Podcasts about Auto

Auto journalist Victoria Scott joins us to discuss a question that's been on Riley's mind for a while… why is the American auto industry “like that”? Also, we discuss a hot new company called Minnect that we're all excited to jump ship for right away. Get the whole episode on Patreon here! TF Merch is still available here! Trashfuture are: Riley (@raaleh), Milo (@Milo_Edwards), Hussein (@HKesvani), Nate (@inthesedeserts), and November (@postoctobrist)

Geoff and Ally box battle with the Brand New Topps Chrome Star Wars!Join CardsHQ Ally on Whatnot ►: https://bit.ly/cardshqallyJoin CardsHQ Breaks on Whatnot ►: https://bit.ly/cardshqbreaksJoin CardsHQ Shop on Whatnot ►: https://bit.ly/cardshqshopJoin CardsHQ Poke on Whatnot ►: https://bit.ly/cardshqpokeShop CardsHQ Inventory Online ►: https://bit.ly/cardshqTrack card prices & your collection with Market Movers ►: https://bit.ly/marketmoversappDiscounted PSA/SGC Card Grading ►: https://bit.ly/gradingserviceDownload our Apps!SCI App (Apple) ►: https://apple.co/3riGbb5SCI App (Google) ►: https://bit.ly/SCIAPPGooglePlayFollow Us:Our TCG YouTube ►: https://bit.ly/tcghqytSCI Instagram ►: https://bit.ly/SCIIGSCI Twitter ►: https://bit.ly/scitweetsSCI Facebook ►: https://bit.ly/FBSCIPageGeoff's IG ►: https://bit.ly/itsgeoffwilsonGeoff's YouTube ►: https://bit.ly/ytgeoffCard Kids YouTube ►: https://bit.ly/cardkidsytMarket Movers YouTube ►: https://bit.ly/marketmoversyt

Tony and I went to the wise Greg Berge once again to discuss eight issues that can prevent teams from achieveing their goals. From Energy Vampires to cliques to trust, all of these issues can derail any team at any level. Tony and I advise to really use this down time in August and September to address how you plan on working through this issues if they were to crop up within your team this year. In addition, we've got trivia, TWIB and more! Enjoy Episode #140!

Dennis Johnson from Johnson's Auto in Moorhead, MN joins Amy & JJ to take listeners automotive questions. In this episode: why won't the vehicle recognize it's in park and turn off, different kinds of oils, replacing brakes and much more! See omnystudio.com/listener for privacy information.

Auto-generated transcript: In the name of Allah, the Most Gracious, the Most Merciful. All praise is due to Allah, the Lord of the worlds. And peace and blessings be upon the honour of the prophets and messengers. Muhammad is the Messenger of Allah, peace and blessings be upon him, and upon his family and companions.… Continue reading Forgive and seek forgiveness

Auto-generated transcript: In the name of Allah, the Most Gracious, the Most Merciful. All praise is due to Allah, Lord of the worlds. And peace and blessings be upon the honour of the prophets and messengers. Muhammad is the Messenger of Allah, peace and blessings be upon him, and upon his family and companions. Peace… Continue reading How Islam spread

Correction: One of Charlie Munger’s earliest jobs was as a weather forecaster, not as an Air Traffic Controller as mentioned in the reminder. Auto-generated transcript: In the name of Allah, the Most Gracious, the Most Merciful. All praise is due to Allah, the Lord of the worlds, and peace and blessings be upon the honour… Continue reading Invert, always invert

Jeff Einhorn, Co-Founder of The Bridge

AI Voice Dictation Apps: My New Secret Weapon for Getting Stuff Done Ready to 4x your writing speed? (Yeah, I said 4x!)

Auto-generated transcript: In the name of Allah, the Most Gracious, the Most Merciful. All praise belongs to Allah, the Lord of the worlds. Peace and blessings be upon the honour of the Prophets and Messengers. Muhammad and the Messenger of Allah, peace and blessings be upon him and upon his family, peace and blessings be… Continue reading What if I die now

Ready to get in the best shape of your life and finish the year with a professional photoshoot? Click here to apply for RM40 “Shoot Shape” (starts 8 Sept) In this episode, Jay lays out the six golden rules that let you lift hard now and still be lifting in your 50s, 60s and beyond. Expect practical programming tweaks, ego-checks, and recovery tactics you can use this week.Joint-first trainingChoose movements that feel smooth on joints and ditch anything that triggers 4/10 “bad pain” or form breakdown, swap it immediately. Track everything (or track nothing)Log sets, reps, and loads. Follow the Weekly Beat-Down Principle: beat last week by +1 rep or +1.25–2.5 kg.Small plates, big gainsUse double progression: once you hit the top of your rep range with 1–2 reps in reserve (RIR), add the smallest weight next session. The 60-Minute RuleLift 3–4 days/week for 45–60 mins. Prioritise three compounds first, then accessories if energy remains. Listen to your body's budgetHigh stress or poor sleep? Auto-reduce volume by 20–30% or do light technique + easy cardio.Sleep like your gains depend on itThey do. Chase 7–8 hours with consistent wake time and a cool room. Treat sleep as the most important “set” you do.

Psychodrama · Fatma ist Lehrerin an einer deutschen Schule. Als ein Mord auf dem Schulhof geschieht, verliert sie alle Gewissheiten, die ihr Leben zwischen zwei Kulturen bisher zusammengehalten hatten. Während sie versucht, mit der Tat, den Befragungen der Polizei und dem Schuldirektor zurecht zu kommen, denkt sie an ihre Schwester Gülden, die als Kind von einem Auto überfahren wurde. Der Fahrer wurde nie ermittelt. | Von Björn Bicker | Mit Meriam Abbas, Yodit Tarikwa, Murali Perumal, Christoph Franken, Edmund Telgenkämper, Stefan Merki, Shirin Eissa, Wiebke Puls | Komposition: Derya Yildirim, Sebastian Reier, Tobias Levin | Regie: Börn Bicker | BR 2020

Yesterday's July US consumer price inflation data showed trade taxes seeping into prices. US appliance prices are higher than in March—in most other major economies, they are lower. Tire prices leapt in July. Auto prices are not reflecting tariffs, but that was not likely—cars arriving as late as June would have been tariff exempt, and from dockside to car lot takes up to six months. Pre-tax auto inventory is currently being sold.

The troubling decline in conscientiousness – https://www.ft.com/content/5cd77ef0-b546-4105-8946-36db3f84dc43 Auto-generated transcript: In the name of Allah, the Most Gracious, the Most Merciful. And all praise is due to Allah, the Lord of the worlds. And peace and blessings be upon the honour of the prophets and messengers. Muhammad and the Messenger of Allah, peace and blessings be… Continue reading Stand out not blend in

Send us a textIn this episode I am not going to tell you to buy or not to buy YieldMax ETFs. I am going to tell you what you should think about if you do decide to invest in them. LemonadeTake 3 minutes to get a no obligation quote on Pet, Renters, Home, Auto insurance. Use the link below for a 10% discount. (US only)https://go.lemonade.com/visit/?bta=38304&brand=petContact Tom & RadishX                        @SavingsCaptainEmail                thesavingscaptain@gmail.com   

Socerton, Askallad, and Draxos talk about the big trending topic in AoE IV! No, not THAT topic, we're talking about auto-queueing villagers (again!?). All that and more as we preview KotR rules and maps!  Support us on Patreon at: https://www.patreon.com/TheExtraSheep    Follow us on Twitch and YouTube!  Socerton: https://www.twitch.tv/socerton Beale: https://www.twitch.tv/aoe_beale Sir Nevels: https://www.youtube.com/@sirnevels4603   Join a Discord!   The Griot Bara: https://discord.gg/JH2E5Afe5j The Rising Empires: https://discord.gg/rising-empires-aoe4-957044242520375336 Socerton's Discord: https://discord.gg/BjU8QcVgFQ    We're also proud partners of www.moreknights.com

The troubling decline in conscientiousness – https://www.ft.com/content/5cd77ef0-b546-4105-8946-36db3f84dc43 Auto-generated transcript: My brothers and sisters, I get asked this question, which goes that I want you to be a mentor. So I say, please write down, write me a letter or note in which I want you to list your challenges, your questions and your goals from… Continue reading Success or easy

Episode 109 – Future Watch Bargains, Social Media Shenanigans & Listener CuriosityWelcome to The Top Shelf Cookie Sniper Hockey Show!In Episode 109, we dig deep into the hobby's treasure chest to uncover five Future Watch Auto rookies you can snag for under $100—because big hobby dreams don't always need big hobby budgets. We also take a timeout to talk about our social media adventures (and misadventures), from hobby hype trains to the occasional digital facepalm. Plus, we field a sharp listener question that gets us thinking about where this crazy, wonderful collecting world is headed. Equal parts fun, insight, and just enough hot take spice to keep things interesting.

