Podcasts about best ideas

Have you noticed everyone talking about yapping lately? If you're going to yap, your podcast gives your ideas a place to live longer than social media. In this episode, I talk about why podcast episodes have more longevity than short-form content, why social media doesn't always convert people into podcast listeners, and why your podcast should be the home base for your best ideas. I also break down why podcast scripting can interrupt the natural flow of an episode and how using bullet points can help you stay organized without sounding rehearsed. You'll learn: Why your podcast is a better place to yap than social media How podcast episodes can keep bringing you visibility for years Why social media doesn't easily convert people into podcast listeners Why podcast scripting can break the natural flow of your show How bullet points help you organize your ideas without sounding rehearsed Why podcast content gives your ideas more room for depth How to make your podcast the home base for your content Why chasing social media trends can pull your focus away from your podcast strategy If you want podcast growth without making social media the center of your podcast strategy, this episode is for you.   Want the complete bespoke roadmap to grow your show and make money podcasting?   Snag this

If you've been putting off your best ideas, this episode is for you. We're talking about the long accumulation of later and why busy women keep postponing the things they actually want to do. Not because they're lazy. Not because they don't care. Because we've gotten very good at defending the postponement and forgotten that we could use that same energy to defend the idea. This episode covers three things. How to talk to the part of you that hears maybe or later as never ever. How to stop procrastinating on your goals without overhauling your entire life. And how to accept that when you finally get to the thing it might look a little different than you expected. That's not a reason to wait longer. In this episode: Why procrastinating on your goals takes more mental energy than just doing the thing for five minutes. The friend who writes her novel between coffee breaks. Why deep work advice ignores everything else busy women are managing. Why starting later in life with more resources and confidence might actually be better. And the mission this week, the first step of something coming out of my own idea parking lot. Your mission this week: Pick up one idea that has been sitting long enough. You don't have to know what to do with it yet. Just acknowledge it. Just pick it up. Something is coming out of my own parking lot on September 8th. It's called the Three Day Dare and it ships to everyone on the free Maison Gaton list. If you're already on the list it's coming to you. Until next time. Connect: Instagram @judithgaton | Substack for weekly essays

Pre-Order Pete Scazzero's forthcoming book, Emotionally Healthy Success, at www.emotionallyhealthy.org/success and get a free chapter.  For my first seventeen years in ministry, I led for Jesus without listening to him. My prayer life was mostly a list of requests. When a door opened, I walked through it and called it faithfulness, following my best ideas and telling myself it was discernment.In this episode, I walk through the third of four reversals from my new book: the move from our best ideas to discerning God's voice. Even Peter, James, and John struggled here. Peter watched Jesus transfigured on the mountain and responded with a plan: let's build three shelters. God interrupted him mid-sentence. "Listen to him." Not "help him." Not "build for him." Listen.If you've ever assumed your best idea for God was from God, this episode will show you a better way. Discernment isn't a bonus skill for the spiritually elite. It's the difference between leading for Jesus and actually listening to him.Reserve your spot at our upcoming Global Leaders Conference.September 30 – October 1, 202614th St. Salvation Army, NYC(Live Spanish Translation available)Register Now: https://ehd.churchcenter.com/registrations/events/3421612Learn more about the EH Global Leader Conference 2026: http://www.emotionallyhealthy.org/conference

Get a $230 gift card after your first payment of $500 with Melio (affiliate) - https://milestomemories.com/go/melio/ A Review-Journal article about Mad Apple closing dropped a number that explains a lot: MGM production shows have gone from about 65 percent capacity a decade ago to roughly 30 percent today. Bally's also told the wider world this week that it is having trouble paying its loans, which makes their whole Chicago standoff look a little different in hindsight. The Treasure Island giveaway ended early and it did not end well, with people cut from the line on the last night after being told they would be taken care of. Plus the OYO listings came down, the Hooters website is somehow still live, Palms is putting faces 55 stories up, and the Flamingo is finally doing the one thing we have been asking for. Let us know in the comments if you are excited for the tiki bar. Episode Guide: 0:00 They Took Down the TI Wrap 0:32 How the TI Giveaway Ended 3:19 The OYO Listings Come Down 4:20 The Hooters Website Is Still Up 5:16 A UFC Hotel? 5:49 Bally's Can't Pay Its Loans  7:19 Palms' 55 Stories of Fame 7:47 A New Non-Smoking Casino at Palms 9:39 The HOV Lane Fight 11:19 Zoox vs Uber vs Lyft pricing 13:35 Circus Circus Gets a Real Food Hall 16:11 Mad Apple Closes: Shows at 30% Capacity 19:31 A Tiki Bar Is Coming to the Flamingo 22:33 Final Thoughts Want more MTM Vegas? Get our exclusive weekly aftershow and join the community.

"We hated your books." That's what a European competitor once admitted to Ivan Misner — years after trying to build a rival networking organization and watching his own members ask, "How come we don't have books like BNI's?" It's a story that gets at the heart of this conversation: sometimes the most competitive thing you can do is give your best thinking away. Bill Sherman sits down with Dr. Ivan Misner, founder and Chief Visionary Officer of BNI (Business Network International), to explore how a mindset of generosity — not scarcity — fueled BNI's growth into 11,000+ chapters, 355,000+ members, and 41 consecutive years of growth. Misner walks through the origin of his 32 books, why he calls his approach "law of abundance," and why he'd rather teach the world how to network than protect BNI's playbook. The conversation goes deeper than tactics. Misner unpacks his VCP process (visibility, credibility, profitability) as a model for how trust — and thought leadership — actually gets built over time. He talks candidly about being a lifelong introvert who built an empire on relationships, the mindset shift from "hunting" to "farming" in networking, and why he now describes himself as having gone from King Arthur to Colonel Sanders as he handed off day-to-day leadership. There's also real vulnerability here: a childhood report card that said he talked too much in class, an honest reckoning with imposter syndrome, and a tribute to the late Mark Goulston, whose "if you always try, you could eventually win" philosophy still guides how Misner thinks about leadership. Whether you're building a personal brand, leading a team, or wondering whether your story has already been told by someone else, this episode offers a grounded, generous perspective on what it actually takes to build something that outlasts you — and how to stay in your flame while doing it. Three Key Takeaways: • Generosity builds competitive advantage, not just goodwill. Misner's "law of abundance" mindset — publishing 32 books that teach networking skills for free — created more credibility and media access than protecting BNI's methods ever could have. Competitors who withheld their own playbooks couldn't keep pace. • The VCP process explains why most networking fails. Visibility, credibility, and profitability build in sequence — but most people skip straight to asking for business before they've earned trust. Misner calls jumping all three stages "invisibility," and it's the single biggest mistake he sees at networking events. • You can reinvent your role without abandoning your purpose. After 12 years as CEO, Misner shifted to Chief Visionary Officer — going, in his words, "from King Arthur to Colonel Sanders." Staying in your flame over decades sometimes means changing the job, not the mission. This episode is a live case study of the book. The story that opened today's conversation — a rival founder admitting "we hated your books" because Ivan's own members had already read them — comes straight from The Thought Leadership Handbook, which draws on 700+ conversations from this podcast to map how thinkers build lasting influence. If today's episode resonated, The Thought Leadership Handbook by Bill Sherman, Peter Winick, and Naren Aryal gives you the frameworks behind what you just heard — including the five thought leadership avatars that help you figure out which one describes you. Free chapter & quiz: thoughtleadershiphandbook.com Get your copy: • Amazon • Barnes & Noble • Bookshop.org • Amplify Publishing • Apple Books

The clearest idea usually wins, even when it isn't the smartest one and that reality quietly shapes careers, meetings, and entire strategies. I'm joined by Antoniette Roze, founder and CEO of WPC Speakers Global and host of the Speak Pact Podcast, to get practical about how leaders communicate complex ideas so people actually understand them, remember them, and act on them.We dig into why executive communication is not about delivering more information, but creating understanding. Antoniette shares how to design for “one micro transformation” so your audience leaves with a single meaningful insight and a clear next step, instead of 36 steps they'll forget by lunch. We talk about speaking at a “fifth grade level” without dumbing anything down, how to reverse engineer a big project into base-camp actions, and why repeating the message and having people reflect it back can prevent costly misalignment.Then we go beyond presentations and into real-time leadership moments: brainstorming sessions, town halls, and high-stakes meetings where ideas compete. Antoniette explains why positioning comes before clarity, how connection is built through truly listening, and how leaders create buy-in by building on others' ideas rather than broadcasting their own. We also unpack why brilliant experts sometimes stay hidden, how to create safe spaces for imperfect thinking, and how humility and visibility can coexist when you stay human and relatable.If you want better leadership communication, stronger stakeholder buy-in, and clearer public speaking skills, hit play, then subscribe, share the episode with someone who needs it, and leave a review so more leaders can find the show.

From conservation assistants, celebrities, protectors, and public educators - dogs have done it all in National Parks. Today we honor the stories of incredible canines who have ties to places like Yosemite, Denali, Great Smoky Mountains and more. Good boys and girls who have scaled mountains, crossed continents, navigated glaciers and braved rivers for their people - and would do it all again. COME SEE US ON TOUR! US BARK Rangers Sled Dog's in the White Mountains For the latest NPAD updates, group travel details, merch and more, follow us on npadpodcast.com and our socials: Instagram: @‌nationalparkafterdarkTikTok: @‌nationalparkafterdark Support the show by becoming an Outsider and receive ad free listening, bonus content and more on Patreon or Apple Podcasts. Want to see our faces? Catch full episodes on our YouTube Page! Thank you to this week's partners! Avocado Green: Find an Avocado near you or shop online at Avocado Green Mattress and check out their mattress and bedding sale!Betterhelp: See the reviews, see what stands out, and see if BetterHelp is right for you. Visit betterhelp.com/npadButcherbox: Go to http://ButcherBox.com/NPAD to get $20 off your first box, plus your choice of free ground beef for life, or free chicken thighs or top sirloins in every box for a year with free shipping.Nutrafol: Get $10 off your first month's subscription and freeshipping when you visit Nutrafol.com promo code NPADPaka: To grab your PAKA hoodie, go to www.pakaapparel.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

