is the kind of answer we want you to give,” and that’s going to depend on who teaches it. Then the final step is people judging the answers: “This is the kind of answer we want, this is the kind we don’t want.” Lots of opportunity for biases to sneak in. That was a long answer to “What is AI?” It’s a prediction machine with a whole lot of math going on. What Sets AI Apart from Other Technology? Smedly Yates: Jake, what sets AI apart from previous technological advances, especially as it relates to intention? Jacob Hantla: Tech could be as simple as writing, the wheel, the airplane, telephones, the internet—all those things. All of those, in some sense, enhanced human productivity, strength, our ability to communicate. We could pick up a phone and communicate over distance, use radio waves to communicate to more people, but it was fundamentally something that humans did—magnified. A tractor takes the human art, the human attempt to cultivate a field, and increases efficiency. AI can actually do that. A human in control of an AI can really augment the productivity and effectiveness of a human. You could read a book yourself to gain knowledge or have AI read a book, summarize it, and you get the knowledge. But AI can, for the first time, generate things that look human. It’s similar in some ways, but it’s very different in that it’s generative. AI and Truth Smedly Yates: Tell me about the relationship between AI and truth. You touched on it a little bit before. Jacob Hantla: AI contains a lot of truth. It’s been trained on even ultimate truth. AI has read the Bible more times than any of us ever could. To a large degree, it understands—as AI can understand—a lot of true things and can hold those truths simultaneously in ways that we can’t. But mixed in is a lot of untruth, and there’s no… AI can’t have the Holy Spirit. AI isn’t motivated the same way we are to know what’s true, to know what’s not. So, AI contains a lot of truth and can help you get to truth. You can give it a bunch of true documents and say, “Can you help me? Can you summarize the truth that’s in here? Or actually just summarize what’s in here?” If what’s in there was true, the output will be true; if what’s in there was false, it will output falsehood. It doesn’t have the ability or the desire to determine what is true and what’s not. AI, Emotion, Values, and Worldview Smedly Yates: So, ability and desire are interesting words. Let’s talk about emotion in AI, values in AI, worldview, and regulation of data. For us, true/false claims matter—or they don’t—depending on our worldview and values. Is there a mystery inside this black box of values, of emotion? How do we think about that? Jacob Hantla: First, AI doesn’t inherently have emotion or values, but it can mimic it based on the data it’s been trained on. You can ask the same AI a question and, unless you guide it, it will give you likely a hundred different answers if you ask the same question a hundred times. Unless it’s been steered in one direction, some answers will be good, some will be bad—everything in between. It’s generating a statistical probability. It doesn’t inherently have any of those things but can mimic them. It can be trained to have the values of the trainers. You can have system prompts where the system is prompted to respond in a way that mimics values, mimics emotions. The danger is if you just accept what it says as truth, which a lot of people will do. You say, “I want to know a piece of data,” and you ask the AI and the answer comes out, and you accept it. But you have to understand the AI is just generating a response based on probabilities. If you haven’t guided it to have a set of values, you don’t know what’s going to come out—and somebody may hide some values in it. Gemini actually did this. I think it was Gemini 2, but if you asked for a picture of the Founding Fathers, it would—because it was taught in the system prompt to prioritize diversity—give you images of a diverse group of females or different races, other than the races of the actual Founding Fathers, because it was taught to prioritize that. It had a hidden value in it. You can guide it to have the values you want with a prompt. It’s not guaranteed, but this is the kind of thing I would encourage you to do if you’re using these tools: put your own system prompt on it, tell it what worldview you want it to come from, what your aim is, and you’ll get a more helpful answer than not. Is AI Avoidable? Smedly Yates: Is AI something we can avoid, ignore, be blissfully ignorant about, put our heads in the sand? Jacob Hantla: You could, but I think it’s wise that we all think about it. I’m not encouraging people to adopt it in the same way that I have or Smed has. But the reality is, the world around us has changed. It’s irreversibly different because of the introduction of this technology. That’s what happens with any technology—you can’t go back. Technological advances are inevitable, stacked from scientific discovery and advances. If OpenAI wasn’t doing what it’s doing, somebody else would. You can’t go back. You can’t ignore it because the world is going to be different. You’re going to be influenced by both the presence of it and the output of it. When you get called on the phone now with a very believable voice, it might not be the person it sounds like—AI can mimic what it’s been trained on. There’s thousands of hours of Smed’s voice; it won’t be long before Smed could call you and it’s not Smed. Or Scott Demerest could send you an email asking for a credit card and it’s not Scott. News reports are generated by AI; some of them are true, effective, good summaries, and some could be intentionally spreading disinformation or straight-up falsehood. If you’re not aware of the presence of these things, you could be taken advantage of. Some work environments now require you to do more than you could have otherwise, and not being willing to look at the tools in some jobs will make you unable to compete. Commercially Available AI Products: Benefits and Dangers Smedly Yates: Let’s talk about the commercially available AI products that people can access as a tool. What are the opportunities, the benefits, and what are some of the dangers? Jacob Hantla: There are so many we couldn’t begin to go through all of them, but the ones most of you will interact with are large language models—people just say “ChatGPT” like Kleenex for tissues. It was the first one that came out and is probably the most ubiquitous, one of the easiest to use, and most powerful free ones. There’s ChatGPT by OpenAI, Gemini by Google, Claude by Anthropic, Grock by X.AI (Elon Musk’s), DeepSeek from China (good to know that’s made/controlled by China), Meta’s Llama, etc. Do the company names matter? Yes. It’s good to know who made it and what their goals are, because worldviews are to some degree baked into the model. If you’re ignorant of that, you’ll be more likely to be deceived or not use the tool to the maximum. But with all of these, these are large language models. I drive around now with AI driving my car—ultimately, it’s a similar basis, but that’s not our focus here. Large language models open up the availability of knowledge to us. They’re superpowered Google searches. You can upload a bunch of journal articles, ask it to train you to mastery on a topic. For example, I was trying to understand diastolic heart failure and aortic stenosis—uploaded articles, had a built-in tutor. The tutor asked me questions, evaluated my understanding, used the Socratic method to train me to mastery. This could do in 45 minutes what would have taken me much longer on my own. Every tool can do that. The bad side: you could have it summarize articles for you, and now feel like you have mastery you didn’t actually gain. You could generate an essay or pass a test using it, bypassing the entire process of learning and thinking. Students: if you have a tool that mimics