In this episode, Mike Howell from the Oversight Project shares his investigative findings on Joe Biden's cognitive issues and the implications of the auto pens. Next, we hear from Josh Williams, an inspiring Ohio candidate who overcame homelessness to pursue a career in constitutional law and now aims for Congress. Lastly, Dr. Robert Marbut discusses Donald Trump's homelessness strategies and the recent federal involvement in D.C.'s Metropolitan Police Department.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Shoot us a Text.Episode #1118: Auto loan approvals are climbing as vehicle demand heats up, Jaguar doubles down on its high-dollar EV future, and a new survey shows U.S. shoppers are still splurging on impulse buys.Show Notes with links:New data shows consumers may finally be catching a break in the auto loan market. Approvals are up, interest in buying is growing, and middle-income shoppers are more willing to make sacrifices to keep their vehicles.The New York Fed says auto loan rejection rates dropped sharply in Q2 2025 to 6.7%, down from a painful 19% last year.14% sought a loan in the past year, and more expect to apply in the coming months.Santander's latest survey shows 55% of middle-income consumers plan to buy a vehicle in the next 12 months, the highest reading in two years.Tariff fears are real: 18% of respondents sped up a big purchase in Q2 because of price uncertainty, with 41% of those buying a vehicle.Santander says this is the first time in eight quarters that buyers outnumber those delaying a purchase — a sign pent-up demand could finally be turning into sales.Jaguar is set on an electric, ultra-luxury future. Despite some loud critics, the brand is preparing a bespoke EV platform and three six-figure models designed to take on the industry's elite.Incoming JLR CEO PB Balaji says the brand's EV strategy is locked in, with positive early feedback from customers.Production of all current Jaguars except the F-Pace ended last year as the company stockpiled inventory.First new model — the GT — is a sleek, 600-hp electric sedan with about 425 miles of range and a $150K price tag, expected late next year as a 2027 model.A large, three-row electric crossover will follow in late 2027 or early 2028.The third entry is rumored to be a large, ultra-luxury electric sedan aimed at Rolls-Royce and Bentley buyers, due around 2030.While many Americans say they're trying to rein in discretionary spending, a new survey shows the vast majority still made at least one unplanned purchase last month.Optimum Retailing survey finds 72% of Americans made an unplanned in-store discretionary purchase in the past month.While 34% plan to cut back in the next six months, sales events (55%), eye-catching displays (45%), and immediate availability (26%) make spending hard to resist.Only 5% said in-store shopping no longer feels “worth it.”Many shoppers are sticking to a budget by cutting dining/takeout (48%), clothing/accessories (44%), and electronics/gadgets (37%).“Consumers today are cautious, but not unengaged… The moment and experience must both feel correct,” said Sam Vise, CEO of Optimum Retailing.Join Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

Auto-generated transcript: In the name of Allah, the Most Gracious, the Most Merciful. All praise belongs to Allah, the Lord of the worlds. And peace and blessings be upon the honour of the Prophet and the messengers, Muhammad and the Messenger of Allah, peace and blessings be upon him and his family and companions. And… Continue reading Mistakes to correct

Tony's back, and we're back with a new episode! This week, we're going to discuss how to develop floor generals and leaders on the floor. We chat about the qualities that are within a floor general, things you can do to develop them within practice, and some of the best ways you can communicate your expectations to those leaders. In addition, we also have our trivia, TWIB (with some Arby's) and much more! Enjoy the pod!

Die Freeses hatten im Urlaub einen Mietwagen, der bei jeder Gelegenheit Warnsignale von sich gegeben hat. Wenn Oma Rosi nicht angeschnallt war zum Beispiel. Gut, dass ihr Taxi zu Hause nicht so rumnervt.

The Choking Hazard Podcast - Episode 96 - The Story Behind Meeting Michael, Trevor & FranklinMore Podcast Content: https://broughy.com/podcastSee all podcast episodes as videos in this playlistContributors[Host] Broughy1322: https://broughy.com[Co-Host] Sugar Free Nos: https://twitch.tv/sugar_free_nos[Co-Host] RDT33: https://twitch.tv/rdt33[Co-Host] Joshimuz: https://twitch.tv/joshimuz[Producer] MBHammer: https://twitch.tv/mbhammerTimestamps0:00:00 - Introduction0:02:16 - Broughy Meets GTA 5 Actors0:12:06 - RDT Does Motorsport0:33:42 - Josh Doesn't Do Cycling0:45:37 - Josh Does Work0:57:45 - YouTuber & Streamer Stuff1:09:33 - Gaming News1:22:43 - Racing Corner1:33:06 - Speedrun Corner1:41:19 - Broughy Tried To Win $10kPodcast pre-shows & gaming nights are all on https://youtube.com/ChokingHazardGaming

Wir Menschen vergleichen uns permanent mit anderen. Macht die Kollegin den Job besser? Bin ich als Vater gut genug? Wer hat den schönsten Körper, das dickste Auto, die schlausten Kinder. Warum können wir einfach nicht aufhören, uns mit anderen zu vergleichen? Was macht das mit uns, immer auf andere zu gucken anstatt auf uns selbst. Atze und Leon klären die Psychologie dahinter. Wer besser versteht, warum und wie wir uns vergleichen, kann sich selbst Druck nehmen. Fühlt euch gut betreut Leon & Atze Instagram: https://www.instagram.com/leonwindscheid/ https://www.instagram.com/atzeschroeder_offiziell/ Mehr zu unseren Werbepartnern findet ihr hier: https://linktr.ee/betreutesfuehlen Tickets: Atze: https://www.atzeschroeder.de/#termine Leon: https://leonwindscheid.de/tour/ VVK Münster 2025: https://betreutes-fuehlen.ticket.io/ Quellen: Festinger, L. (1954). A theory of social comparison processes. Human relations. Wood, J. V., Taylor, S. E., & Lichtman, R. R. (1985). Social comparison in adjustment to breast cancer. Journal of personality and social psychology. Wills, T. A. (1981). Downward comparison principles in social psychology. Psychological bulletin. Chansiri, K., & Wongphothiphan, T. (2023). The indirect effects of Instagram images on women's self-esteem: The moderating roles of BMI and perceived weight. New Media & Society. McComb, C. A., Vanman, E. J., & Tobin, S. J. (2023). A meta-analysis of the effects of social media exposure to upward comparison targets on self-evaluations and emotions. Media Psychology. Gerber, J. P., Wheeler, L., & Suls, J. (2018). A social comparison theory meta-analysis 60+ years on. Psychological Bulletin. Mussweiler, T. (2001). Focus of comparison as a determinant of assimilation versus contrast in social comparison. Personality and Social Psychology Bulletin, 27(1), 38-47. Morse, S., & Gergen, K. J. (1970). Social comparison, self-consistency, and the concept of self. Journal of personality and social psychology. Suls, J., Martin, R., & Wheeler, L. (2002). Social comparison: Why, with whom, and with what effect?. Current directions in psychological science Wheeler, L., & Suls, J. (2007). Assimilation in social comparison: Can we agree on what it is?. Revue internationale de psychologie sociale Redaktion: Dr. Jan Rudloff Produktion: Murmel Productions

The new Pension Automatic Enrolment (AE), which is now called the ‘My Future Fund', is due to arrive in January 2026. So, what's the criteria for it, and will it actually benefit workers?Paul Kenny, former Pensions Ombudsman and Programme Leader of the Retirement Planning Council of Ireland, joined Ian Guider on The Last Word to answer your questions.Hit the ‘Play' button on this page to hear the chat.