Tara Turkington has spent a decade building a photography business, and now she's eyeing the jump into video — but she's stuck on the same things that trip up almost everyone: no portfolio, no contracts, and a recent client who walked off with her ideas. So I coached her live on the show. We get into pricing your expertise instead of giving it away, what a discovery call should actually accomplish, and why the portfolio problem is way smaller than it feels. Key Takeaways Free ideas don't get valued. If you're brainstorming concepts before a contract exists, you're doing unpaid consulting — and clients treat it that way. Charge for the thinking. A paid discovery workshop reframes you from vendor to strategic partner before a single frame gets shot. Contracts aren't just for paid work. Free projects and trade deals need them more, not less, because that's where expectations get fuzzy fast. Your first portfolio piece is hiding in your current client list. You're already on their sets. Ask for access, sign an agreement, make the thing. About Tara Turkington Tara is a born-and-raised Michigander, based in Détroit, Michigan. Her photography journey started unexpectedly in 2016 while she was finishing her first year of law school and raising her, now, eleven year old daughter. After a spontaneous trip to Colombia, Tara shared photos online that caught the attention of an established photographer, who invited her to shoot behind-the-scenes content for ABC's The Bachelor's, contestants. Once those images hit social media, opportunities started rolling in—from brands and businesses to municipalities and individuals. Somewhere along the way, Tara realized photography was what truly lit her up, so she took a leap of faith, left law school, and never looked back. Now Tara spends her days meeting incredible people, capturing meaningful moments, and helping clients bring their ideas to life. No two days are the same—and she loves it that way. In This Episode [00:00] Welcome to the show! [04:02] Meet Tara Turkington [11:37] One Man Show [18:10] Emotional Buyers [25:21] Creative Directing [26:37] Contracts And Intellectual Property [37:41] Building A Team [39:28] Ways To Build a Portfolio [48:33] Connect with Tara [49:13] Outro Quotes "People who pay, pay attention." — Ryan Koral "As soon as I put a $2,500 price tag on the workshop, now it's like, okay, we believe Ryan — they really want it to work because they've already invested money." — Ryan Koral "So I think where I went wrong is I basically gave a workshop for free." — Tara Turkington "I don't think you need three projects. You do one that's kind of good, then the next one is going to be kind of gooder." — Ryan Koral "I'm still thinking with 2016 mind, and it's like — you have a literal decade of experience." — Tara Turkington Guest Links Check out Tara's portfolio at taraturkingtonllc.com Follow Tara on IG Links Find out more about the Studio Sherpas Mastermind Join the Grow Your Video Business Facebook Group  Follow Ryan Koral on Instagram Follow Grow Your Video Business on Instagram Join us on Onward Summit Join the Studio Sherpas newsletter

Lee Freeman‑Shor is a former multi‑award‑winning fund manager turned bestselling author and researcher who has spent years inside the decision‑making of the world's best investors to uncover how they get it wrong most of the time and still make millions in the markets. He gave 45 elite investors real money and studied 30,000 trades to decode execution. He shares what he learned in the process. Episode Sponsor: Fiscal AI is a modern data terminal that gives investors instant access to twenty years of financials, earnings transcripts, and extensive segment and KPI data—use my link for a two-week free trial plus 15% off: https://fiscal.ai/talkingbillions/Episode Notes03:00 — Lee's working-class Nottinghamshire upbringing; didn't know what a stock was until university.04:11 — Stumbled into fund management after a law degree, then built the "Best Ideas" fund range at Scander Investment Group.07:07 — The spark: a manager with a 30% hit rate who still made a fortune for the fund.09:51 — Analyzing 30,000 trades: hit rates cluster near 50% — "it's definitely not about the stock idea."19:30 — Lee unveils his five investor tribes: rabbits, assassins, hunters, raiders, connoisseurs.20:30 — Why investors freeze: "you don't want to be a rabbit."22:42 — The biases behind it: "endowment bias, sunk cost bias... regret aversion bias."24:15 — His gut-check question for holding a losing name: would you buy it today with fresh money?25:43 — Averaging down done right — hunters start small so they can "lean into the name."38:16 — Stock Market Maestros research: the "lumberjack" archetype (John Barr), tiny starting positions, decades-long 100-baggers.44:54 — "Incrementalists" like Andrew Hall and James Hambro trim and add in small steps instead of exiting outright.48:34 — Behavioral alpha score and payoff ratio — metrics that predict future manager skill.53:15 — Takeaway: "when you're losing, do something... try and be an assassin."58:43 — Lee's personal lesson: "expect to be wrong."1:00:41 — Closing reflection on what success really means after stepping back from money management in 2018.Podcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and, unless otherwise stated, are not guaranteed.

Nature Isn't Just Pretty—It's Your Business Secret! Nature-Based Strategy? Why Your Best Ideas Happen Outside! Supersize Your Business Annual Challenge Day 217! Pop in here every day for a dose of different business building perspective! https://facebook.com/supersizebusiness Supersize Your Business (free) Skool link: https://www.skool.com/supersize-your-business-1654/about #supersizeyourbusiness #supersizechallenge #supersizeyourbusinessannualchallenge #contribution #give #dowhatyoucan #supersizeyourbusinesschallenge #spirituality #spiritofyourbusiness #businessspirit #secretadvantage #spiritual #culture #purpose #7whys #reasonforbusiness #beyondmoney #intention #mindset #insidejob #invisibleforce #success #nature #outside #abundanceofnature #naturestrategy 0:00 The Power of Nature in Business 1:16 Restorative Power and Stress Reduction 3:08 Thinking Bigger Through Natural Abundance 4:01 A Daily Challenge for Business Owners

Your Brain Works Better in Nature — Here's Why! Nature-Based Strategy? Why Your Best Ideas Happen Outside! Supersize You Annual Challenge Day 217! ❤️ Join us every day in 2026 for a quick challenge that is all about you Improving and creating the life you want! https://www.facebook.com/ThrivingSharon Ask your questions and share your wisdom! #supersize #doonethingeverydaytosupersizeyou #lessonslearned #missedopportunities #decisionmaking #beabetteryou #personalgrowth #developskills #uncoverwhatis #contribution #giving #maketheworldabetterplace #impact #benefitsofgiving #impactofyou #givetoget #breakyourheart #yourmission #yourpurpose #triggersemotions #curious #excited #givetime #giveattention #givevalue #beyou 0:00 Finding Clarity Through Nature 0:57 Overcoming Scarcity Mindset 3:28 Lessons from the River 5:53 Your Thirty Minute Nature Challenge #mentorsomeone #sharewisdom #care #intentionalgiving #spirit #spirituality #nature #getoutside #rechargeyourbatteries #reset

This is an AI-generated episode of The Storage Marketplace Podcast, created from the live discussion at Storage Meetup #88, recorded on July 24, 2026. Every Friday, self-storage owners, operators, managers, vendors, investors, and industry professionals gather live to discuss what's working, what's changing, and what's next for the industry. This AI-generated episode captures the biggest ideas, conversations, and practical takeaways from that week's meetup. In this episode, we explore discussions around: • The latest trends impacting self-storage operations and management • AI, automation, and emerging technology shaping the industry • Marketing strategies and customer acquisition ideas from experienced operators • Operational best practices shared by facilities across the country • Industry challenges, opportunities, and lessons learned from real-world experience • Practical ideas you can apply to your own facility or business The biggest takeaway from this week's meetup:

The inception of "Monday Night Football" in 1970 brought a new era in American sports culture, marking the unprecedented convergence of prime-time television and professional football. On a historic night, 85,703 spectators filled Cleveland's Municipal Stadium, while millions across the nation tuned into ABC, resulting in a collective experience that forever altered the landscape of televised sports. This episode delves into the visionary efforts of NFL Commissioner Pete Rozelle, who, despite initial failures, strategically identified Monday night as an unclaimed opportunity for football viewership. We explore the innovative production techniques introduced by Rune Arledge, which elevated the broadcast to a spectacle, capturing not only the game but also the emotions of players and spectators alike. Ultimately, we reflect on how "Monday Night Football" became more than mere entertainment; it evolved into a cultural phenomenon that redefined the American pastime and solidified football's place as the nation's foremost sport.Don't forget to check out and subscribe to the Pigskin Dispatch YouTube channel for additional content and the regular Football History Minute Shorts.Miss our football by the day of the year podcasts, well, don't, because they can still be found at the Pigskin Dispatch website. Do you want more football history? Test your Gridiron Knowledge, we feed you Daily with our new FREE activity, The Pigskin Trivia Drive.Grab a copy of our latest book, "Marooned," on the 1925 Pottsville Maroons NFL franchise saga.*OR* Grab a copy of our book on Western Pennsylvania football history, "World's Greatest Gridiron Team" on the 1903 Franklin All-StarsDrop us a line at PigskinDispatch@gmail .com and check out and subscribe to the Pigskin Dispatch YouTube channel.Contact us directly at PigskinDispatch@Gmail.comMiss our football by the day of the year podcasts, well, don't because they can still be found at the Pigskin Dispatch website. [0:00–1:30] COLD OPEN — The Booth, The Lights, The GambleThat night, 85,703 people packed Cleveland's Municipal Stadium — the largest crowd the Browns had ever drawn. Advertisers paid sixty-five thousand dollars per minute for the privilege of interrupting this experiment. One out of every three televisions in America was tuned to ABC. And the next morning, for the first time in history, millions of people walked into their offices, their factories, their schools, and asked the same question:"Did you see that football game last night?"Monday Night Football was born. And nothing — not the sport, not television, not the American week — would ever be the same. ACT I: THE VISION — Pete Rozelle's Decade-Long CampaignPete Rozelle became NFL commissioner in 1960 at age thirty-three — the youngest man ever to hold the job. He inherited a league that was popular but provincial. Baseball was still the national pastime. College football had the pageantry and the tradition. The NFL had the players, the rivalries, and increasingly the television ratings — but only on Sunday afternoons.B-roll: Young Pete Rozelle — the horn-rimmed glasses, the sharp suits, the commissioner's office in Manhattan. Newspaper headline: "ROZELLE NAMED NFL COMMISSIONER, 1960."Rozelle believed football could dominate prime time. Not just championship games — he wanted a weekly game, under the lights, in the middle of the week, when America was home, eating dinner, watching television.His first attempt failed before it started. In 1964, Rozelle proposed a package of Friday night games. The response was swift and brutal. High school football coaches across the country accused him of trying to destroy their sport. Congress had already passed the Sports Broadcasting Act of 1961, which explicitly prohibited the NFL from televising games on Friday nights and Saturdays, to protect high school and college football. Rozelle was boxed in.But he wasn't done. He looked at the calendar. One night remained unclaimed, unprotected, and wide open: Monday.B-roll: Tiger Stadium, Detroit — September 28, 1964. A sellout crowd of 59,203 — the largest ever for pro football in Detroit. The Packers and Lions. No TV cameras. No broadcast. Just an experiment.That first Monday night game, Packers at Lions, wasn't televised. It didn't matter. The sellout crowd proved there was an appetite. Over the next four seasons, Rozelle kept pushing. CBS carried one Monday night game in 1966 and 1967, then two in 1968 and 1969. NBC followed with AFL Monday night games in 1968 and 1969. The ratings were strong. Rozelle had his proof of concept.Now he needed a network to commit to a full season — thirteen Monday nights, every week, September through December — as part of the new television contract that would begin in 1970, coinciding with the AFL-NFL merger.[3:30–5:30] ACT II: THE DEAL — How ABC Got Stuck with the Best Idea in SportsRozelle took his Monday night proposal to all three networks in 1969.He went to CBS first. The "Tiffany Network" had carried the NFL since 1956. They were the league's natural partner. But CBS had a problem: Monday nights belonged to programming that worked. The Doris Day Show. The Carol Burnett Show. Mayberry R.F.D. These shows weren't spectacular, but they were stable. CBS executives looked at Rozelle's proposal, did the math, and said no. They weren't going to blow up their Monday schedule for a football experiment.Rozelle went to NBC next. Same response. NBC's Monday lineup included Rowan & Martin's Laugh-In — the hottest comedy on television. The network wasn't about to preempt it for thirteen weeks of football. Pass.That left ABC — the perennial third-place network. ABC had been a distant number three in prime time for years. Its Monday night lineup was a weakness, not a strength — a collection of low-rated shows nobody would miss. But even ABC was hesitant. A weekly three-hour prime-time sports broadcast was unheard of. The production costs would be enormous. The risk of failure was real.B-roll: The three network logos — CBS, NBC, ABC — appearing one by one. Each fades to red except ABC. Then: Howard Hughes — the reclusive billionaire, beard, long fingernails, the hermetic Las Vegas penthouse — a single photograph.Rozelle had one card left to play. He let it be known that if ABC passed, he would take the package to the Hughes Sports Network — an independent network bankrolled by the reclusive billionaire Howard Hughes. Hughes had the money. He had the satellite capacity. And if Rozelle signed with Hughes, ABC's affiliates — starved for football — might preempt the network's Monday programming anyway and carry the Hughes feed.It was a bluff. But ABC blinked.ABC signed for $8.5 million for the 1970 season. It was, by far, the cheapest of the three network contracts — CBS and NBC had paid far more for their Sunday afternoon packages. But ABC now owned Monday night. And Rozelle had one more demand.He insisted that ABC assign the production to Roone Arledge — the thirty-eight-year-old producer who had revolutionized Olympic coverage and transformed Wide World of Sports into a cultural institution. Rozelle had seen what Arledge could do with cameras, storylines, and human drama. If Monday Night Football was going to work, Arledge had to run it.ABC agreed. Arledge got the assignment. And he immediately started breaking every rule in sports television.[5:30–7:30] ACT III: THE ARCHITECT — Roone Arledge's RevolutionRoone Arledge didn't want to produce a football game. He wanted to produce a spectacle.B-roll: Arledge — the thick glasses, the intense stare, the reputation for genius and impossible behavior. Behind him: camera banks, monitors, the chaos of a control room.His first decision: double the cameras. Standard NFL broadcasts at the time used four or five cameras to cover a game. Arledge ordered nine — more angles, tighter close-ups, better framing. He wanted viewers to see the sweat on a quarterback's face, the grass stains on a lineman's jersey, the steam rising from a bald head on the sideline. He wanted intimacy — the kind of visual storytelling that television dramas used, that sports had never attempted.B-roll: Slow-motion replay — the first extensive use in NFL broadcasting. A play runs forward, then rewinds, then runs again from a different angle. Arledge's innovation.His second decision: embrace instant replay. Replay technology had existed for years, but no NFL broadcast had used it extensively. Arledge made it the centerpiece. Every big play would be shown twice, three times, from multiple angles. The audience wouldn't just watch the game — they would study it.His third decision was the most radical of all. Standard broadcast booths had two men: a play-by-play announcer and a color analyst....