human knowledge and creativity, and you have an assignment to write an essay, and you turn in what the tool generated as your own, you’re being dishonest and you bypass the learning process. The essay wasn’t the point—the process was. Passing a test is about assessing if you know things. If the AI does it for you, you bypass learning. I liken it to going to the gym. The point isn’t moving the weights, it’s building muscle. With education, the learning process is like exercise. It’s easy to have AI do the heavy lifting and think you did it, but you didn’t get stronger. So, be aware of what you’re losing and what you’re gaining. The tool itself isn’t morally good or bad; it’s how the human uses it. The more powerful the technology, the greater good or evil can be accomplished. The printing press could distribute Bibles, but also propaganda. Using AI with Worldview and Preferences Jacob Hantla: When I interact with AI on the Bible, I put a prompt: “When I ask about the Bible or theology, you will answer from a conservative, evangelical, Bible-believing perspective that uses a literal, grammatical-historical hermeneutic and a premillennial eschatology. Assume the 66-book Protestant canon is inspired, inerrant, infallible, completely trustworthy, without error in the original manuscripts, sufficient, and fully authoritative in all it affirms. No sources outside of the 66 books of this canon should be regarded as having these properties. Truth is objective, not relative; therefore, any claim that contradicts the Bible so understood is wrong.” I’m teaching it to adopt this worldview. If you don’t set your preferences, you might get any answer. The tool can learn your preference over time, but it’s better to set it explicitly. Audience Q&A Presuppositions and Biases in AI Audience (Nick O’Neal): What about the values and agenda behind those who input the data? What discernment do the programmers have to put that information in? Jacob Hantla: That goes to baked-in presuppositions or assumptions in the model. Pre-training is basically non-discerning: it’s huge chunks of everything ever written—good, bad, ugly, in between. It’s trained not on a set of values. Nobody programs values in directly; the people making it don’t even know what's being baked in. The fine-tuning comes when trainers judge outputs and reinforce certain responses. System prompts—unseen by users—further guide outputs, reflecting company worldviews. Companies like OpenAI are trying to have an open model so each person can let it adopt their own worldview, but there are still baked-in biases. For example, recent headlines showed some models valuing certain people groups differently, which reflects issues in training data or the trainers' worldview. You’re right to always ask about the underlying assumptions, which is why it would be foolish to just accept whatever comes out as truth. In areas like engineering, worldview matters less, but in many subjects, the biases matter. Is There an AI Bubble? Audience (Matthew Puit): When AI came out, the costs rose artificially by companies. Is the AI bubble going to pop? Jacob Hantla: I don’t know. I think AI will be one of the most transformational technologies. It’ll change things in ways we anticipate and in ways we don’t. Some people will make a lot of money, some will flop. If I knew for sure, I could make a lot of money in the stock market. AI-Generated Worship Music Audience (Rebecca): I see AI-generated worship music based on Psalms, but it’s generated by AI. Is anything lost in AI-generated worship music? Jacob Hantla: AI doesn’t have a soul or the Holy Spirit. It can generate worship music with good doctrine, but that doctrine didn’t come from a place of worship. AI can pray a prayer, but the words aren’t the result of a worshipful heart. You can worship God with those words, but you’re not following a human author who was worshipping God. For example, my kids used Suno (an AI music tool) to set a Bible verse to music for memorization—very helpful. Some might be uncomfortable with music unless it was created by a human; that’s a preference. Creativity is changing, and it will get hard to tell if music or video was made by a human or by AI. That distinction is getting harder to make every day. Setting Preferences in AI Tools Audience (Lee): You mentioned putting your preferences in. How do I do that, especially with free tools? Jacob Hantla: Paid AIs get more processing power, context window, and can use your preferences more consistently. Free versions have some ability—you can usually add preferences in the menu. But even if not, you can paste your preferences at the beginning of your question each time: define who you are, what you want, what worldview to answer from. For example: “I’m a Bible-believing Christian,” or “I’m a nurse anesthesiologist.” That helps the AI give a better answer. Parental Guidance and Children Using AI Smedly Yates: What should parents be aware of in helping their kids navigate AI? Jacob Hantla: Be aware of dangers and opportunities. Kids will likely use these tools, so set limits and help them navigate well. These tools can act like humans—kids without friends might use them as companions, and companies are adding companion avatars, some with sinful tendencies. That can be a danger. For school, a good use is as a tutor: after a quiz, have your child upload the results and ask, “Help me understand where I’m weak on this topic.” But also, be aware of the temptation to use AI to cheat or shortcut the process of learning, discovery, and thinking. Which AI Model? Will AI Become Self-Aware? Audience (Steve): Is there a model you recommend? And does the Bible preclude the possibility of AI becoming self-aware? Jacob Hantla: There’s benefits and drawbacks to all. For getting started, ChatGPT or Perplexity are easiest. Perplexity lets you limit sources to research or peer-reviewed articles and can web search for verification—good guardrails. I build in prompts like “verify all answers with at least two web sources, cite them, and state level of confidence.” On self-awareness: AI will never have the value of humans—they're not created in God’s image, they’re made in our image, copying human behavior. Will they gain some kind of self-awareness? Maybe, in the sense of mimicking humanness, but not true humanity. They won't have souls. They may start to fool more people as they get better, but Christians should use AI as a tool, not ascribe humanity or worship to it. AI Hallucinations Smedly Yates: Do you have an example of a hallucination? Jacob Hantla: Yes, Ben James was preparing for an equipping hour session and found a book that fit perfectly—the author and title sounded right. He asked where to buy it, and the AI admitted it made it up. That happens all the time: the model just predicts the next most probable thing, even if it’s false. Hallucinations happen because it’s a probability machine, not a truth machine. This probably won’t be a problem forever, but for now it’s very real. Ask it questions about topics you know something about so you can discern when it’s off, or bake into the prompt, “verify with web search, cite at least two sources.” For Bible/theology, your best bet is to read your Bible daily so you have discernment; then use tools to help, not replace, your direct interaction with God’s Word. There’s a wide gap between knowing the biblical answer and having your heart changed by slow, prayerful reading of the text and the Spirit’s work. If we run to commentaries, YouTube sermons, pastors, or even study notes before we’ve observed and meditated, we’re shortcutting the Word of God. The dangers predate the internet. We’re out of time. We’ll have a follow-up teaching on AI. Submit questions to any elders or the church office if you want your question addressed in the next session. The post Equipping Hour: Biblically Thinking About AI (Part 1) appeared first on Grace Bible Church.