Auto-generated transcript: In the name of Allah, the Most Gracious, the Most Merciful. All praise is due to Allah, Lord of the worlds. And peace and blessings be upon the honour of the prophets and messengers. Muhammad and the Messenger of Allah, peace and blessings be upon him and upon his family and his companions,… Continue reading Salah begins after outside the masjid

What's the Fastest Way to Get Webpages Indexed (Technical SEO) by Search Engines? with SEO Expert, ⁠Favour Obasi-ike, MBA, MS⁠⁠⁠ | Get exclusive SEO newsletters in your inbox.This episode focuses on search engine optimization (SEO) and the fastest ways to get indexed by search engines, extending beyond just Google to include other platforms and AI-powered large language models (LLMs) like ChatGPT emphasizing that building trust with search engine algorithms is paramount, achieved through consistent content creation, linking strategies (backlinks), and connecting websites via tools like Google Search Console. Favour highlights the importance of updating existing content and addressing user queries to improve visibility across various search and AI platforms, ultimately advocating for a strategic and patient approach to online presence rather than solely focusing on a single ranking metric.AD BREAK: Get 20% off your first booking & be the first to know about our new arrivals, spa deals, and events with Somatic MassageFrequently Asked Questions about Search Engine Indexing and Online PresenceWhat is the fastest way to get indexed by search engines?The fastest way to get indexed by search engines is by building trust and establishing connections. This means having conversations around the questions people are asking and providing answers in the form of website links. These links should then be shared on other reputable websites to create backlinks, which signal to search engines that your website has authority. It's not just about creating a lot of content, but about creating relevant, high-quality content that answers user queries and is linked to by trusted sources.Why isn't my website ranking on search engines?There are several reasons why your website might not be ranking. Common issues include not having your website manually indexed or automatically discovered by search engines, or not being connected to Google Search Console. Additionally, your content might not be seen if it's not frequently updated, as AI servers and search engines prioritize recently modified content. A lack of engagement and underutilization of your website compared to time spent on social media can also hinder its visibility. Essentially, if search engines aren't "seeing" your content, they can't recommend it.How long does it take for SEO efforts to show results?Ranking SEO web pages on Google and other search engines takes time and consistency. While immediate indexing can occur within hours or days for consistent posters, significant milestones, such as receiving your first 10 clicks, can take around six months, even with hundreds of articles. The key is consistent effort, building trust with algorithms, and maintaining an active online presence. The compound effect of consistent content creation can lead to substantial impressions over time.How does trust factor into search engine ranking?Trust is paramount for search engine ranking. Just as in human relationships, search engines, particularly Google, rely on trust to refer content. This trust is established when other third-party websites, which Google already trusts, link to your website, thereby vouching for your site's authority. These "off-page SEO referring domains" (like links on Reddit, Trustpilot, LinkedIn, Pinterest) may have varying impact, but they contribute to your credibility and signal to search engines that your content is valuable and reliable.Is traditional SEO still relevant with the rise of AI and Large Language Models (LLMs) like ChatGPT?Yes, traditional SEO is still very relevant and, in fact, synergistic with AI and LLMs. While AI provides generative answers, it often sources its information from traditional search engines like Google. Therefore, optimizing your content for Google through good SEO practices (like answering frequently asked questions, using appropriate keywords, and having a well-structured site map) directly contributes to your brand being cited and mentioned in AI-generated responses. AI and SEO are not competing but are interdependent, with AI leveraging the foundation built by strong SEO.How can I optimize my content for AI search engines?To optimize for AI search engines, focus on providing succinct, evidence-based answers to specific, question-based headings, similar to "People Also Ask" sections on Google. Ensure your content is frequently updated ("last modified" date is recent) as AI prioritizes fresh information. AI servers are looking for up-to-date, relevant context. By consistently creating and updating content that answers user queries and by connecting your website to search engines via tools like Google Search Console, you increase the likelihood of being sourced and mentioned by AI.What is the significance of a "sitemap" and "DNS" in getting indexed?A sitemap acts as a map of your website, providing search engines with a structured list of all your pages, products, and blogs. Submitting an updated sitemap is crucial for search engines to crawl and understand your site's content. DNS (Domain Name Server) is like your unique digital DNA for your website, confirming your ownership of the domain. Connecting your DNS record with a unique identification number (like a TXT record from Google Search Console) gives search engines access to your site's architecture, allowing them to effectively read and index your content.What is the difference between manual and auto-indexing, and how do they impact visibility?Manual indexing involves actively submitting your website or specific pages to search engines (e.g., through Google Search Console) to ensure they are discovered. Auto-indexing refers to the automatic discovery and crawling of your site by search engines over time due to consistent activity and established trust. While manual indexing provides an initial push, consistent content creation and updates increase your "crawl budget," leading to higher priority and more frequent auto-indexing. 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Auto-generated transcript: My brothers and sisters, listen to this. We continue with the list of the checklist that Ibrahim A.A. gave to the people of Basra when they asked him why their dua is not accepted. And we are on the sixth of the ten reasons that he gave. And he, in the sixth reason,… Continue reading Why are duas not accepted? – #3

Michigan's governor is trying to convince President Donald Trump to change course on tariffs that affect the auto industry. AP correspondent Donna Warder reports.

Auto-generated transcript: In the name of Allah, the Most Gracious, the Most Merciful. All praise is due to Allah, Lord of the worlds, and peace and blessings be upon the honour of the prophets and messengers. Muhammad and the Messenger of Allah, peace and blessings be upon him and upon his family and his family,… Continue reading Be careful who you take your Deen from

Auri und Sebastian beantworten eure Fragen: peinliche Dates, Kochkünste und mehr. Offen, ehrlich und ungefiltert - hört rein in unsere neue Q&A-Folge.

Car Designer Chip Foose

Segment 1: Craig Bolanos, Founder and Wealth Advisor at VestGen Wealth Partners, joins Jon Hansen, filling in for John Williams, to talk about the overall health of the markets and the economy, how market volatility has almost collapsed, why it’s a good time to rebalance your portfolio, Trump nominating CEA chair Stephen Miran to the Federal Reserve […]

Auto-generated transcript: Alhamdulillah. Alhamdulillah. Alhamdulillah. Alhamdulillah. Alhamdulillah. Alhamdulillah. Alhamdulillah. We come to the fifth of the points that Ibrahim A. Ibrahim A. mentioned. The reasons why dua is not accepted. And the fifth was he said, you say that you desire Jannah, but you do not work for it. That you say you desire Jannah,… Continue reading Why are duas not accepted? – #2

Thanks to our partner PromotiveStill judging your advertising budget by a percent of sales? Thinking of buying an alignment rack or even an entire shop? What about paying down that 2.75% mortgage? Hunt is here to challenge your assumptions and break down how ROI—Return on Investment—should guide every major decision you make.In this week's episode, Hunt pulls back the curtain on the real math behind smart business moves and how most shop owners are getting it wrong by focusing on emotion over numbers. Whether it's marketing spend, new equipment, or business expansion, he explains how to look at your return like an investor—not just a technician with a calculator.What You'll Learn:Understanding ROI Beyond the Buzzword(01:16) Why ROI is more than just an acronym—it's your business's compass(03:42) What advertising, buying equipment, and paying debt all have in common(06:05) Why emotion-based decisions are costing you real moneyAdvertising ROI: The Most Misunderstood Metric(06:55) The #1 mistake shops make when evaluating ad spend(08:15) Why 3–6% of sales is a misleading metric(10:37) Why gross profit—not sales—is the number that matters(13:02) What a 100% ROI looks like—and why you might be underspendingBuying Equipment: A Smarter Way to Evaluate Big Purchases(16:16) The alignment rack ROI breakdown every shop owner should run(17:56) How many alignments you need to break even (and why it's not enough)(20:23) When optimism becomes a liability in ROI math(22:11) What to do when the ROI is at 0%Buying or Selling a Shop: The ROI Lens That Reveals Everything(23:26) Why auto repair shops are sold based on profit—not top-line sales(24:02) Two shops, same price—one makes 3X more: which would you buy?(26:13) How bad ROI ruins family buyouts (and what to do instead)Paying Off Debt: When It's Smart—and When It's Not(29:41) Why paying off your credit card could earn you 24% overnight(31:49) The 2.75% mortgage myth—when being debt-free costs you more(34:07) Why cash beats being debt-free (almost) every time(35:26) The lease payoff trap no one warns you aboutThanks to our partner PromotiveIt's time to hire a superstar for your business; what a grind you have in front of you. Introducing Promotive, a full-service staffing solution for your shop. Promotive has over 40 years of recruiting and automotive experience. If you need qualified technicians and service advisors and want to offload the heavy lifting, visit www.gopromotive.com.Paar Melis and Associates – Accountants Specializing in Automotive RepairVisit us Online: www.paarmelis.comEmail Hunt: podcast@paarmelis.comText Paar Melis @ 301-307-5413Download a Copy of My Books Here:Wrenches to Write-OffsYour Perfect Shop The Aftermarket Radio Network: https://aftermarketradionetwork.com/Remarkable Results Radio...

Strap in and try not to twist your balls. This week's episode goes full afterburner with the “Young Guns” of VMA-542: Auto, Disco, Pisser, Spiko, Strut, and Vapor join Fig and RePete to recount the wild, the ridiculous, and the occasionally flammable moments of Marine Harrier squadron glory. There's a missile shoot that nearly ends in a self-induced jet barbecue, poker games that could fund small countries, and bar fights with women who can deadlift your Harley. You'll hear how napalm delivery tactics were invented on the fly (literally), how morale was fueled by Scope bottle cocktails, and how the infamous “Deadbeat Club” probably violated several Geneva Conventions. This isn't just war stories—it's Marine aviation mythology, told by the guys who lived it, built it, and occasionally broke it. Oh—and “Olo Polo”? We don't know either. Just scream it into the void and roll tape.