Why do your best ideas often appear when you finally relax? Discover how theta brain waves connect with meditation, memory, learning, and creative thinking, and why giving your mind space may unlock unexpected ideas. Learn more at https://worldbeyondthinking.com World Beyond Thinking City: Wilmington Address: 1313 N Market St Website: https://worldbeyondthinking.com

Stephen DuFour, Portfolio Manager, Fidelity U.S. Focused Stock Fund, provides his perspectives on U.S. equities and explains where he is finding high-conviction investment ideas for his concentrated fund.   Recorded on July 21, 2026.   At Fidelity, our mission is to build a better future for Canadian investors and help them stay ahead. We offer investors and institutions a range of innovative and trusted investment portfolios to help them reach their financial and life goals. Fidelity mutual funds and ETFs are available by working with a financial advisor or through an online brokerage account. Visit fidelity.ca/howtobuy for more information. For a fifth year in a row, FidelityConnects by Fidelity Investments Canada was ranked #1 podcast by Canadian financial advisors in the 2025 Environics' Advisor Digital Experience Study. -- Comment repérer les meilleures occasions dans les actions américaines – Stephen DuFour Stephen DuFour, gestionnaire de portefeuille du Fonds Fidelity Actions américaines – Ciblé, s'exprime sur les actions américaines et explique où il trouve les occasions de placement les plus prometteuses pour le Fonds.   Pour une version avec des sous-titres français, veuillez consulter https://youtu.be/5O4Wn-Ri1ls   Date : 21 juillet 2026 Chez Fidelity, notre mission consiste à aider le public investisseur canadien à se bâtir un meilleur avenir et à rester à l'avant-garde. Nous offrons aux particuliers et aux institutions une gamme de portefeuilles de placement innovants et fiables pour les aider à atteindre leurs objectifs financiers et personnels. Les fonds communs de placement et les FNB de Fidelity sont offerts par l'intermédiaire des conseillers et conseillères en placements et de comptes de courtage en ligne. Pour de plus amples renseignements, visitez fidelity.ca/commentinvestir. Les baladodiffusions DialoguesFidelity se sont classées au premier rang pour une cinquième année consécutive lors du sondage 2025 d'Environics sur l'expérience numérique des conseillers et conseillères en placements au Canada.

This week's Sesh starts with business lessons that usually only come after failing a few times. We talk about why trying to do everything yourself eventually becomes the bottleneck, and how the right partnerships let people focus on what they actually do best.From there, the conversation takes its usual detour through movies, gaming, construction, motorcycles, camping, cannabis, and a surprising amount of joint rolling technique.Along the way we dive into:Why delegation is one of the hardest skills to learnThe difference between creators and operatorsBuilding systems instead of carrying everything yourselfThe psychology behind changing your own behavior instead of trying to change everyone elseHow camping became an unexpected reset for mental healthWhy Margin Call might be one of the best business movies you've never watchedRevisiting Troy with a completely different perspectiveWhether technology is advancing as fast as it couldThe evolution of modern video games and endless updatesMotorcycle trip planning and adventure prepOur latest Gran Turismo obsession and favorite rally carsJoint rolling tips, resin tricks, and why we've become daily joint smokersSometimes the best conversations don't have a script. They just wander wherever curiosity takes them, and somehow still circle back to becoming a better human.RAW rolling papersGran Turismo 7Peugeot Rally CarFord Mustang Rally CarMargin CallTroyHave a guest idea? Have an interesting cannabis story? Or maybe you've been on the show before and want to come back?Reach out. We'd love to hear from you.If you're enjoying Cannabis School, leave us a review, share an episode with a friend, or send us a message. It genuinely helps us keep making conversations like these.Keep the Mic on.Fuel the movement. Keep the conversation going.We keep a running list of tools and brands we personally enjoy and actually use.Find everything in one place here:

Smart leaders do not stop having bold ideas when they get "the" seat. They start editing them before anyone else sees them. The bold call gets made smaller, the real idea never reaches the table, and the leader is the only one in the room who knows what she left out. This episode names that pattern with precision. What You'll Hear The specific moment the bold idea becomes the safe recommendation What twenty years of watching this pattern looks like from the outside Why the edit feels responsible and costs like something else entirely What leading at full volume actually looks like for a leader at your level   Leadership Pattern to Notice The most expensive edit in a senior leader's career happens before anyone else is in the room. She already has the bold read. She already knows what needs to happen. But somewhere between the idea and the table, a smaller version shows up instead. Steadier. More defensible. Less hers. The room follows the careful version of her. And she is the only one who knows what she left out.   Sit With This When was the last time you brought the real version of the idea into the room? Something I Don't Want You to Miss The bold ideas did not go anywhere. They are still there. What has been running the edit is something precise and nameable. And once you see it, you cannot unsee it. Stop editing. Start owning.   Connect If you are ready to see what becomes possible when this shifts, the Aligned Leadership Audit is where that conversation starts. 45 minutes. Just you and me. No homework. Just a diagnosis. Book your Audit: http://tamimariecoaching.com/call   Want to go deeper on what leaders at your level are carrying that rarely gets named out loud? The Invisible Weight private audio briefing was built for exactly where you are. Six episodes. Free. Access here: http://app.helloaudio.fm/feed/c6ff1d1a-3115-4cc3-a54c-1af179e469e4/signup  

00.00.00: Cautionary Downstairs Tale From Mulls 00.03.15: Weird Weddings and World Records 00.19.56: The Rock2000 Public Holiday Petition!!! 00.28.27: Medical Mondays With Doctor John 00.45.23: Feral Feet Find Continues 00.52.20: Petition Update 00.56.13: Metallica Factor

Witness a full DC mark-out moment...

11am - Zach Jones and Derek Kramer continue to discuss if Jacob Robertson is the best idea for the Sabres

(0:00) Chamath explains the Best Ideas format (2:31) Suvretta Capital Management's Aaron Cowen pitches MGM Resorts (13:07) Bornite Capital's Dan Dreyfus pitches Talen Energy (27:19) EcoR1 Capital's Oleg Nodelman pitches Aktis Oncology (40:20) Multicoin Capital's Kyle Samani pitches GEODNET (54:50) The Besties recap the pitches and announce winners Thanks to our partners for making this possible! EY - EY helps private equity firms turn market insight into action, navigating complexity and unlocking new paths to growth and long-term value. https://www.ey.com/en_us/industries/private-equity?WT.mc_id=3501315&AA.tsrc=sponsorship NYSE - Thank you to our partner, the New York Stock Exchange - a modern marketplace and exchange for building the future. It all happens at the NYSE. https://www.nyse.com Plaud - Never miss a moment. Plaud, our official wearable AI note-taking partner at All-In Liquidity Summit, captured every insight. https://www.plaud.ai Follow Aaron: https://www.linkedin.com/in/aaron-cowen-0a44a450 Follow Dan: https://x.com/dreyfd https://www.linkedin.com/in/daniel-dreyfus-b65554209 Follow Oleg: https://www.linkedin.com/in/oleg-nodelman-375131 Follow Kyle: https://x.com/KyleSamani https://www.linkedin.com/in/kylesamani Follow the besties: https://x.com/chamath https://x.com/Jason https://x.com/DavidSacks https://x.com/friedberg Follow on X: https://x.com/theallinpod Follow on Instagram: https://www.instagram.com/theallinpod Follow on TikTok: https://www.tiktok.com/@theallinpod Follow on LinkedIn: https://www.linkedin.com/company/allinpod Intro Music Credit: https://rb.gy/tppkzl https://x.com/yung_spielburg

Bleav Host Robert Land asks Rockets Analyst Eric aka @DaDakota if the Rocket should look at Tyler Herro or Kyrie Irving, what we've learned from the Knicks & how the new uniforms look. Plus, Eric ranks 1-5 his most crucial of the Core Young 5. Today's Show is Presented by FanDuel! (00:33) Eric's Rockets backstory & Favorite all-time Rockets (2:30) Knicks: Rockets Template for Success? (6:40) Mike Brown Shows Udoka what to do, Sheppard handling Spurs/OKC! (11:40) Would Jose Alvarado have helped? (13:00) Morey did Knicks Gameplan? (13:28) New Lottery Picks Bad News? (16:34) Who's in Charge? (18:30) Rockets better with Dillon? (21:38) Should Rockets trade for Anthony Davis? (24:06) Best Idea: 3 way trade? (25:50) Should Rockets get Tyler Herro? (28:15) Did Rockets give up on Cam Whitmore too early? (32:23) Should Rockets get Kyrie? (33:02) Ranking Core 5: Championship Caliber Player? (37:51) Sengun's Most Overrated Skill? (42:55) Gripes about New Uniforms? (44:18) NBA Dumb Rule? Subscribe ️ Youtube, Spotify, Apple & iHeart X ️ https://x.com/HSTPodcast Facebook ️ https://www.facebook.com/HoustonSportsTalkPod Classic Houston Memories & History Playlist ️ https://www.youtube.com/playlist?list=PLP6kjM8cv81ruXBBvH-vfCxXPO0npG_OS Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Coaches kept telling Maxwell Pearce to stick to the fundamentals. Good thing he didn't listen. A Harlem Globetrotter and artist, he went on to build a global reputation for gravity-defying dunks and a theory that the same playful rule-breaking is what powers progress in every field. In this joyful talk, he makes the case that play isn't the opposite of serious work — it's the secret ingredient behind it. Hosted on Acast. See acast.com/privacy for more information.