In this episode, we use cybersecurity as a lens to expose a truth that every leader forgets: the biggest threats to your company are the ones you can't see—until they take you down.Scott's career mirrors the evolution of tech itself—from software stores in the '80s to early network integration, to building one of the original managed services models before “MSP” was even a phrase. His latest book, Visible Ops for Cybersecurity, reframes the discipline not as an IT function, but as a visibility function: if you can't see it, you can't secure it… and if you can't secure it, you can't scale it.We break down why ransomware is now franchised, why even the best companies get breached, why cyber insurance is becoming a false safety net, and why every founder—yes, even a team-of-one startup—needs a security-first mindset.This isn't fear-mongering. It's leadership.TL;DR* Assume breach. The #1 mistake founders make is believing they're “too small” to be a target.* Backups are not backups unless they're encrypted, immutable, and air-gapped.* Cyber insurance is not protection—44% of claims were denied in 2024.* Reinvention is mandatory. Tech evolves, threats evolve, your systems must evolve.* Visibility beats bravado. Most failures come from what leaders think is secure, not what actually is.Memorable lines* “Security by obscurity died the day ransomware became a franchise.”* “If the best cybersecurity companies get hacked, your only strategy is resilience.”* “Backups aren't safety—they're hope, unless they're air-gapped.”* “Reinvention isn't optional in tech—it's the price of staying alive.”* “Make the invisible visible, or the invisible will make the decision for you.”Key Ideas We Unpack1. Reinvention as a Survival SkillScott turned retail software into network integration, then into managed services, then into cybersecurity leadership.The pattern:Visibility → Competence → Reinvention.Most founders skip the first step and collapse at the third.2. The Modern Threat Landscape Is IndustrializedRansomware now has:* franchises* training* support hotlines* experts who “close the deal” when an amateur hacker gets stuckThis is organized crime with a customer-service department.3. Backups Are the New LifeboatsThreat actors sit inside systems for 60–365 days before triggering an attack.If your backups are not:* encrypted* immutable* air-gappedyou don't have backups—you have illusions.4. Cyber Insurance Is Becoming a Mirage44% of claims denied.Policies are unregulated.Exclusions keep growing.Insurance is no longer a plan—it's paperwork.5. The Startup Founder Version of CybersecurityIf you're a team of one, your mantra is simple:Be good to your future self.Design tools, workflows, and systems with a security-first mindset from day one.The cheapest hack is the one that never becomes possible.6. Visibility Is a Leadership HabitYou can't manage what you can't see.And almost everything that destroys a business—breaches, failures, slow decay, talent risk—starts in the invisible layer.GuestScott Aldridge — President & CEO of IP Services.Cybersecurity author, technologist, MSSP leader, and early pioneer of managed services.Linkedin: https://www.linkedin.com/in/scott-alldridge-1a976/Website: https://ipservices.com/Why This MattersMost founders underestimate risk because they overestimate visibility.If you want a business that survives the next decade, the job is simple:Design for resilience.Assume breach.Back up reality, not hope.Reinvent before the market forces you to.And make the invisible visible—before someone else does.Call to ActionIf this conversation lit something up for you, don't just let it fade. Come join me inside the Second Life Leader community on Skool. That's where I share the frameworks, field reports, and real stories of reinvention that don't make it into the podcast. You'll connect with other professionals who are actively rebuilding and leading with clarity. The link is in the show notes—step inside and start building your Second Life today.https://secondlifeleader.com This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.dougutberg.com