Today's show features: Matt Lasher, Director of Marketing at West Herr Automotive Group Brian "BK" Koprowski, CEO of DataScan This episode is brought to you by: Haig Partners – Public retailers cite it. National media trusts it. Dealers rely on it. The Haig Report® sets the standard for dealership M&A data and trends in auto retail. Read it at ⁠https://haigpartners.com/haig-report/⁠ DataScan – What if your audits kept up with your inventory? Most dealers are stuck with audits that lag behind the lot. DataScan changes that. With solutions like RiskGauge, lenders get real-time insights—and you get fewer interruptions, faster funding, and way less friction. It's time your lender used smarter tech that actually works for you. Push for better. Visit https://www.onedatascan.com/riskgauge/ or email contact@onedatascan.com Check out Car Dealership Guy's stuff: CDG News ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://news.dealershipguy.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ CDG Jobs ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://jobs.dealershipguy.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ CDG Recruiting ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.cdgrecruiting.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ My Socials: X ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.twitter.com/GuyDealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/cardealershipguy/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@guydealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/cardealershipguy/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Threads ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.threads.net/@cardealershipguy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.facebook.com/profile.php?id=100077402857683⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Everything else ➤⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ dealershipguy.com

Big Beautiful Bill auto-saves 20% on taxes!

To see exactly what I'm doing, please watch the YouTube video for the episode here. If you've ever said, “I want to make money online, but I don't know where to start,” this post is for you. You don't need a website, complicated funnel, or tech skills to launch your first digital product and make your first $100 online. In fact, all you need is one idea, one Google Doc, and one link. In my latest episode of The Blogger Genius Podcast, I walk you through a step-by-step system to go from “no product” to “product sold”—using free tools like Google Docs, ChatGPT, and MiloTree's free plan.

Auto loans continue to weigh heavily on Americans. In this episode, Art shares some eye-opening stats about trade-ins and answers two listener questions—one about buying a minivan and another about the money personality survey. Enjoy!Resources:8 Money MilestonesAsk a Money Question!

Auto-generated transcript: Bismillahir Rahmanir Rahim. Alhamdulillahi Rabbil Alameen. Ya Ikhwan al Kiram, my dear respected brothers, sisters, elders. We are on the fourth of the pieces of advice that were given by Ibrahim A.S. to the people of Basra when they asked him why their duas are not accepted. We live in a time today… Continue reading Why are duas not accepted?

Today we speak with Daniela Navin and Jeanette de La Riva, two members of Grupo Auto Defensa, a community organization based in Pasadena CA which has come about in response to attacks by ICE which have violently disrupted everyday life and led people to form new relations of mutual support and care. We hear their stories of how Trump lieutenant Stephen Miller's demand that ICE arrest 3,000 people every day has put unbelievable constraints on hard-working people's lives. Nevertheless, we also hear how they have invented tactics to challenge these repressive measures. We are joined by journalist-activist Maxmillian Alvarez of The Real News Network who grew up in Los Angeles and comments on the broad networks of resistance cropping up organically to fight fascism.Maximillian Alvarez is an award-winning journalist and the Editor-in-Chief and Co-Executive Director of The Real News Network (TRNN) in Baltimore. He is the founder and host of Working People, "a podcast about the lives, jobs, dreams, and struggles of the working class today," and the author of "The Work of Living," a collection of interviews with US workers recorded during Year One of the COVID-19 pandemic. Prior to joining TRNN, he was an Associate Editor at the Chronicle Review. His writing has been featured in outlets like The Nation, In These Times, Poynter, Boston Review, The Baffler, Current Affairs, and The Chronicle of Higher Education; as an analyst and commentator, he has appeared on programs like PBS NewsHour, Breaking Points, Democracy Now!, The New Republic, NPR's 1A, The Hill's Rising, and more.