Why Your Best Ideas Come When You Stop Trying

Jill Ballew brings more than 30 years of experience in the custom window treatment and soft furnishings industry. She is the owner of High Country Drapery Design and The Workroom Collective, two companies built around craftsmanship, service, and a deep respect for the details that make interiors feel truly finished. Through The Workroom Collective, Jill partners with interior designers and trade professionals across the country, providing expertly crafted drapery, Roman shades, bedding, pillows, top treatments, and custom soft goods. Her work blends the artistry of traditional fabrication with the structure, systems, and communication needed to serve today's high-end design industry. Jill is passionate about preserving the craft of custom fabrication while helping designers feel supported, confident, and cared for throughout the process. She believes the best workrooms are more than vendors — they are trusted partners who protect the designer's vision, honor the fabric, and help create beautiful, lasting spaces for clients. Jill is on Instagram   Links and Resources; Solatech Quoting Hubspot Asana Traction by Gino Wickman EMyth Revisited by Micheal E. Gerber

Welcome back to another episode of the unSeminary podcast. Today we're joined by Hal Mayer, a coach and consultant who works with pastors and business leaders to help them grow healthy teams without burning out. With decades of ministry experience and a background in coaching, Hal brings actionable insights into one of the most common leadership challenges: how to move a team from passive compliance to active engagement. Are you carrying too much of the leadership load yourself? Feeling like you're the only one coming up with ideas or pushing things forward? In this conversation, Hal shares a simple but effective framework to help leaders shift from telling to asking—and unlock the potential of their teams. Why teams become disengaged. // One of the most common frustrations leaders express is that their team feels stagnant or unmotivated. Hal suggests this is often not a team problem but a leadership problem. When leaders consistently provide the answers, shut down ideas, or unintentionally reward passivity, team members learn that their input isn't needed. Over time, they stop contributing and simply comply. What appears as laziness is often the result of a system that has trained people not to engage. From answer-giver to question-asker. // Many leaders are promoted because they have strong ideas and can solve problems quickly. However, if they continue operating as the “answer person,” they eventually limit both their own capacity and the development of their team. Hal emphasizes that asking better questions is the key to unlocking engagement. Questions reveal what team members understand, help them think critically, and shift ownership of solutions back to them. When people help create the solution, their investment in execution increases dramatically. The Smart Ask framework. // Hal introduces a practical coaching framework called Smart Ask, designed to guide conversations that lead to action. The process begins broadly by asking, “What issues are you facing?” This allows team members to surface their own challenges and become more self-aware. From there, the leader helps narrow the focus by identifying one clear goal for the conversation—something the person can act on immediately. Next comes a pivotal question: “If you could try anything, what would you do?” This opens up creativity and removes internal barriers that might limit thinking. From there, the conversation moves toward selecting one idea, identifying potential roadblocks, and outlining specific next steps. By the end, the team member leaves with a clear, self-generated action plan. Why buy-in matters more than the idea. // Even a great idea will underperform if the person responsible for executing it isn't fully invested. Conversely, a slightly weaker idea can produce better results if the team member has full ownership and enthusiasm. Engagement drives execution. When leaders consistently choose their own ideas over their team's, they unintentionally lower buy-in and limit results. Coaching toward self-leadership. // Over time, consistently using questions develops leaders who can think and solve problems independently. Hal describes the ultimate goal as “self-coaching” where team members begin asking themselves the same questions and generating solutions without needing constant input. This not only reduces the leader's workload but also builds a stronger, more capable team. Balancing development and delegation. // Hal cautions that delegation is not the first step. Rather, it's the result of development. Leaders must invest time in coaching and guiding their team before handing off responsibility. Skipping this process leads to frustration and failure. However, when leaders take the time to develop people through intentional questions and feedback, they create a foundation for effective delegation and long-term growth. Recognizing true engagement. // Leaders can spot engagement by watching for energy, initiative, and ownership. Engaged team members proactively solve problems, follow through on ideas, and bring solutions rather than just concerns. In contrast, disengagement shows up as slow execution, repeated questions, or a lack of enthusiasm. These are signals that more coaching, and better questions, are needed. Leading with humility and transparency. // For leaders who recognize they've been over-directing, Hal encourages a simple starting point: acknowledge it. Telling your team, “I've been giving too many answers, and I want to change that,” creates trust and opens the door for a new dynamic. This kind of vulnerability invites feedback and helps reset expectations for how the team will function moving forward. To learn more about Hal Mayer and his resources—including Smart Ask and The Coaching Playbook—visit halmayer.com or find his books on Amazon. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Thank You to This Episode’s Sponsor: TouchPoint As your church reaches more people, one of the biggest challenges is making sure no one slips through the cracks along the way.TouchPoint Church Management Software is an all-in-one ecosystem built for churches that want to elevate discipleship by providing clear data, strong engagement tools, and dependable workflows that scale as you grow. TouchPoint is trusted by some of the fastest-growing and largest churches in the country because it helps teams stay aligned, understand who they're reaching, and make confident ministry decisions week after week. If you've been wondering whether your current system can carry your next season of growth, it may be time to explore what TouchPoint can do for you. You can evaluate TouchPoint during a free, no-pressure one-hour demo at TouchPointSoftware.com/demo. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you are tuned in to today’s episode. Man, we’ve got something super helpful for us. It’s one of these areas that many of us spend lots of time doing, but we maybe haven’t taken a step back and think thought about what do we do in coaching relationships? We all are involved in coaching staff and people on our teams. And today we want to help you with some practical steps to make that even better. Rich Birch — Excited to have Hal Mayer with us. He’s a coach and consultant for both businesses and business leaders and pastors who want to grow but don’t want to burn out. He’s authored a few books, including “Smart Ask”, “The Coaching Playbook”, and excited to have Hal on the episode today. Welcome. So glad you’re here.Hal Mayer — It’s good to be here, Rich. I’ve been a fan on the sidelines for years, and unSeminary was so good because I did the seminary thing, and I did all the stuff, and you’re right. There’s so many things we didn’t talk about there that you help us prepare for, so thank you for what you’re doing.Rich Birch — Oh, that’s super exciting. That’s kind of you to say, but I'm I’m really looking forward to today’s conversation. It’s been a while coming and so excited. We bumped into each other at the Exponential conference this year.Hal Mayer — Yeah.Rich Birch — Shout out to Exponential. I was like, we got to get you on. So excited that you’re here today. Well, why don’t we kind of start. Give us kind of the Hal background. Tell us for folks that don’t know, you know, you give us the kind of the 90 second, this is who Hal is conversation.Hal Mayer — Yeah, I, ah goodness, was born up north, came to faith in Georgia in high school. We moved down there, played basketball in college, and then coached for about five years. Married Sandy, moved off to seminary, finished that up, and I’ve been in Florida since ’84, serving in churches from the size of 200 to 12,000. Rich Birch — Love it. Hal Mayer — So all over the yard, and also do some business coaching in the middle of that.Rich Birch — Yeah, it’s so good. Yeah. And I’m, I really, that’s really what I want to tap in today. You spend your days coaching both pastors and businesses leaders, like we talked about that. Rich Birch — When, when someone first sits down with you, I want to kind of use the fact that you have a lot of these conversations today to help our listeners kind of take advantage of you. When someone first sits down with you, what’s like a common version of stuck that you hear, whether it’s a pastor or maybe a business leader, like do you hear common themes with folks.Hal Mayer — Yeah, you know, probably the most common thing I hear is our team’s stuck, our team’s stagnant. And I’ll say, what do you mean by that? And they’ll often say something that relates to this of, I have to come up with all the ideas. It seems like I’m the only one pushing the team to get going. I’m the only one with the ideas. They just seem often lazy, or they’re not doing it. What do I do to engage them?Rich Birch — Right. Love that. Well, man, I wish I hadn’t thought that. I haven’t thought that as a leader over the years. What what, so then take us the next step from there. What what, as you’re kind of coaching someone, I’m assuming as a leader, you know, I, or one of my convictions is our teams are a by-product of our leadership… Hal Mayer — Yeah. Rich Birch — …and we’re leading in a way that’s leading them to act that way. So what what leads our people to be like that?Hal Mayer — Yeah, I think it’s the leader. And that’s the fun thing to do. As a parent, I loved watching my kids do something that was dumb, but they repeated it, and it’s because it was rewarded.Hal Mayer — So I watch team members disengage because they come up with an idea and it gets shot down. Or they ask everybody in the room the idea and it’s only the leader’s idea they go with. And when that happens, they they kind of go, well, I guess we’re just here to hear his ideas. And they start pulling back and not engaging and just being compliant.Rich Birch — Interesting. I remember years ago we had a coach in who said who said to us, this is when I was on the senior leadership team of a fairly large church, fast growing. We were like four or 5,000 people at the time. And he spent a bunch of time with our ah you know with our team, with us.Rich Birch — And ah he looked at us and he said, listen, you guys answer way too many questions. You need to be asking more questions than answering questions.Rich Birch — And that was a pivotal you know changing moment for me as a leader. I was like, oh, Oh my word, that is so true. Talk us through that dynamic of, you know, asking the right questions versus always being the answer man or the answer person.Hal Mayer — You know, we usually get promoted because we did the job well or we have the answers. If we continue in that framework, one day we will run out of the answers, but let’s say we’re in that framework. I’m not developing anybody if it’s only my ideas we’re using. And if we’re only using my ideas, they’ve got ideas, but they’re dying. So what I encourage and push guys to do is exactly what you said, ask questions. Hal Mayer — I mean, questions will do a couple things. One, it will tell me what they understand. I mean, do they really understand the problem? I say, tell me what’s going on. Okay. What do you see here? And all that. It tells me, do they understand the problem? And I may have to probe some more, but I want them solving things that I find out about later. And to do that, I’ve got to lead different. Hal Mayer — For me, we were in a fast growing church in South Florida. And I was the answer man. And what I realized was I’m working harder and harder and I’m not developing people. So I started stepping back and then learning this principle and started asking questions, looking for their engagement. Here’s what I found. When they had the answer or they got to do what they wanted to do, their engagement went way up.Hal Mayer — So for me, not only did it go up, they began to develop. And I’ve had somebody say, well, I don’t have time to develop people. He said, in fact, if I develop them, they’ll just leave me. I say, yeah, yeah you know, it’s worse is if you don’t develop them, they stay, right? Right.Rich Birch — Right. Exactly.Hal Mayer — So I found this to be a tool for development: asking questions.Rich Birch — Okay, that’s cool. I, like talk to me more about engagement. What would be some telltale signs for you of like someone who’s really engaged, fully engaged versus, you know, when your team isn’t as engaged? Because maybe we’re having a hard time even discerning what that looks like.Hal Mayer — Yeah, I I mean, if they’re slow walking the solve that we came up with, if there’s no passion around it, if there’s no energy going in it, and I find myself even answering the same question over and over, I’m realizing more and more, I don’t have engagement. I’ve got compliance. And I really want them engaged and dialing in to what we’re doing. And to get that, I’m going to have to get them on the same page.Rich Birch — Well, and then obviously questions are at at a core of this. And a part of what I love about your resource, “The Smart Ask” or just “Smart Ask” is this framework, it’s it’s, you know, it’s simple… Hal Mayer — Yes. Rich Birch — …but powerful. So why don’t you kind of talk us through the Smart Ask framework? What’s kind of the basic arc that you try to walk someone through?Hal Mayer — Very good.Rich Birch — Coach us through that. Talk us through what that looks like.Hal Mayer — I start very broad and I’ll say, and by the way, I take notes, but