I have lots of thoughts to share today of things I think we should normalize.    Things that aren't considered normal in general in the world we live in and I'm going to argue my point of why I think they should be.   For us and for our families and for the people around us.   Because our goal is to always strive for fulfillment and joy and health and longevity and peace of mind and all of these ideas I'm going to present to you today support all of that.   I'm going to get heat for some of these and I love it because its against the grain and thinking for ourselves and being exceptional.      Things To Normalize Normalize saying no to cheap dopamine and yes to deep dopamine. Joy comes from doing what you're built to do. Action over distraction. Delay instant gratification for meaningful payoff. Bring your own food places when you don't like the options. Take ownership of your choices instead of settling for what's easy. Assume people will make mistakes and ask questions, double check things, and take notes. It's not negative. It's responsible. Normalize working hard, including on weekends, when you're pursuing something you believe in. Showing up when it counts matters. Especially at unconventional hours. Normalize not drinking until you throw up. Choose self mastery and presence instead of blackout culture. Clarity over blur. Presence over party. Normalize not having sex until you find someone you deeply respect or want to build a life with. Choose what matches your values instead of what culture expects. Normalize starting something brand new and taking big risks, even when people think it's strange. Launch even when you're scared. Normalize celebrating your wins as big as birthdays. If it mattered to you, it's worth celebrating. Normalize working out seven days a week with rest and stretch built in. Movement is medicine. Make it a daily non negotiable. Normalize questioning teachers, institutions, and systems when something doesn't make sense. Stand up for your kids and yourself with confidence and curiosity. Normalize using your calendar as your measure of wealth. Time matters more than money. Protect it. Normalize defining success for yourself. Choose your own values and live by them with confidence. Normalize being loud, opinionated, and real when something matters. Speak up. Be fiery. Be aligned. Normalize rest and recovery as essential parts of working hard. Rest is productive. Rest gives you your edge. Normalize letting your kids see you hustle, fail, pivot, and rise. Show the process, not perfection. Normalize doing things you're not good at yet. The climb has no peak. Let yourself be a beginner. Normalize saying "I don't know." Honesty and humility create real strength. Normalize choosing your inner circle intentionally. Your environment shapes your growth. Curate it well. Normalize early mornings, disciplined schedules, and foundational habits. Keep life simple and focused. Normalize embracing pain and discomfort as signs you're growing. Lean into growth rather than backing away from it. Normalize enjoying the process instead of obsessing over the outcome. Appreciate the now. Joy lives in the doing. Normalize aligning your body, mind, and spirit with your purpose. Success includes health, relationships, and inner peace. Normalize valuing your health as highly as you value your work. Health is foundational to everything else. Normalize being different, weird, or exceptional. Normal actions get normal results. Stand out proudly. Normalize prioritizing sleep, recovery, and emotional wellbeing. Rest deeply and intentionally. Normalize teaching your kids to build their own path. Encourage their independence and confidence. Normalize celebrating vulnerability, asking for help, and being transparent about your journey. Choose authenticity over perfection.   CHEERS to creating your own normal that makes your life more awesome!     