Join Brian and Mike Cohn as they unpack the five essential pillars that take Agile from “just the motions” to meaningful, measurable impact. Plus, get a behind-the-scenes look at their revamped course built for real team transformation. Overview In this episode of the Agile Mentors Podcast, Brian is joined by longtime collaborator and Agile thought leader Mike Cohn for a deep dive into what really makes Agile stick. They explore the five foundational pillars—mindset, practices, roles, teamwork, and support beyond the team—and share stories of what happens when teams get them wrong (like obsessing over story point math or demoing a copyright update in a sprint review). Along the way, they introduce the newly available Working on a Scrum Team public course and explain why it’s designed for entire teams, not just isolated roles. Whether you're new to Agile or knee-deep in transformation, this episode will help you rethink how to build an Agile approach that actually works. References and resources mentioned in the show: Mike Cohn #80: From Struggling to Success: Reviving Agile Teams with Mike Cohn Scrum Team Roles and Responsibilities Working on a Scrum Team Course Mountain Goat Software Certified Scrum and Agile Training Schedule Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Mike Cohn, CEO of Mountain Goat Software, is a passionate advocate for agile methodologies. Co-founder of Agile Alliance and Scrum Alliance, he thrives on helping companies succeed with Agile and witnessing its transformative impact on individuals' careers. Mike resides in Northern Idaho with his family, two Havanese dogs, and an impressive hot sauce collection. Auto-generated Transcript: Brian Milner (00:00) Welcome in, Agile Mentors. We're back for another episode of the Agile Mentors podcast. Thanks for joining us. I'm with you, as always, Brian Milner. And today, I have the one and only Mike Cohn back with us. Welcome in, Mike. Mike (00:12) Thanks, Brian. Good to be here. Brian Milner (00:14) Always happy to have Mike on the show and really appreciate Mike making time to come on. Wanted to have Mike on because there's some things Mike's been talking about recently that are really interesting and people have been asking a little bit about this and I thought maybe it'd be just a good opportunity to talk through some of the stuff that Mike's been writing about. I know you spent, Mike, a lot of time helping teams to not just do Agile but to really get solid results from it. to see impact from it. And I know the topic you've been talking about recently is sort of these five pillars of supporting real agile improvements, the mindset, practices, roles, teamwork, and support beyond the team. So I thought maybe we could just dig in and drive through those and maybe learn a little bit about those as we go. Obviously also to talk a little bit about the exciting new course that's being launched here, the working on a Scrum team course, because I know that was originally just for private classes, right? And now it's being open to the public. Mike (01:23) Yeah, we've done working on a Scrum team as a private class for probably 20 plus years. It's been kind of our main offering to private clients. But we're hearing from a lot of people that they have one team and they can't really get a private class approved with the budget and such. So what we're doing is going ahead and making that course available as a public course. So two people from your company, five people from another company all in the same class the way we've done our certified courses for decades. And so we're going to start offering this as a public course. And the exciting thing there is that it's really meant to be a team-based class, where things like Scrum Master training, great class, but it's really meant for the Scrum Master, right? And working on a Scrum team is really designed, and you and I helped you and I design this course together, but it's designed to be something that is a whole team training, right? So good for anybody on a team. Brian Milner (02:16) Yeah, yeah, it's been really great teaching those in the private classes and I'm excited to think about the public being able to come in and take that now. Let's talk a little bit about these pillars and, I think people are gonna be really intrigued by the concept here. The first one is mindset, I think, and just wanna start there and say, what does it actually mean to... think Agile and what is the found, why is that kind of the foundation for successful transformations? Mike (02:43) Remember the kind of the early days of agile and there was a lot of conversation about could you be agile without understanding the principles, right? If you just did the practices, were you agile? Other people were saying, no, you have to start with the principles, right? And so do you start with principles? Do you start with practices? And I remember these early debates and they often devolved into a discussion of the karate kid movie, right? Remember that one, right? And, you know, can you just wax on? Brian Milner (03:12) Ha Mike (03:12) for long enough, just do the practices. And then all of a sudden, your karate instructor or your agile coach is, OK, you're agile. And it's like, wait, all I know how to do is wax a car, right? And so there were these discussions about practices versus principles. And I was kind of always on the side where you better understand the principles to do this. Just knowing the practices, waxing on all day, is kind of just going through the motions. And so you have to understand the principles. And the idea that I wanted was that if a team truly understood all of the principles underneath Agile, I don't just mean just the manifesto, but all the principles that are there from Lean, from Kanban, from everything, that if you really understood those, you'd kind of invent the practices, right? You do those and you go eventually to go, hey, we should probably meet every day. Or hey, if we tested first, that might be a really good thing. Brian Milner (03:57) Yeah. Mike (04:05) So you'd invent the practices if you really had that type of agile mindset. And so for me, when we're working with organizations to get them truly agile, and I don't mean like more agile than less agile, but agile in a way that's going to stick, you got to change mindsets, right? You've got to do more than just the wax on. So people have to get the mindset. Brian Milner (04:27) Yeah, I love that. I know that I've experienced some things in the course of working with people that's it's sort of like you, if you're not on the same page with the principles, then you start to talk through the practices and you run up against a problem. And really what you find out the core of it was, well, we weren't aligned on really the principle behind this. So why would I want the practices then, right? ⁓ Mike (04:49) Yeah. Well, that's where you also end up then with a lot of team debates about things, right? Because you're arguing about the practice. if you'll say you and I are arguing about the benefit of some practice, if we agree on the principle, we might just have different views on it. But deep down, we'll probably agree on some practice, or we might find an alternative one. But if you don't agree on the principles, you end up with a lot more of these kind of annoying. mean, team debates are great. I mean, I love. Brian Milner (04:54) Yeah. Mike (05:12) you know, having a team debate, arguing stuff like that, but not about pointless things, right? And not without some sort of foundation. They just kind of get in the way. It's just frustrating for everybody. Brian Milner (05:21) Yeah. Well, I'm kind of curious, what kind of signs or signals do you think teams should look out for to kind of clue in and let them know that what might actually be going on here is more of a mindset issue? Mike (05:36) think sometimes it's when you hear the appeal to authority, right? Somebody says, you know, well, we got to do it this way because the scrum guide says, right? Or the one that annoys me is we have to do it this way because Mike Cohn says, ⁓ you know, that was like, no, I, somewhere else also said, think, right? Don't just, you know, don't just, you know, blindly do story points or something. Cause I say they're a good thing. I want you to think too. Brian Milner (05:50) You You Mike (06:01) And so I think that kind of appeal to authority when teams are debating things. It's where we also see teams who think they're agile because they do a set of practices. We use a particular agile tool, so we must be agile. We do daily meetings. We must be agile. And those are not the things that make you agile. Those are artifacts of being agile. If you're agile, you're going to meet a lot. You're not going meet a lot, but you're going to talk a lot. Um, and so those are the artifacts of behaving in an agile way. And so I want to understand why we're doing those things. So I look for those kind of appeals to authority. Um, you know, emphasis on that type of stuff in an argument talking about how this is the right way saying there's only one right way to do something. Brian Milner (06:49) Yeah, yeah, that's great. How does working on the Scrum team deal with this? How does that address it? Mike (06:55) Well, one of the things we do, it was actually one of my favorite exercises. We do this exercise at the start of the class where we ask people to kind of map out how the organization talks about certain adsel principles and then how does the organization behave. And so for example, if a company says, people are our greatest asset, and then they treat people like dirt, we've got this kind of problem between what we say and what we do. And so I like to kind of map this out. And so we do this with the principles in the Agile Manifesto. And once we map those out and we start to see things that we say we value, but we don't behave that way, really helps us understand if we've really embraced that mindset. Or are we just doing things because an Agile coach told us to, or a boss told us to, or we did it that way in our prior company. Those are all bad reasons to do something. Brian Milner (07:48) Y eah. So this is great. So I agree. The mindset's really foundational. And there is this symbiotic relationship between mindset and practices, which came first and which comes first, as we talked about. I know a lot of teams get stuck doing Agile, though, in really only name only. So when we talk about practices, what makes the difference between going through the motions? Mike (08:00) Mm-hmm. Brian Milner (08:11) and actually doing things that work. Mike (08:13) Well, practices is kind of our second pillar, right? You have to have the mindset, right? But you also have to have the practices that come from having that mindset. so, again, I try to think of that team on a desert island, right? And they're isolated from the world. They've never talked to anybody, but they have an agile mindset. What practices are they going to invent, right? And I think those are kind of the core practices. We see a lot of problems with as an example, teams that misunderstand sprint planning. And I know when I first started teaching about sprint planning, I'd have a slide up there to have a picture of a sprint backlog. And the sprint backlog listed tasks like code this, design this, test this. And then there were estimates next to code this. It's going to take four hours testing. It's going to take three. And so we were able see all these numbers and think the point of a sprint planning was these numbers. And Even in the early days of this, I was always saying, no, it's not about those numbers. It's about deciding what product backlog items you can pick. if taking a, I don't even want to call it an estimate, but taking a wild guess about, it probably can take four hours to code. If that helps you decide how many backlog items you can commit to, great, put those numbers up there. But it was never about the numbers. And it's one of the most common problems that I see with teams in sprint planning is they get obsessed with How many hours did we bring in? How many points did we bring in? And I remember one team I worked with where we did sprint planning. Having those estimates were helpful for them on their sprint back. They were helping. And we finished the meeting. And we're using Google Sheets in a meeting to do this. We've got a row with the estimates in there. And as we start to wind down the meeting, I deleted that column that they'd spent so much time talking about. They're all kind of pissed off at me. Why'd you delete that? We spent all this time talking about it. I said, because we got the benefit, right? You got the benefit of those numbers. The benefit isn't a week from now remembering that you said five hours, because it's going to take what it takes. The benefit was the discussion that it led to of can we take more or are we already full? So I see teams get obsessed with that. This is one example, but that's one of the problems with sprint planning as a practice. Brian Milner (10:25) Yeah. Yeah. I think you're absolutely right. And that's one of the things I know I've talked about with people going through the course is sort of understanding the purpose behind the things. Just going back to, know, harkening back to what you said about, don't just do it because someone told you, you know, understand why the purpose behind it. And, know, otherwise we, I'm sure we've all had that experience before where someone just tells you to do something and says, you know, why? Cause I told you so, you know, that, that doesn't, that's not very convincing. Mike (10:52) Thanks, Mom. Brian Milner (10:53) Right, right, thanks mom. Yeah, not very convincing, but it's much more convincing when they can tell you, well, no, you do this because this is what we're trying to do. And I think you're right, that makes all the difference there. ⁓ Mike (11:05) It just, don't know anybody that responds well to being told what to do, right? My instant reaction is no, right? mean, you it could be, you know, a really, you it could be a really good thing. Eat more vegetables, you spend more time outside. No, right? Don't tell me what to do. So. Brian Milner (11:09) Right. Right. Yeah. It's almost like our default response is no until you convince me. Are there other common practices? We talked about sprint planning. Are there other kind of practices you see teams struggle with? Mike (11:28) Yeah, yeah, for a lot of people. think a huge one is product backlog refinement. I don't know what a better word would be than refinement. refinement is about making the backlog better. It's not about making it perfect. And I see teams that get stuck on backlog refinement and feel like they have to resolve every open issue, that everything has to be tiny and answered and buttoned up before we can start a sprint. And that's not the case. For me, the goal in refinement is to make sure things are small enough and sufficiently well understood. I don't want to bring in a backlog that's bigger than my velocity. If our velocity is 25, I don't want bring in a 50-point story. how about the problems of a 50-point story anyway? But I don't want to bring in some massive epic like that into a sprint. And so refinement is about making it small, making sure it's sufficiently well understood. Sufficiently well understood, not perfectly. And so Brian Milner (12:18) Yeah. Mike (12:28) The problem is these teams, and I know you've seen this, but teams who get in there, want to resolve every open issue. It's like, no, we can resolve that during the sprint. If we think about the goal and planning to make sure we know what to bring into the sprint, not too much, not too little, we're fine just enough that you're at that point. Is the button blue or red? Who cares? If it's a log in story, we're going to lock people out after some number of failed attempts. Who cares how many? Figure that out during the sprint. If it's five or three or eight, who cares? Figure that out later. So I think refinements won. Another big one would be reviews, ⁓ where sometimes teams demo too much in a sprint review. And they feel like they have to justify their existence, show everything you did during the sprint. And the most egregious example of that was this was a handful of years ago. But I literally remember a team showing Brian Milner (12:58) Yeah. Yeah. Mike (13:18) how they had updated the copyright notice on the footer of the web page, know, copyright, you know, whatever year our company, right? And it's like, my God, you didn't need to show that to stakeholders, right? We all either know there's a copyright notice on the bottom of the web page or we've seen one before. I don't need you to bring it up and scroll down to it. Now only took 15 seconds of the meeting, but that was 15 seconds of people's lives. They were never going to get back. you know, show stuff that you need feedback on, right? If you'd... Brian Milner (13:41) Right. Mike (13:45) You fixed a bug and you fixed it only way it could be fixed. Mention it perhaps, but you don't need to show it, right? Brian Milner (13:51) Yeah, yeah, know teams I've been on often it's just it's suffice it to have a list sometimes and just say here's a list of things if you want to know more about these come talk to us but we're move on to the stuff you care about. Mike (14:02) Yeah, I always have like a will show, will not show list. you know, I often, if I'm writing the meetup present, that'll put that up on Zoom or, you know, show it on a screen if we're in person. And often somebody wants to see something that's on the will not show list. Or they just want me to describe what bug was that again? What was that? You know, and I'll explain it really quickly. But if nobody wants to see it, don't bother showing it. So. Brian Milner (14:26) Yeah, I know we talk about these scrum practices quite a bit in the working on the scrum team class, but if someone signed up to take this class, what can they expect to hear or what can they expect to learn about these practices in the course? Mike (14:39) Well, I think one of the things that you and I did together in creating the newest version of the course was to look at what do you actually need to practice doing, and it's feasible to practice doing in a classroom setting, versus what should you just kind of talk through. And not everything needs to be practiced to get the hang of it, right? Everybody in the world has taken something big and split it up into smaller things before, right? I need to make. spaghetti dinner tonight. What do need to buy? Right? OK. Well, that's that's that's test decomposition by noodles, by sauce, by tomatoes. Let's make it from scratch. Right. By some garlic. Right. So everybody in the world has done decomposition. We've broken a big thing into small things. And I remember, you know, iterating over I'm still on sprint planning, I guess. But I remember iterating over exercises in sprint planning and in courses over the decades by now. And I would have one where you're planning a party for your kid, break it down into tasks. It's like, nobody learns anything from this. And so that's one where I'd rather say, OK, this problem occurs in sprint planning. How could you solve it? Other things like, let's say, splitting user stories or splitting job stories, that's a skill worth practicing together, getting feedback on. And so those type of things we try to practice in the course. other things we just talk about. mean, I'm curious on your thoughts on that. What do you think about some things being worth practicing, some things worth being better talked about? Brian Milner (16:01) Yeah, I agree. I agree fully. it's, it's, you know, there's some things, it's kind of like what you said before, there's some things that's not worth spending the time on, and it's better to just have a discussion and move on. Mike (16:13) Yeah. Yeah. I guess that's one of the things we always talked about. We always talked about return on investment of the exercise. What's the return on the exercise? And if you're going to have a one hour exercise, cool. One hour exercise. But it better have a pretty healthy return because that's a lot of time in class. And so what's the return on exercise? Is this worth a practice? Is it worth just a discussion? And if we can discuss two hard problems and give people advice on two common problems, they're probably going to face. Brian Milner (16:21) Yeah. Mike (16:41) Might be better than spending 20 minutes practicing something that they've probably done before. Brian Milner (16:45) Yeah, I completely agree. Let's move to the third pillar then, because I know this is a big one, just thinking and talking about the roles. And just as far as communication issues are concerned, even outside of Scrum, I know that's part of the big problem with teams and organizations just not being clearly defined about who does what and who's responsible for each thing. So those misunderstandings are really common failure points. ⁓ Mike (17:09) Mm-hmm. Brian Milner (17:10) How do you see teams getting that wrong and how's that derailing a Scrum team? Mike (17:15) Well, think we see it all the time on Scrum teams between Scrum Master and Product Owner and even the development team, right? Who does what? I was responding to some comments on LinkedIn this morning on some post I'd made last week and somebody had some comments. And it had to do with whether the Scrum Master or Product Owner does something. And it was interesting because in the comments on that post, I... I don't remember which one it was, but I shared a certain perspective. I feel pretty strongly that I have it right. I mean, I this is how we do it. But there were other people saying the opposite, right? And so, you know, these are people that are probably fairly experienced with Scrum, if they're following me on LinkedIn and feel