at the end I give them the notes and I’ll explain that in a minute. Rich Birch — Okay.Hal Mayer — So I'll I’ll ask permission, can I take some notes? And they’ll say, sure. And I say, I’m going to give them to you. But our first question is, what are the issues you’re facing right now? And let them just elevate them out. Let them say everything they want to say, every problem they’ve got.Hal Mayer — And then I’d say looking at these problems, is what’s one goal that we could have for our time today? Now, what that does is it focuses it on a goal and what they’re going to do, not on me. It can’t be, how could you find me 10 more leaders? That’s not something we can do in that meeting.Rich Birch — Right.Hal Mayer — So I want a goal from them, something they can do when they leave the meeting. And so they say, you know what? I want to face this volunteer engagement. In fact, I use the illustration from the book about a preschool lady who said, I need 30 more volunteers to serve in preschool. And I said, well, I can’t get that for you now. So her goal was come up with an idea that I could engage 30 more people. And then I’d go with this.Hal Mayer — Okay. If you could do anything, what would you try? Yeah. And of course, the first, she says, anything? She said, yeah. She said, I’ll pay them $1,000 a piece. I said, okay.Rich Birch — Right.Hal Mayer — And I just write it down to go ahead and get that out and get them moving on to the next thing. Rich Birch — Right. Hal Mayer — And they run through things. And I listen, I’ve got to be careful not to go, oh, that’s a really good one. But let them talk about it. And as they get through, if I’ve got something at the end, I mean, as they’re going, I’ll go, anything else you could try? Anything else you could try? And you feel like you’re asking that too much, but what you’re doing is just unpacking all of it. If I’ve got an idea, I can add that in, but I don’t give any passion to it because I don’t want to control.Hal Mayer — Then I’ll say, now look at these. Which one of these ideas would you like to explore further? And they’ll look, and this lady said, I want to explore the one about a lemonade stand in the lobby, which I thought was a dumb idea. I didn’t tell her that, but I thought, aaaah.Rich Birch — Right.Hal Mayer — So then I said, okay, what potential roadblocks? Well, I’ve got to talk to leadership. Okay, what else? And they talk about that. And any detours?Hal Mayer — Well, if this happens, we’re walking through solving the problem before it approaches, right? And then the last thing I said, okay, if you’re going to do this, what will it look like? And we list out six or eight things. And I say, okay, let me know like it goes. And hand her the paper. In this case, I said, hey, listen, let me know on Instagram how it went. Rich Birch — Oh, nice.Hal Mayer — So the next week she picked up 40 new workers. And this was a very large church. Rich Birch — Wow.Hal Mayer — She picked up 40 workers with this idea, because it was hers. And to me, it was crazy. It worked. Hal Mayer — But so the the framework is you’re starting broad and you’re narrowing down. And I’m actually getting a set of to-dos and objectives. One, two, three, four, five. Then I hand them that. They’ve got their plan. All going to do is execute it. And they develop it when I’m asking them questions. Rich Birch — Yeah, I love that. Hal Mayer — Now, let me tell one of the advantages of that too.Rich Birch — Yeah.Hal Mayer — If I use that enough with them, there’s going to be a time when they come to me and say, and want to talk to me and I’m not available. They’ll say, well all he was going to do is ask questions. Rich Birch — Right.Hal Mayer — And they start going through the questions and they start self-coaching is what they do. And that’s the end game. That’s what I want. And by the way, when I use questions with people, I explain to them what I just did. So they can then take it and use it somewhere else.Rich Birch — Yeah, that’s cool. I’d love to start right back at the beginning. Hal Mayer — Sure.Rich Birch — I love this idea of really starting at a wide open. Hey, what challenges are you facing today? I think too often if we’re, I’m thinking in kind of the one-on-one situation, maybe I’m an executive pastor at a church of 1,500. One of my people comes to me and I go to that conversation, and I’ve got five things I want to talk to them about. Hal Mayer — Right. Rich Birch — But I love, you know, starting with what challenges are you facing? What happens if we skip that with people? If we if we don’t start there, I’m sure we get, you know, we end up in all kinds of bad places. Talk us through why you encourage people to start with that question.Hal Mayer — Especially early on when you’re coaching folks, because as they go later, they’ll kind of work through that, no, that’s the framework I’m going to work with. And they’ll come up with their biggest issue. But the reason I do that, I want to show this value to everything they’re facing. And I want them to elevate it, not me tell them what they’re doing, so they become more self-aware.Hal Mayer — Now, if they don’t list one of the things I see as an issue, I may say, and what about this? Is this an issue for you? Oh, yeah, that too. I just don’t want to put a lot of passion on it because then they’ll do what I want. And I want them to do something they’re passionate about because the framework just means I’m going to get more from it.Rich Birch — Yeah, that’s cool. That that’s a key lesson. I think particularly for first-time managers or people who haven’t managed a lot of people before, we don’t realize the weight of our voice, right? Hal Mayer — Right.Rich Birch — If we, you know, even by saying like, oh yeah, you’re right. That’s a good idea. Then all of a sudden they’re running with that idea just because you indicated it. That’s an interesting thing. That’s interesting. Rich Birch — Now one of the, I mean, you kind of pulled it apart, but I would love to double click on it there. To me, as I go through your framework, I can imagine, that, hey, “what if you could try anything” is a is a pivotal moment, is kind of a turning point, it is an important question. Why is that and so important? Maybe give us another example. I love the idea when you talked through with the lemonade stand, but talk us through why that’s so important and what does that unlock as we’re interacting with our teams and people?Hal Mayer — That’s a great question because what will happen there is if we don’t ask that question, ah it’s “what if you could try anything”, they may be in the back of their mind have something they go I can’t try that. So they keep trying to think somewhere else. Just get it out on paper.Hal Mayer — It’s like when I feel stressed or something, I just list everything that I’m dealing with and then I can focus on one thing.Hal Mayer — But I allow them to get it all out at that point of trying this and trying that. And usually what will happen is they’ll come up with six or seven ideas. And I say, “and what else” a lot? And it seems like I’m saying a lot, but is when they’re in the zone, they’re answering, well, could try this. Well, could try that. I could try this. And then I find which one they have the most energy around because that’s what they want to do.Rich Birch — Yeah. And obviously you would, you observe that, that energy and you’re like, Hey, it seems like this one, tell me more about that.Hal Mayer — No, no I don’t I don’t do that.Rich Birch — Oh okay. Okay. Talk to me about that.Hal Mayer — What I do is I say, okay, which one of these seven things would you like to try?Rich Birch — Okay.Hal Mayer — Once they identify it, then I say, okay, tell me more about that. What would that look… Why do you want to try? And and then we dive into that.Rich Birch — Okay. One of the things that this strikes me, and this, when I read, again, friends, you should pick up a copy of of this book and there’s a playbook as well I want to talk about. But but I think this could be ah a huge gift for…Just this week, two days ago, I was talking to somebody who, they asked me, they said, hey, what should I be doing in my one-on-ones? I’ve got these staff, what should I be doing with them? And I thought of this framework. Rich Birch — So I think the part of what I love that you’re driving towards is is buy-in. At least my, my my impression as an outsider looking in is that this would really increase the buy-in of my staff. Talk me through, you know, the connection there between buy-in and moving the organization forward and that sort of thing. What, how does that help us think through those issues? Hal Mayer — Yeah. I’m going to bring up the equation I use in the book, the buy-in equation, or the engagement question, whatever that is. I was a math teacher in a former life. So PBI, possible value of an idea, times BI, the buy-in, equals their ROI.Hal Mayer — Now, let’s say, you know, we’ve we’re we’ve got, you’re my boss and I’m doing student ministry and you have an idea because you did student ministry and all that. Your idea out of one 10, it’s going to at least be a nine. I mean, you’re Rich Birch. I mean, you have all the answers.Hal Mayer — Now me doing it, I don’t get any input on it. So I will comply. I will do it, but my buy-in is probably going to be about a three. I’ll do what you ask, but there’s not going be a passion with it. So 3 times your 9 idea is a 27. Hal Mayer — However, let’s say I come up with an idea and it’s not going as good as yours. In fact, it’s a only two thirds as good as yours. It’s a 6, but what’s my buying going to be if it’s my idea? It’s a 10.Rich Birch — A lot higher. Yeah.Hal Mayer — That’s a 60. So there’s a 60 ROI to my buy-in because of my buy-in as opposed to a 27. Now you had the better idea, but buy-in is what gets it done. We’ve seen that over and over again. When people are bought in on something, they often they’ll make a bad idea work. We’ve seen that.Hal Mayer — So for me, that’s what I want. I want full engagement. And when they know that they get to do their ideas, people are much more engaged than they’re running around doing mine. Rich Birch — Yeah, that’s so true. As a coach, somebody who obviously I coach people full time now and and that is you’ve you’ve named something there that I think is critically important and that oftentimes like I can’t coach people who don’t want to be coached.Hal Mayer — Right.Rich Birch — Right? Like if they’re not bought in, if they don’t think this will help. And, you know, I’ve said in other contexts, I’ve been like, man, the the leaders who who apply the frameworks we’re talking about are seeing great results. And those that are applying, the majority of them are seeing, but a lot of it is just their own buy-in on these issues. Hal Mayer — Right.Rich Birch — There might be a leader that’s listening in today that’s like, okay, this all sounds good, but like, what if my people just have bad ideas? Like, and if, if it’s going to push us in the wrong direction, like it’s one thing to be like, tell me seven ideas. All seven of those are crappy and they’re going to, we’re going to end up somewhere where I don’t want us to end up as it. How do I steer somebody back towards better direction?Hal Mayer — Yeah. One the things before I give people full leash or full run on something is I want to check out their readiness for it. For example, if I want to do brain surgery, I may be excited. I may have done AI search on it and Claude said, do it this way and all that. But I’m not ready for that. It wouldn’t take but a second to find that out. I found that out in high school. I went, so I worked at a gas station where they actually worked on cars too. And I saw a guy fixing the valve. So I went home and took my 1960s Comet and tightened the valves down and ended up having to get a valve job. Hal Mayer — I was excited. I was passionate, but I wasn’t ready. So if you don’t have people who are ready, you cannot hand it off to them. They must be developed some. They’ve got to have some experience. To hire somebody in fresh who’s never done it before and start leading with questions is like leading me with questions in how to operate. I wouldn’t have a clue. I’d be most excited about cutting. No, stop.Hal Mayer — However, questions also help draw focus. And sometimes the reason they don’t have ideas, is we haven’t focused them.Hal Mayer — I learned this with a physical metaphor. Somebody told me it would work. My son, pretty good basketball player. I had him out driveway. I said, son, see how many shots you can make out of 10? And so what that basically did was put a little pressure on, right? And he’s a good, so he shot four out of 10 from the three point line.Hal Mayer — I said, okay, let’s forget about how many you’re making and just shoot and answer my questions. I said, okay, what do you notice? All right, what do you notice about the ball? What do you notice about the ball? He hit 10 in a row. And what I discovered was, you know, you college athletes who will shoot seven out of 10 in a game, but in practice hit 20 in a row. It’s the fog of war or whatever.Hal Mayer — And so with employees, sometimes we haven’t asked enough questions. to get through that. However, we could also have some people who aren’t ready to lead. It’s not fair to expect them to come up with good ideas. They haven’t done anything. So both edges on that. Hal Mayer — And at the end of the day, all of the employees I have are my fault. And if I haven’t developed them, that’s on me, right?Rich Birch — Right. Yeah, that’s good. Talk to me about, so I feel like there are, lead there’s leaders on our teams or there’s people that are listening in today that think they’ve got buy-in, but they really actually don’t. They think their teams are really with them, but they don’t. How, what advice could you give us to try to spot the difference around buy-in that’s not actually there? Like I keep kind of bumping into this wall. How can, how can we spot that?Hal Mayer — You know I look for people who are solving problems. Are they solving them and telling me about it later? Are they coming to me with every problem? Because that means I’m still solving. Buy-in has to do with the passion and the ability to finish something. It doesn’t mean you work until 9 o’clock every night, but it does mean you manage to get the ball across the line.Hal Mayer — So when I watch a lack of energy around an idea or somebody slow walking it. Or maybe somebody asking questions that really aren’t, that are just curmudgeon