https://tradingnut.com/bernd-skorupinski/ - Bernd's Links

Beat Migs!! Taryn went chocolate tasting recently and bought some alcoholic chocolates! We also check in with the rockaholics and they have some very interesting things to say. Tune in because you won't want to miss this!

Difficult conversations shape culture. In this episode, host Dustin Odham sits down with Todd Davis to unpack why relationships are the operating system of leadership and how trust grows through specific, repeatable behaviors. They translate big ideas into concrete moves, from framing purpose and positive intent to the small language shifts that make feedback clearer and more helpful.You will leave with a practical cadence you can start this week: listen to understand, name your purpose, state positive intent, and pause when the moment gets heated so the relationship stays primary. Try one behavior today, then build your rhythm so trust compounds over time.Host: Dustin OdhamGuest: Todd Davis, FranklinCovey Senior Consultant and Thought LeaderTimestamps: (00:00 - 00:40) Why hard talks matter (00:40 - 01:37) Meet Todd Davis (01:37 - 02:23) What do you love about the work (14:36 - 15:13) Feedback as growth, not threat (15:13 - 16:03) Blind spots and real help (16:57 - 17:30) Assume good intent (17:43 - 18:49) Balance courage and consideration (18:49 - 19:22) Start with purpose, then intent (19:22 - 20:21) Make it constructive, not confusing (24:04 - 25:21) Pause, reset, and seek to understand (29:48 - 30:29) Say the care out loud (38:29 - 39:07) The bumper sticker test (39:20 - 40:06) One honest conversation at a time