comfortable commenting on a post, probably feel comfortable with it. And so there's a lot of confusion about what role does what thing. And I don't think this is something where the Scrum guy is going to have the answers for you. I think it's, I mean, you can look at the Scrum guy, oh, this. Here's my starting point answer, but we always want to play to people's strengths, right? And if you've got a scrum master who's got a lot of skill in one area, maybe they shift a little work from the PO to themselves, right? With the PO's permission, right? And the opposite, right? Between maybe PO and team. So it's fine to have default starting positions on who does what, but you always want to play to people's strengths. So I think PO scrum master, I think we see it with project managers and scrum masters, roll confusion on those type of roles as well. Brian Milner (18:38) Yeah, completely agree. A lot of those roles that are not named Scrum team roles and how they interact with the team, that's often a source of confusion as well. What are maybe some signs or symptoms that teams might be having confusion or problems in this area that maybe they don't even recognize or realize they're having an issue with roles? Mike (18:59) Any sort of conflicts, right? You know, you and I arguing over which one of us should do something. The other one would be kind of the opposite, which would be like a dropped ball. I was watching some YouTube video. I love baseball. I was watching some YouTube video the other day of like missed catches or something like that. And some team hit a baseball way up in the air and it was landing near three players, right? Three players are all looking at it. Brian Milner (19:12) You Mike (19:23) One guy waves the other two off, he's going to catch the ball and he must have been blinded by the sun because he's like six feet from the ball when it lands on the ground, right? And, you know, if we have a responsibility to catch the ball, run this meeting, right, right the backlog, the kids dropped, right? And so I think either arguing over who does something, two of us trying to do the same thing or neither of us doing it. I don't mean trying to get out of the work, right? All three players have been happy to catch the ball, but I think you've got it. You think I've got it, right? Those type of things are pretty good signs. think getting clarity around these roles can really optimize how a team works. And I think a really key thing here is that it changes over time. So I'll go back to my example of maybe the Scrubmaster has some skills that can help the product owner early on. Because maybe the product owner is new to the company. The product owner doesn't know the product as well. So they might rely on the Scrubmaster for guidance on things. Well, a year from now, we might shift responsibilities a little bit because now the PO is the expert on all things related to the product. So it's not like we want to establish clarity on roles one time and leave it forever. It's going to change. We get a new tester on the team, things might change. Product owner moves. It's going to change again. So we need to realize these responsibilities are dynamic. Brian Milner (20:39) Yeah, that's a great point. Your point about baseball just made me think about how, when you watch any youth sport in the world, when you go watch your kids play a sport, what's the one thing you always hear people scream from the sideline? Talk to each other. Call the ball. Well, that too. That too. Ump your blind. Those kinds of things. Well, let's talk a little bit about Mike (20:52) I thought you were going say, put my kid in. Brian Milner (21:00) I know this course addresses the roles and how would you say this course really helps address that issue of role confusion? Mike (21:07) think a big part of it is that we designed it to be for everybody on the team, right? Suppose you send a scrum master to a class, and it's a great class. Scrum master is going to back to the certain set of impressions about their role. Product owner goes to an equally good class about the product. They might have different impressions. Even if they took the course from the same instructor, they're hearing it a little differently. They're hearing it through their filters, right? And so when they're in a course together, there's more opportunities to clarify their understanding about those things, especially in the classes designed as we did with this one to bring out some of those differences. So I think the course helps with that. we've also designed it to mention the rules we haven't talked about, like managers and things like that. Brian Milner (21:53) Yeah, yeah, I think those are so important. And there's a lot of great discussions that come out when we have those topics. ⁓ Let's talk about the fourth pillar then, teamwork, because this, I think, builds really well on what we just talked about. And the idea that there's actually, Scrum is a team sport. ⁓ So beyond just normal human personality conflict type issues, what do you see that gets in the way of teams actually Mike (21:58) Mm-hmm. Mm-hmm. Brian Milner (22:18) working as a team. Mike (22:19) think ego is probably one, right? I can do everything better, just leave me alone. There's an old book that says basically, beware of a lone developer in a room, right? You know, it was referring to the developer who wants to close their door and say, I'll it done in a month, trust me, right? And one of the companies I worked with, and this one's going back like 15 years ago, but it was a really good story. Brian Milner (22:36) Yeah. Mike (22:43) is they would literally grab one unit of work. Each person on the team would grab a unit of work and take anywhere from three to 12 months to do the thing. So they were big things, but the person would do everything on it. They'd coded, tested everything. And the organization was putting out very little because of this. When they moved to Scrum in the first year, by their estimate, they said they delivered 540 % more work. over five times the amount of new features delivered. And that was through the collaboration, through the short iterations, those type of things. But it was about getting people to collaborate more. So I think there's huge opportunities to do that. One of the problems I see is when we don't overlap work. If we think about that organization I just described, you grab your thing, you're done in six months. I grab mine, I'm done in seven months. If we'd work together on those things, what's not make us any faster? No faster. But you and I could have worked on your one thing and been done in three months. OK, we're delivering value in three months, right? And so one of the things I look for a lot is how much teams are overlapping work, right? And if we're not overlapping work, there's huge opportunities to improve at that. I'll a little example of this. One of my favorite restaurants is, I don't know, barely call it a restaurant. It's a fast food deli. It's called Jimmy John's. Have you been to Jimmy John's, Yeah. Yeah, there's one near my house where I can go there and the wine will be out the door. Right. And you know, normally you see a wine out the door and it's like, crap, I'm going somewhere else. Right. These guys are so fast. They're so fast. When I get to the front, I place my order. I play this little game of can I fill up my cup? You know, I get an iced tea and they give me an empty cup and can I go fill up ice and put the tea in before they hand me my sandwich? And it's about 50-50. Right. It doesn't take long to fill up your iced tea. But the way they do that is the overlap work. As soon as I order my Italian club sandwich, somebody's already got the bread open, somebody's got a slab of meat they're ready to drop on there, somebody else has their hands over the vegetables and they're dropping the vegetables on there, and then a fourth person wraps it up. And so like four or five people touch my sandwich. Hopefully their hands are clean, but four or five people touch my sandwich as opposed to like most delis where I go and it's like you watch one person plod along making the sandwich, right? Overlap work is huge. Brian Milner (25:07) Yeah. Yeah, this episode sponsored by, no, just kidding. Use code Mike Cohn when you go to, no, just kidding. Yeah, I agree. And yeah, yeah, I'm familiar with Jimmy John's. Probably too familiar. ⁓ Yes, yeah, no, that's, I think that's part of their shtick is that they're, you know, they're known for being fast. So yeah. Mike (25:10) You Is yours just as fast? Yeah. Yeah. They call it Freaky Fast. They actually have a competition. I've seen YouTube videos of this where they get like the best teams at various restaurants race, right? And so they have like the Jimmy John sandwich making Olympics or something, but it's a skill. Brian Milner (25:36) wow, wow, yeah. You should pair that up with the hot dog eating challenge in some way and see if we could have a team sport going there. ⁓ Mike (25:48) Well, that's a good point because think about the hot dog eating. That's one guy, right? That's Joey Chesnett shoving hot dogs down. The Jimmy Johns is a team. They get the best crew at a restaurant and it's a team, right? How fast can the team go? Not how fast can one guy make a sandwich, right? Brian Milner (25:51) Yeah. Yeah, yeah. That's awesome. So what are some tips? What are some ways that you can really unite a team, especially those new teams? Because that's the fascination point for me is, how do you take this group of humans that really don't know each other and haven't worked together in the past and unite them together and have them gel as a team? How do you do that? Mike (26:21) I'll give you a couple. One, I think having really crisp sprint goals helps. So we all know exactly what we're trying to get done in the sprint. We don't lose sight of that because sometimes in the middle of a sprint, you lose sight of it. And you get myopic and you just focus on a list of tasks. And I'm going to say that it's probably similar to the team doing sprint planning and just getting them assessed with the numbers. It's not about the numbers. It's not about the tasks. It's about the backlog items that lead to some goal. So crisp sprint goals help. That's a hard phrase. Crisp Sprinkles helps. The other one I'd say is having a shared vision about where you're headed over a little bit longer term. Probably the biggest change to the Scrum Guide ever that I've liked is the inclusion of a product goal. And that was something I'd been talking about forever. mean, literally since I started doing Scrum was that sprinkles are great, but they're pretty short, right? You want to have something bigger. Brian Milner (26:52) It is. Mike (27:14) And so I like having product goals that are a few months out there. And one of the things I like doing for product goals is have teams do something like write a press release that describes their goal or create a vision in some way, write a review that you want to see come out on the App Store, Play Store, and a magazine. And one of my clients made software and they were reviewed by a major magazine and they were given an editor's choice runner up award. And they actually estimated that being runners up for that was probably worth about $10 million. First place, first time was worth about $10 million a year to them. And so they decided to get serious about this and they wrote a review. Their scrum master, she was actually combo scrum master product owner, Erin. She had the team write a review and she said, let's go earn this review. And I literally remember the email I got from her three months later. It was because it was Halloween night. I just like, you know, brought in the candy from outdoors. We're done trick or treating. And I checked my email. I a three word email from her from Erin. said we did it. And the magazine had let her know, hey, we're reviewing you. be out on, you know, like Tuesday's edition. And the review had quotes in there that were from their vision review, right? The things that they had wanted to achieve. Brian Milner (28:22) Ha ha. Mike (28:35) And that team had just really jelled around that and just became so much more productive and collaborated so much better because of that shared vision. Brian Milner (28:43) Yeah, that's amazing. getting back to the course then, I know in the course we're trying to kind of some of those collaboration muscles. What are some of the ways that the course helps to build that? Mike (28:56) think one of the key things that we're doing, and I'm excited about this, is that we're, you know, we of course use Zoom breakout rooms, right? You you go talk about this, we'll see you in eight minutes or something like that. And for this course, we're doing something where a group of three or more, when they register, can have a private breakout room. And this to me is exciting because people get the benefit of having a private breakout room. They can have sensitive discussions if they want. They can talk very specifically about. you know, what do we do about our jerk product owner? mean, whatever it is, right? You know, they can talk about their specific issues, yet have the context of a broader class. Because I think in one of the benefits of any public class is hearing how other teams are doing things. And sometimes that's because you get a good advice, you know, how did you solve that problem? We have that problem. Other times, it's just feeling that you're not alone in the world. they've got that problem too, right? And they don't have any solution for me, but I know I'm not alone in the world with this. And so I like these private breakout rooms for three or more. I think it's a novel thing we're doing with this class. And it's with the intent of combining the best of both worlds of private and public training for this. I'd the other thing is probably consistency, having everybody on the team hear the same message, having those discussions with an experienced instructor like you or me in the room to provide guidance when they have questions. know, go back to the role clarity, right? You know, they can talk about it and they're there. Then they're back in the main room with you or me and we can kind of answer questions. So I think that consistency will be huge as well. Brian Milner (30:25) Yeah, yeah, I love that idea of the private private breakout rooms that that's that's gonna be huge for a lot of people I know. ⁓ Mike (30:31) I'm excited to try it with this. This will be the first classes we do that for. I'm excited about it. Brian Milner (30:36) Yeah, yeah. Well, let's bring it home then and talk about the fifth pillar because the fifth pillar is really interesting as well. It talks about support beyond the team and teams can only do so much. Every team struggles when they're not supported well. And there's lots of studies that show leadership support is one of the biggest hurdles or obstacles to the adoption. Mike (30:46) Mm-hmm. Brian Milner (30:59) What does that support look like from outside the team and how can a team influence that? Mike (31:06) Yeah, if you're trying to be agile and your HR group has quarterly reviews of personnel that are all based on individual performance and has nothing to do about teamwork in there, it's going to be hard to focus on collaboration. So we have to kind of fix these issues. I think what we have to do here is to have team members educate those outside the organization. And we have information that we share about, you here's how to talk to a boss that's maybe mandating deadlines, things like that. And so we try to coach people through having some of those challenging conversations. And one of things I want teams to do is kind of become an example of what good agile looks like. And if you have a team that's excelling with agile and they're doing it from a kind of principles first, that mindset first approach. You're going to see other groups look at that and let's say the marketing group. They're going to look at that go, hey, that's an interesting way to work. I wonder how we could do that, right? And it's going look different for a marketing group than a tech team. the mindset is going to be the same. Principles will still be the same. And so when we get teams to do really well with this, other parts of the organization start to get interested. And then they stop being as much in our way. Brian Milner (32:20) Yeah. I know one of the most important aspects here and that we talk about is, is that you don't need to, to wait, right? If you're the team level, you don't have to just sit around and wait for the organization to make changes. you, you have opportunities to make changes as well. So how does that happen? How's the team change, you know, bring about those changes that, improve the agile process, the results. Mike (32:42) I think that's by being the example so that people see it. I think it's by having those conversations. You know, one of the things that we'll get is, you know, it's so common is the product owner that wants to change their mind all the time. I was reading something, I guess this is in our Agile mentors community, I think is where it was, but it was about the, you know, the product owner who said his favorite thing about Agile is that he can reprioritize every week. ⁓ And it's like, you can, you know. Brian Milner (33:05) Hmm. Yeah Mike (33:10) I'm not sure it's good. And I think about that, a team gets momentum, right? And you're working on a certain feature. Next sprint, it would be nice to work in that same area of this system, right? Your head's there. Just kind of keep going a little bit. And I've often described this as like, let's say you're working on three backlog items that are in a certain area of this system. Let's make it concrete. Let's say it's the spell checker in Microsoft Office, right? And you do three backlog items related to the spell checker this sprint. Next sprint, maybe your top priority is not more spell checker stuff, but maybe items, I don't know, 25, 26, and 27 on the backlog are still in the spell checker. You know what? It might be better to do those. There are probably two or three sprints away. Let's bring them into this sprint. Just get them done while my head's into spell checking. And so getting product owners or stakeholders to stop doing that, one of the ways that I like to talk about doing that is using an example of ordering a meal at a restaurant. I can order, let's say, the chicken entree. And then as the waiter is taking the orders around the table, I change from chicken, no, bring me the fish. Not a big deal. The waiter is going to cross off chicken and write down fish. If the waiter goes away, brings me back my salad, and I change my mind then, I say, hey, bring me the fish. Might not be a big deal. It's going to be a big deal if I've already taken three bites of the chicken. right? Or if he brings me the chicken. So yeah, we can change our mind, but there's a cost, right? And we want to educate stakeholders about that cost. They don't overdo it. Brian Milner (34:31) Yeah. Yeah. Well, speaking of the leaders and the organization, managers, leaders, do you think this course is appropriate for managers and leaders to attend as well? you feel like they might need to in order to really have this be an impact? Mike (34:55) Yeah, that's a good question. Is it appropriate? Yeah, I think it's appropriate. When we do this privately, we've had plenty of leaders and managers attend. I think it's great. I don't think that's required because they're not on the Scrum team. You said the name of the course is working on a Scrum team. And so they're not on the Scrum team. They benefit by knowing more how their Scrum team works. But I think what we found is that having just a key subset of people who hear the same message work through the training together, and then go back to the organization. That's enough to bring the passion, conviction, and skills that we want. So we don't truly need leaders. They're great. I would never talk a leader out of going, but I wouldn't. If I were a team and I could take the class this month or with my leader next month, I would just get the class done, right? And educate the leader afterwards. Brian Milner (35:41) Yeah. Yeah, yeah, I think that's a good plan. All right, well then we've made our way through the five pillars and for people who have come this far with us and are at this point, if they're listening and they're recognizing some of these problems we've been talking about, what would you recommend to them as next steps here? Mike (35:49) if Well, take a look at our website. If you go to mountaingoatsoftware.com. And then I think there's a courses link on the top. You can go up there and find the link to this course. It's an exciting one that we're doing. I've literally been teaching this, I think the first time I taught a class called Working on a Scrum Team was 2003 or 2004. it's a time tested course. You and I kind of redesigned it a couple of months ago to make it appropriate for public. or little better just in general and more appropriate for public. But it's a time-tested course that's now designed to be available for public settings instead of, you know, have to have 25 people or something. Brian Milner (36:36) Yeah, yeah, that's really exciting. I can't wait to see kind of how people are in, you know, react and interact in the course to some of these concepts and ideas. And we'll, we'll of course link to all these things that we've talked about in our show notes and make it easy for everyone to find the course listing and, and, you know, where the dates and everything that we're going to offer them. So make sure to check that out. Mike, thanks so much for coming on. This has been really enlightening and I appreciate you making time for it. Mike (37:01) Of course, thanks for having me, Brian. Always a pleasure.