questions. They’re asking questions just to find every hole that’s wrong. I mean, everything that you can find, well, suppose that doesn’t work. Suppose… That’s not buy-in because for me, my challenge is always, don’t tell me what won’t work or tell me what’s not working. Give me an idea of what we might try. At least then we’re thinking in solutions and not just problems.Rich Birch — That’s good. That’s really good. So a big part of scaling any organization, a growing church, a growing business is delegation, is leaders figuring out how to give away things they’re doing. I’ve said this in so many contexts, you know, roll this clock forward. The majority of what you’re doing, we need to figure out how to give to someone else… Hal Mayer — Right. Rich Birch — …how to empower a volunteer or another staff member to pick that up. How does asking better questions change the way we hand off responsibility to other people? How how does it help in that transaction?Hal Mayer — You know, I'm a big fan of Ken Blanchard and the book “Situational Leadership”.Hal Mayer — And I used to train that with a corporation. And one of the things I watch is people like to start people and like to delegate. But when they leave off the coaching in between, it’s not delegation, it’s abdication. And people fail. Hal Mayer — I go, what’s wrong? They said they understood. Well, you stay engaged. I mean, you give them a task. You stay engaged. You’re asking questions. Soon, you’re no longer asking questions to to help them figure out what to do. You’re just asking questions to draw focus. And then you know they’re ready. You can hand it off to them. Hal Mayer — But you’re right. If we’re not finding a way to delegate, but delegation is not the first step nor the second. It’s more like the fourth, right? You watch me. We do it together. I watch you. You’re doing it. However you want to call that. But it takes more engagement. Hal Mayer — People say, well I don’t have time for that. Well, here’s the deal. You can pay me now or you’ll pay me later. But you’re going to pay me. If you’re if you’re not developing people, you’re going to run into a system where you’ve got a bunch of people who don’t know how to think and do. And that’s on you.Rich Birch — True. Yeah, that’s so true. And if we don’t start that process, hey, you watch me, we do together. And if we don’t start that process today, we’ll never get there. And so it takes time. But we’ve got to, you know, that’s, that’s what it we just constantly have to repeat that over and over and over in our areas. I love that. So let’s talk more specifically about the books specifically. So it’s “Smart Ask: Questions that lead your team to win.” Where can we pick up copies of this? If people are looking, because I think this is not a huge book. It’s, you know, if you’re watching on video, it’s just a little thin one, but it’s got, it’s one of these ones. It’s a quick read. You could literally give it to a team member and say, hey, let’s read through this. And then we’re going to talk about it next week. I’d love to get your thoughts on it. But talk to us kind of, when why did you put this together in a book form?Hal Mayer — Well, I was training it and people kept asking me questions. And the only reason I write books is to stop answering all the questions I get asked, right? Is to put it out there. I mean, Seth Godin’s idea of a long tail, right? I want it to last when when I put a book out there.Hal Mayer — So “Smart Ask” is on Amazon, but it was created for the purpose to to help people, after I’ve used it in coaching, to be able to take it then and train their teams. Because it dives in also to the why it works and and such as that. But you’re right, intentionally a short book because I like short books and there you go.Rich Birch — Well, and we all, you know, I can say this as an author, that we’re tempted when we write to be like, well, I’m just going to stuff a bunch of other stuff in there.Rich Birch — But this is, it’s to the point, it’s it’s focused, it’s a great training material, I think, like you say, for you know for our entire team.Hal Mayer — Right.Rich Birch — But then you also put together a playbook. Talk us through how this is different than just the standard book.Hal Mayer — Well, my daughter-in-law, Chrissy, Chrissy Mayer, married to my son. She’s a pastor over to church in Tampa, Grace Family Church. And she said, why don’t you create a handbook for it? And you know what I said? Why don’t you do that?Rich Birch — That sounds like a great idea for you.Hal Mayer — So I said, that sounds like great idea. Once you create the framework, I’ll get it published on. So she did the work and we got together and we put it there. And the reason for it is you can take your coaching conversation, it has all the questions in it. It’s got lines you can write answers. And it gives you a chance to keep up. And I would probably take a picture and send the person they’re the the answers they gave to the questions or whatever like that. It just helps you stay on track. So you’ve got all the questions right there.Rich Birch — And yeah, talk us through the the handing off of the notes back to someone. I think that’s a great move. Hal Mayer — Yeah.Rich Birch — Talk us through why that’s important. Why is that such a critical piece of the puzzle?Hal Mayer — Well people are so used to us building files on them. And you’re going to put that in my file to show that I didn’t know what to do? And so I asked for permission on the front end to take notes. Now, if I’m the boss, I’ll do take notes if I want to. But I I won’t and I won’t if they say no, though. So I’m I’m really giving it to them. And I tell them, I’m going to give you these at the end because I don’t want them taking notes. I want them talking. I want their full engagement with me. And you can’t get that while they’re writing.Rich Birch — That’s good.Hal Mayer — So I said, you just pay attention to me. I’ll take the notes and I’ll give you them at the end. Then you hand them at the end and they’ve got their execution plan.Hal Mayer — So my meeting with them, usually it’s a 30-minute meeting and land with an execution plan that gets handed to them and they go back and do the work. So it pulls them into full engagement. They’re not getting distracted by trying to write down everything or slow play that way. So I’m taking notes again, putting value to them. Hal Mayer — When when they’re the hero, right, and I’m the guide, what I’m doing is is setting them up. And when you take notes on somebody, that means something to them. Rich Birch — Right, right. Hal Mayer — So that’s where I am. Rich Birch — Yeah, that’s cool. Now, what about, so one of the tensions I have found in my one-on-ones is wanna make sure that I’m doing all the other stuff: caring for them, you know releasing, you know I guess, finding barriers that that I can pull apart for them and say like, hey, here’s some stuff. Yeah, I’m gonna take some to…Hal Mayer — Right.Rich Birch — And I’ve said to my team in the past, hey, I’m hoping that you don’t walk away from this with a bunch of to-dos. That’s not the the goal of today. I want to help you. And I know you got a lot going on. I don’t want to just dump on you today. And so how do you avoid that in this framework that we don’t end up with? Okay. Every time they meet with Hal, now I’ve just ended up with a plan that I just, gosh, I just gave myself more work to do. How do you, how do you, do you understand that tension?Hal Mayer — Yeah, I don’t do this every meeting with them.Rich Birch — Okay.Hal Mayer —  The meetings on there. And I, you know, I’ll check in. How are you doing? One the things I i really want to pay attention to is the emotional, soul, health of the individual.Rich Birch — Yeah, that’s good.Hal Mayer — Because we’ve got people facing burnout today. So I’ll ask them, you know, tell me on a scale of one to 10, what are you feeling? You feel like you want a 1 being I want to go home and go to bed, a 10 being let’s charge hell with water pistols. Right, that gives me a framework. The number doesn’t really matter. I just compare it each time to see if they’re tanking.Hal Mayer — The second thing I’ll ask for is give me a win in your private life, in your home.Rich Birch — That’s good.Hal Mayer — Give me a win in your ah ah ministry side because I want to get them on the positive run. And then I’ll say, anything you need from me. And this may be 15-minute meeting. But what it is is I’m checking in on them. If I have something I need them to do, sure, I can tell them. But I’m checking in on them, and ah that gives them value, right?Rich Birch — Yeah, that’s good. Yeah, that’s really good. That’s good. I love there’s, friends, as you’re listening and you can tell Hal’s done this a few times. And so, you know, it’s been such a great conversation for you. So if if I’m a church leader listening in today and I feel like, man, I’m doing way too much telling and not enough asking, where would I, and and maybe even my team has told me this.Hal Mayer — Yeah.Rich Birch — Where do I start? How do I start to shift that dynamic with my people? Because because you you you kind of set this up at the beginning of like the teams that are passively disengaged, they’re just waiting for for you to give the list of, okay, go do these 12 things and then come back. How do I shift that dynamic? Where do I start? If i if my analysis is, I think that I’ve actually done that to my team, ah where would we start?Hal Mayer — If I’m convinced of that, I start at this place and I’ve done this before. Guys, you know what? I’ve been running our meetings and coming up with the answers and that’s not fair. So what I want to do is pull back more and get your engagement. So I’m going to be asking questions. I need your engagement in this meeting and your ideas coming. And in fact, if you see me over talking, catch me one-on-one afterwards and give me some feedback because I’m open up the feedback loop then, right?Hal Mayer — But I will do some self-disclosure and just own it because here’s what I do know. If you don’t own it, they won’t recognize the difference later. For example, if I tell somebody, you know what, I’m going to work on asking more questions. Six months they go, wow, you’re asking more questions. If I don’t tell them, they’ll never at they’ll never notice. Sometimes you have to highlight it. Hey, I’m going to stop being the guy trying to be the smartest man in the room, and I’m going to do this.Rich Birch — Yeah. Yeah.Hal Mayer — People get, vulnerability from a leader is a great thing, right? Own their stuff, but come up with some resources ah to help them, so so you’re asking more questions.Rich Birch — Yeah, that’s good. I like that. I like i think that’s a keen insight, that not just like shifting the behavior, but actually pointing to it like, hey, as a person, I’m changing. And the implicit, the great kind of ninja move you’re doing there is like, and therefore I need you to change because, you know, what?Hal Mayer — Right. Right.Rich Birch — I’m changing because I don’t think this is working. Implicit in that is I don’t think our relationship is structured correctly and we need to figure out a different way to do that. You don’t even need to necessarily say that. But but flagging that, hey, I need to change my approach, I think is a really smart move for sure. That’s you know that’s fantastic. Rich Birch — Well, as we’re coming down to land today’s episode, any kind of final words around this idea of asking, leading with questions rather than being the answer person all the time?Hal Mayer — Yeah, this model doesn’t mean you don’t ask offer suggestions. This model doesn’t mean you couldn’t collaborate to build it. It just means you can’t be the person always having the answer.Hal Mayer — And it’s engaging other people. And the thing you will find for me that I have found, when I truly am asking them for their ideas and we execute on their ideas, they’ll come back later and say, you know, I thought that was one of those conferences you went to that said ask questions.Hal Mayer — But you actually did execute on what we talked about. Then they’re more engaged because everybody wants has ideas and wants to be heard and wants to be a part. I think people are motivated. They’re just not motivated when we take over a meeting and and run everything, right? There’s an intrinsic motivation. There’s there’s something they want to do. They’re in ministry, not because they’re just wanting to plow through. They want to see a difference. Well, they’re in the business cycle.Rich Birch — Yeah. Yeah, that’s very true. And I think that’s a good reminder for us. I think sometimes we can get caught in the weeds of running Church World and we forget that like all these people have chosen to be here. They could be doing something else. Hal Mayer — Right.Rich Birch — And how do we bring the best out of them? And how do we, you’ve encouraged me to thinking about long term the long-term win, that really engagement, even if we have to walk through a couple of things that maybe are not the best, because… But if I can get engagement up with my team, man, that’s way better place than like, sure, we have the, it’s the, you know, it’s that perfect plan that’s poorly executed. We want to avoid that, you know, even an imperfect plan. But if it’s got tons of engagement behind it, man, there’s some gold there that we need to think more clearly about. That’s good. Love it. Hal Mayer — Yep.Rich Birch — Well, I want to send people to Amazon to pick up both of these. I think it’d be great. I really do think this could be the kind of book you could build a staff training around it, friends, really easily. You’ve got 15 staff. You could buy 15 copies of this and say, hey, you’re going to read this. And then we’re going to come to our you know team meeting in two months or whatever in a month. And we’re going to work through how do we ask better questions in our our training. That’s how it sticks out to me. Anywhere else we want to send people online to connect with you or to pick up copies of the book?Hal Mayer — You can catch my web website at halmayer.com. They can email me at hal@halmayer.com or I’m on the socials just as Hal Mayer. I, my son is Hal Mayer also, but I beat him to all of them. So I’m Hal Mayer on Instagram, Facebook, LinkedIn. It’s just /halmayer. So I win there.Rich Birch — Nice. Really appreciate you, Hal. You’re a good friend of leaders and I appreciate you being on today. Thanks for being here.Hal Mayer — Thanks, man. It’s been an honor.