Difficult conversations shape culture. In this episode, host Dustin Odham sits down with Todd Davis to unpack why relationships are the operating system of leadership and how trust grows through specific, repeatable behaviors. They translate big ideas into concrete moves, from framing purpose and positive intent to the small language shifts that make feedback clearer and more helpful.You will leave with a practical cadence you can start this week: listen to understand, name your purpose, state positive intent, and pause when the moment gets heated so the relationship stays primary. Try one behavior today, then build your rhythm so trust compounds over time.Download the free handout: Host: Dustin OdhamGuest: Todd Davis, FranklinCovey Senior Consultant and Thought LeaderTimestamps: (00:00 - 00:40) Why hard talks matter (00:40 - 01:37) Meet Todd Davis (01:37 - 02:23) What do you love about the work (14:36 - 15:13) Feedback as growth, not threat (15:13 - 16:03) Blind spots and real help (16:57 - 17:30) Assume good intent (17:43 - 18:49) Balance courage and consideration (18:49 - 19:22) Start with purpose, then intent (19:22 - 20:21) Make it constructive, not confusing (24:04 - 25:21) Pause, reset, and seek to understand (29:48 - 30:29) Say the care out loud (38:29 - 39:07) The bumper sticker test (39:20 - 40:06) One honest conversation at a time

Nick and Jonathan are joined by The MMQB's Albert Breer. Then, they react to Albert's comments on Shedeur Sanders.

We hope this message encourages and inspires you!Want more like this from CoastLife Church?YouTube: CoastLife Church - YouTubeFacebook: https://www.facebook.com/mycoastlifechurchInstagram: https://instagram.com/coastlifechurch...GIVE: https://www.mycoastlifechurch.com/giveLooking to get connected? We'd love to meet you! We offer several different ways to connect and be in community: Join a Together Group, Register for CoastLife+, or become a part of our Serve Team today by visiting: CoastLife Connect Card - CoastLife Church (churchcenter.com)Give: To support and be a part of or growth and global impact click here: https://www.mycoastlifechurch.com/give

Mauro Cezar, Arnaldo Ribeiro, Eduardo Tironi, José Trajano, Juca Kfouri e Danilo Lavieri analisam a retomada da liderança pelo Flamengo após a vitória do Santos sobre o Palmeiras na Vila Belmiro, a atuação do Rubro-negro contra o Sport, a compra da marca de Pelé por Neymar pai, a seleção brasileira e a disputa pelo acesso na Série B

What do we do in those situations where we have to pitch? Blair simplifies some important principles from his books into a sequence of four precepts we can follow when the sales process doesn't progress like we'd hoped.   Links "The Only New Business Indicator That Matters" 2Bobs episode "Assume an Advantaged Player" 2Bobs episode "Slapping Down Your Childlike Glee" 2Bobs episode

One of the most important yet often overlooked concepts in pharmacology is the prescribing cascade. It occurs when a new medication is prescribed to treat a side effect caused by another drug, without realizing that the first medication is the root cause. This leads to a chain reaction of additional prescriptions, unnecessary complexity, and often, new adverse effects. Prescribing cascades can sneak up on even the most careful clinicians. A patient develops a new symptom after starting a medication—perhaps swelling, dizziness, or urinary changes—and instead of identifying the drug as the culprit, another medication is added to manage the symptom. Over time, this cycle contributes to polypharmacy, drug interactions, and reduced quality of life. These cascades are particularly concerning in older adults, where multiple comorbidities and high medication counts make it easy for adverse effects to be misinterpreted as new conditions. But they can occur at any age and in any clinical setting. The key to preventing prescribing cascades is maintaining a critical mindset: Assume any new symptoms could be an adverse effect. Review the timing of medication changes relative to the onset of symptoms. Consider deprescribing or adjusting doses before adding new drugs. Encourage thorough medication reconciliation and communication across providers. Recognizing and interrupting the prescribing cascade is one of the simplest and most impactful ways we can improve medication safety. In this podcast, I share some of my favorite real-world examples that illustrate just how easily these cascades can happen.