Now “retired” (whatever that means), Nevin is the former Chief Content Officer and Head of Retirement Research for the American Retirement Association. One of the retirement industry's most prolific writers, these days he's “retired”, which means he writes less, but continues to keep his eye on developments in, and threats to, the nation's private retirement system. He's the Chief Advisor Strategist at Endeavor Retirement, and he's also the “Nevin” in the Nevin & Fred podcast (along with renowned ERISA attorney Fred Reish), offering irreverent, but relevant perspectives on the critical issues confronting plan sponsors, advisors, and retirement industry professionals. Prior to his time at the ARA, he was the Employee Benefits Research Institute's Director of Education and External Relations, Co-Director of EBRI's Center for Research on Retirement Income, and Director of the American Savings Education Council, and prior to that, spent a dozen years as Global Editor-in-Chief of PLANSPONSOR magazine and PLANSPONSOR.com, as well as PLANADVISER and PLANSPONSOR Europe magazines. He was the originator, creator, writer, and publisher of PLANSPONSOR.com's NewsDash. He began his retirement services career at Northern Trust in Chicago, where he later served in a variety of management roles, culminating in the development of a proprietary recordkeeping platform, and at Wachovia Bank, leading their defined contribution/recordkeeping businesses.In this episode, Eric and Nevin Adams discuss:Retirement income requires tailored solutions.Fiduciary roles shift after adoption.Default options remain a challenge.Adoption will be gradual and cautious.Key Takeaways:There's a wide range of income options beyond annuities, but each plan should carefully assess its participants' needs before implementing anything.Choosing to offer a retirement income option begins as a settlor decision, but once implemented, it becomes a fiduciary duty to select the specific solution, to monitor, and manage.Auto-enrolling participants into lifetime income products is complex—many don't fully grasp the trade-offs, and surveys show mixed interest.Due to regulatory uncertainty and logistical hurdles, most plan sponsors are expected to move conservatively, guided by education and expert consultation.“How are we making default lifetime income assumptions about people on a generic basis without some of that nuance? Aren't you, almost by definition, creating a product that's not really going to fit people anyway?” - Nevin AdamsConnect with Nevin Adams:Website: https://nevinandfred.com/ LinkedIn: https://www.linkedin.com/in/nevinadams/ Connect with Eric Dyson: Website: https://90northllc.com/Phone: 940-248-4800Email: contact@90northllc.com LinkedIn: https://www.linkedin.com/in/401kguy/ The information and content of this podcast are general in nature and are provided solely for educational and informational purposes. It is believed to be accurate and reliable as of the posting date, but may be subject to changeIt is not intended to provide a specific recommendation for any type of product or service discussed in this presentation or to provide any warranties, investment advice, financial advice, tax, plan design, or legal advice (unless otherwise specifically indicated). Please consult your own independent advisor as to any investment, tax, or legal statements made.The specific facts and circumstances of all qualified plans can vary, and the information contained in this podcast may or may not apply to your individual circumstances or to your plan or client plan-specific circumstances.