'It's not for anyone else to judge'Maria sits down with Dave for 'As Seen On Your Screen'.

Join the  Uplift Community App TODAY!  If the shower is the only place you ever have a good idea, you do not have a creativity problem. You have a doing trap problem. And you are not the only one. In this episode, I break down the brain science behind why your creative network goes quiet when you live in constant execution mode and what it actually takes to wake it back up. We talk about the default mode network, why your best ideas show up when you finally stop pushing, and a Stanford study that explains why walking can unlock creative thinking in a way your desk never will. If you have been feeling stuck, scattered, or strangely blank when you try to think deeply, this episode gives you the neuroscience and the practical steps to start accessing your best ideas again.   What You'll Learn in This Episode: What the "doing trap" is and why high-achieving women fall into it without realizing it How your brain's default mode network works and why it only fires when you stop directing your attention outward Why scrolling and podcasts don't count as rest (and what actually does) The Stanford research on walking that explains every good idea you've ever had between the car and the front door Two simple moves to unlock creative thinking, starting today Why getting a DEXA scan should be on your to-do list, and what it can tell you about your bone density and visceral fat Timestamps: (00:00) - The shower as executive boardroom: where Alli's best ideas were born (02:08) - Living in constant motion and the locked-office-building brain (03:41) - Accidentally creating conditions for good thinking in the margins of your day (04:41) - What the "doing trap" is and how it shuts down your creative network (05:43) - The attic analogy: where creativity lives in your brain (06:53) - The default mode network explained (the most important thing your brain does) (08:08) - Cognitive inhibition: why your brain closes the creative door (09:00) - The Stanford walking study that changed everything (11:06) - Why scrolling and podcasts aren't actually rest (12:35) - How Alli engineered every quiet moment out of her day (and didn't even notice) (13:31) - The darkroom analogy: and the word "Selah" that's been there all along (14:38) - The two moves: walks without your phone and a pre-work pause (18:14) - This week's recommendation: go get a DEXA scan   Links to great things we discussed:  Function Health Take the Secret Superpower Quiz Join the Uplift Community Follow Alli on Instagram Don't forget to watch Alli Worthington on YouTube!    I hope you loved this episode!

Whether you're a CEO, a startup founder, a bread maker, a student or a teacher, you are an artist. When a meaningful project calls for your full attention, give it exactly that—by removing everything that competes for it.History's greatest creative minds share one quietly radical habit: they spent enormous amounts of time alone, in silence, away from the noise of the world.There is a signal available to each of us—an inner intelligence that knows exactly what to create and how to create it—but you will never hear it over the noise of notifications, obligations, and other people's urgencies. To do your finest work, you must first become unavailable to everything that isn't the work. My latest book “The Wealth Money Can't Buy” is full of fresh ideas and original tools that I'm absolutely certain will cause quantum leaps in your positivity, productivity, wellness, and happiness. You can order it now by clicking here.FOLLOW ROBIN SHARMA:InstagramFacebookYouTube

This week on Catalyst, Tammy is joined by Bob Rosen, Chief Information Officer at Arcosa. Bob discusses his career journey, including his early experience in the Air Force working with electronics and even designing tech for F-14 fighter jets! He shares how those formative roles shaped the leadership principles he carries today—most notably, that the best idea wins and that bad news doesn't improve with age. Bob and Tammy also explore the role of healthy skepticism in today's rapidly evolving AI landscape, and the importance of thinking strategically about where—and whether—AI can truly drive business results.Please note that the views expressed may not necessarily be those of NTT DATALinks: Bob Rosen Arcosa Inc. Learn more about Launch by NTT DATASee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What if the thing holding your construction company back isn't lack of effort — it's lack of deep thinking? In this episode, I sit down with Steven Puri, former EVP at DreamWorks, former VP at 20th Century Fox, and CEO of The Sukha Company — to talk about flow state: what it is, why the best leaders in the world use it, and how construction company owners can harness it to make better decisions and leapfrog the competition. Three things you'll walk away with: Why grinding harder creates linear growth — and deep thinking creates competitive leaps How to find your chronotype and build a flow state practice that actually fits your schedule The 'other movie' principle: why your best ideas come when you're working on something else Steven Puri is CEO of The Sukha Company, former EVP at DreamWorks, and former VP at 20th Century Fox. He speaks and consults on the neuroscience of peak performance for leaders across industries.  

Jeff Reinbold is the president and CEO of the National Park Foundation, leading the non-profit arm that helps care for one of America's greatest resources: our national parks and historic sites. Our national parks are a treasure but would not be able to operate without the support of Americans everywhere. And with more than 30 years' experience in our parks, Jeff Reinbold has also served as superintendent of the National Mall and Memorial Parks in DC, and oversaw the creation of the Flight 93 National Memorial in Pennsylvania, which commemorates the lives lost stopping the flight from reaching the Pentagon on 9/11.

What will Brandon Beane do in the NFL Draft? The Athletic's Buffalo Bills beat reporter Joe Buscaglia joins Andy Young to discuss the Bills' biggest needs going into the draft. How likely are they to take a wide receiver in the first round? Is defense the way to go early in the draft for new coordinator Jim Leonhard? How will new head coach Joe Brady influence the draft? Who are some of the top names for Bills Mafia to keep an eye on. Talking points also include Josh Allen, D.J. Moore, Greg Rousseau, Michael Hoecht, Landon Jackson, Deone Walker, Ed Oliver, T.J. Sanders, Bradley Chubb, Terrel Bernard, Dorian Williams and more.

For 14 years, David Imai was a Design Director at Tesla, helping shape every car the company put on the road. Before that, GM and Opel. Today he advises the startups building the future of transport and robotics, and he's obsessed with one question: why do the best ideas keep dying inside big organisations?His answer will surprise you.Every team has two types of people. The Mad Hatter, who throws out wild, half-formed, maybe-genius ideas. And the White Rabbit, who gets things done on time. Most workplaces only protect one of them, and it's almost always the wrong one. That's why your best thinking never makes it out of the meeting room.In this episode, David sits down with Cathal (his old London housemate, small world) to unpack the three things every curious culture needs. Why psychological safety isn't optional. Why Tesla sends its robotics engineers to Disney Imagineering. And the one habit that separates teams that innovate from teams that talk about innovating.If you've ever walked out of work wondering why nobody listens to your best ideas, press play. This is the episode. Hosted on Acast. See acast.com/privacy for more information.

Your dad makes you come to church, but he can't make you listen. At least that's what you've always muttered...

Getting older hits different… and we’re talking about it. From the emotional rollercoaster of aging to the personality types that make you question humanity, nothing is off-limits. We also get into the risky business of dating coworkers (bold or bad idea?), and break down the habits that separate the thriving from the just-getting-by.See omnystudio.com/listener for privacy information.

HOUR 3: Capping student loans...it's either the worst, or best idea ever. What do you think? full 2077 Tue, 31 Mar 2026 21:00:00 +0000 9ZyAiOljVX3sUzDBg8M5RqnfOApXPRzj news The Dana & Parks Podcast news HOUR 3: Capping student loans...it's either the worst, or best idea ever. What do you think? You wanted it... Now here it is! Listen to each hour of the Dana & Parks Show whenever and wherever you want! © 2025 Audacy, Inc. News False

John Kriesel talks about his wonderful trip to Disney and how he is now preferring the southeast over the southwest now, Meatsauce has perhaps his best idea of all time

John Kriesel talks about his wonderful trip to Disney and how he is now preferring the southeast over the southwest now, Meatsauce has perhaps his best idea of all timeSee omnystudio.com/listener for privacy information.