More guests than your mind can handle. Such a fun event. Big thanks to Dan Davis and the crew at the Crawford Auto and Aviation Museum and the Wester Reserve Historical Society. Support the showRemember folks...Ride Fast and Take Chances! check out our Youtube channel at https://www.youtube.com/c/ClevelandMoto

Thanks to our Partners, NAPA Auto Care and NAPA TRACS Watch Full Video Episode In this episode, we're flipping the script on how we prepare the next wave of talent in the auto repair world. It's not just “training” anymore – The future of our industry needs more than just teaching people how to turn wrenches. It's about real education that prepares them to think, solve, and lead. The repair bay of tomorrow – Imagine clean, high-tech “surgical rooms” with white lab coats, big screens, and smart tools—where cars are diagnosed like patients. Let's make this career sexy – To attract today's tech-savvy, digital-native crowd, we've got to show them this is a career filled with innovation, tech, and opportunity. Soft skills are a big deal – Communication, confidence, and life skills are just as important as technical know-how. Training isn't cheap, and that's okay – One expert says shops should spend $3,000 to $5,000 a month on education. Yep, even the small ones. Because falling behind costs more. Leaders: don't gatekeep – Share your tips, be open to different learning styles, and remember that even the small stuff you know can make a huge difference to someone starting out. This episode isn't just about fixing cars—it's about fixing how we grow the people who will shape the future of this industry. Chris Machado, Circle M Tire & Auto and Circle M Truck Repair Bakersfield, CA. Thanks to our Partners, NAPA Auto Care and NAPA TRACS Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care NAPA TRACS

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From Tesla to Tekion: How Jay Vijayan Is Transforming the Automotive Experience In this episode of Technovation, Peter High speaks with Jay Vijayan, Founder & CEO of Tekion and former CIO of Tesla, about revolutionizing the dealer-to-consumer automotive experience through a cloud-first, AI-powered SaaS platform. Jay shares how his time at Oracle, VMware, and Tesla inspired the vision for Tekion, now valued at over $4 billion and serving major OEMs and dealer groups across the U.S. Jay explains Tekion's three-cloud architecture—Retail Cloud, Enterprise Cloud, and Partner Cloud—and how it's streamlining operations, enabling e-commerce, and connecting a vast automotive ecosystem. He also unpacks Tekion's innovative use of AI agents to enhance after-sales service, deliver transparency, and empower both dealers and consumers. Key topics include: How Tekion modernizes the fragmented automotive retail experience The impact of AI co-pilots on vehicle service and customer trust Lessons from Tesla and Elon Musk that shape Tekion's product philosophy Jay's advice for CIOs aspiring to become CEOs

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