What started on March 1, 1872, when Yellowstone became the first National Park in the world, has grown to over 433 units covering over 85 million acres in America. Tagged "America's Best Idea," we celebrate National Parks Week every year in April. Roughly 20,000 people work either full-time or seasonally with the National Park Service but the system also relies on over 130,000 volunteers. The National Parks of Lake Superior Foundation--sponsor of this podcast--is one of those volunteer organizations. In this episode of the Lake Superior Podcast, Walt Lindala and Frida Waara talk with Carol Brady, founding board member and long-time Chairman of NPLSF, about the organization's mission and projects that have developed over the last two decades.5 Quotes“In 2026, this will be 20 years since we became an actual official 501(c)(3) nonprofit foundation.”“National Park Service unbelievably has over 400 units in the country, and the government budget for the National Park Service is a finite number.”“There's only so much budget to go around. In order to keep all of these places as special as folks expect them to be when you go there, they need help. They need outside help.”“That is an ongoing thing that will last much longer than I will, I'm quite sure.”“You're not going to really notice that this is not the coast of an ocean. The lake could be calm, it can be just wild, but the best thing is it's clear and cold. You dip it in there and take a drink, it's just great. It's fresh water. It's just amazing. People think it's going to just look like a big lake, and then when they realize it looks like the ocean, they forget that it's clear and cold and fresh.”Connect With Us:Lake Superior Podcast Page – https://nplsf.org/podcastFacebook – https://www.facebook.com/NationalParksOfLakeSuperiorFoundationSponsors:Cafe Imports – Minneapolis-based importers of specialty green coffees since 1993, focused on sustainability. Learn more: cafeimports.comNational Parks of Lake Superior Foundation – Donate to protect Lake Superior's five national parks: nplsf.org/donate

Wow. Episode 100. What a genuinely impressive and momentous occasion, one that we certainly aren't taking lightly. So to celebrate this incredible milestone, we've decided to take things back to where they all began... No, not Sonic 1, we obviously did that already. No, we're taking things back to where WE all began. Before the podcast, before Sonic F, there were the Sonic Shorts collabs. A passion project helmed by animators on Newgrounds and YouTube, all of whom shared a love for that speedy little spike ball and a desire to share that love with the world (by making him run fast and crash into things). That's why we're looking back at the entire nearly 20 year history of Sonic Shorts with Sonic Paradox cofounders The Wax and Boozerman. We're not stopping there, though, not by a long shot. You'll also get to hear from many of the same artists and voices who have been part of the series, some dating back to the very first volume, to talk about their own history with SP and the shorts. It's a love letter to the project that brought us all together, one we couldn't be prouder to have been a part of, and we couldn't think of a better way to celebrate the big one-double-zero. Thanks for joining us for the last 100 episodes. Here's to 100 more. (0:01:00) Intro/Main topic: Sonic Shorts (0:06:57) Interview: Ter0nik (0:10:58) Sonic (Paradox) origins (0:17:02) Volume 1 (0:19:29) Interview: RGX (0:26:37) Volume 1 continued (0:30:51) Volume 2 (0:42:26) Volume 3 (0:478:26) Interview: Mahamarr (Gust198) (0:57:40) Volume 3 continued  (0:59:36) Interview: Lythero (Link3Kokiri) (1:07:46) Volume 3 continued (1:13:36) Volume 4 (1:14:30) Interview: Cacti (1:21:59) Volume 4 continued (1:27:51) Volume 5 (1:28:58) Interview: Paddy (AtomicBottle) (1:35:51) Volume 5 continued (1:37:57) Interview: Mystic Pyro Freak (1:42:56) Volume 5 continued  (1:47:36) Knuckles Briefs (1:51:05) George (Bit-Master) (2:02:39) Knuckles Briefs continued (2:04:30) Sonic Shits (2:10:13) Volume 6 (2:18:14) Volume 7 (2:23:00) Sonic Heroes musicals (2:24:05) Interview: RecD (2:35:35) Sonic Heroes continued (2:36:18) Sonic Shits 2 (2:38:33) Volume 8 (2:43:07) Interview: KaDoYuu  (2:52:09) Volume 8 continued  (2:53:15) Interview: Hieifireshadow (3:04:26) Volume 8 continued  (3:09:20) Graphicn8 (Surging PNSK) (3:11:43) Volume 8 continued  (3:12:17) Meetup, hiatus, and HD volumes (3:17:51) Vector's Knickers (3:25:06) Volume 9 (3:33:08) Volume 10 (3:39:30) Final thoughts (including what's next) (3:47:55) Outro  Featuring The Wax, Boozerman, Ter0nik, RGX, Mahamarr, Lythero, Cacti, Paddy, Mystic Pyro Freak, Bit-Master, RecD, KaDoYuu, Hieifireshadow, and Graphicn8 Amie Waters on Linktree Sonic Paradox on YouTube Sonic Shorts playlist Sonic Heroes: The Musical Sonic Legacy

In this conversation from the America at a Crossroads series, acclaimed filmmaker Ken Burns and Pulitzer Prize–winning historian Rick Atkinson join journalist Patt Morrison to examine how the American founding era continues to shape today's political and cultural debates.Drawing on their extensive work exploring the Revolutionary period, Burns and Atkinson discuss the ideas, conflicts, and leadership that defined America's birth—and how those same tensions echo in the nation's present moment.The discussion explores questions including:• What lessons does the American Revolution offer for today's challenges?• How did the founding generation navigate division and uncertainty?• What historical perspective can help illuminate the crossroads America faces today?Burns reflects on themes from his documentary The American Revolution, while Atkinson discusses insights from his bestselling Revolution Trilogy, including The Fate of the Day.SpeakersKen Burns – Documentary filmmaker known for landmark series including The Civil War, Baseball, Jazz, The National Parks: America's Best Idea, The Vietnam War, and The American Revolution.Rick Atkinson – Pulitzer Prize–winning historian and #1 New York Times bestselling author of The Long Gray Line, The British Are Coming, The Guns at Last Light, and The Fate of the Day.Patt Morrison – Journalist, author, and longtime Los Angeles Times columnist and broadcaster.Event DetailsAmerica at a CrossroadsMarch 4, 2026Hosted by Jews United for Democracy and Justice

What if the breakthrough you're chasing isn't hiding in your to-do list but in the space you refuse to take?In this episode of the Building Resilience Podcast, Leah Davidson explores why your best ideas don't show up when you're staring at your desk and what neuroscience says about where creativity actually lives. If you've ever had your most powerful insights in the shower, on a walk, or just as you were falling asleep, this isn't a coincidence. It's biology.Leah unpacks the science behind the Default Mode Network, the “three Bs of creativity” bed, bath, and bus, and why incubation, what she calls marinating or percolating, is a critical but overlooked part of the creative process. You'll learn why boredom isn't laziness, why stepping away is sometimes the most productive move you can make, and how to intentionally design space for insight in your real, everyday life.If you've been feeling creatively depleted, stuck, or like you need to try harder, this episode offers a different path. One rooted in safety, spaciousness, and trusting your nervous system to do what it was designed to do.We'll explore:Creativity is not just about focus. It is about the relationship between focus and unfocused time.The Default Mode Network activates when you're not task-focused and helps make unexpected connections.Incubation, stepping away from a problem, is a necessary stage in the creative process.Boredom and unstructured time are preconditions for insight.Your nervous system needs spaciousness to integrate, connect, and generate new ideas.LINKS AND RESOURCES:Midlife Recalibration Week, March 23-27, 30, 2026 12pmESThttps://www.skool.com/midlife-recalibration-week-7699/aboutCOMMUNITYMIDLIFE NERVOUS SYSTEM REWIRE COMMUNITY

This week, we kicked things off with a story that's almost too good to be true—the Great Emu War of 1932—and used it to highlight what happens when we try to solve modern problems with old, top-down thinking. As organizations confront complexity and change, we're not up against simple, centralized challenges anymore; we're facing adaptive, distributed ones.We sat down with Emily Tedards and Jason Wild, co-authors of Genius at Scale. They challenged the myth of the lone genius and shared how true innovation emerges from activating the collective genius within and beyond organizational boundaries. Drawing from research and real-world experience, they revealed why democratizing creativity isn't just a buzzword—it's a leadership imperative. We explored their ABC framework: Architect, Bridger, Catalyst, and discussed how leaders can become wayfinders in uncertain times.Then, we brought in Susan Riley, founder of the Institute for Arts Integration and STEAM, to talk about her book Creativity's Edge. She reframed human creativity as the unique capacity that AI can't touch—because real creativity isn't just about finding the right answer; it's about seeing what doesn't exist yet and bringing it to life. Susan shared her Four Branches of Creativity, the “three I's” that set humans apart, and actionable strategies to foster creativity—especially as friction in the process becomes more important in an AI-driven world.This episode is for leaders and creatives who know that having the “best idea” isn't enough. Instead, the future belongs to those who can unleash genius in themselves and others, build resilient systems, and lead with adaptability and purpose.Five Key Learnings:The Lone Genius is a Myth: Innovation doesn't depend on one visionary. It thrives in marketplaces of diverse perspectives and constructive conflict.Leadership is Social Architecture: Effective leaders are architects, bridgers, and catalysts—cultivating culture, building partnerships, and activating large-scale innovation movements.Conflict Fuels Innovation: Too little conflict, not too much, is often what impedes progress. Healthy, respectful disagreement leads to better solutions.Wayfinding Over Pathfinding: In uncertain environments, leaders can't always provide a clear path. Instead, they must clarify purpose and values, creating space for collective exploration and learning.Creativity is Our Edge: AI can't replicate the generative, integrative process of true creativity. Mastering integration, intention, and innovation allows us to express what only humans can.Get full interviews and bonus content for free! Just join the list at DailyCreativePlus.com.

Mike Schopp and The Bulldog discuss which WR they think is the best idea for the Bills

More year-end awards today! Today, Jim and Greg tackle the fourth installment of the 3 Three Martini Lunch Awards. Today, they offer up their selections for the Best Political Idea, Worst Political Idea, and Boldest Political Tactics for the year. They start with the best ideas of the year. Jim applauds those who are advancing the cutting edge technology that will rapidly change our world. Greg cheers on those fighting to eliminate the most unfair tax of all.Then it's time for the worst political ideas of the year. Jim quickly zeroes in on a big aspect of the Trump economic agenda that may well be hurting the president's own efforts to bring prices down. Greg chides Trump for picking a fight with closest neighbors at a time when the lefties there were about to implode. Now we get five more years of leftist insanity.Finally, they're on to the boldest political tactics for 2025. Jim praises Trump for waving off the naysayers and neutralizing on of the world's major looming threats. Greg gives Trump and Elon Musk credit for trying to shrink our government. Even though it did not achieve all of its goals, at least someone finally tried - something neither party has shown any interest in doing for decades.Don't miss Tuesday's special edition as Jim and Greg reveal their choices for Most Overreported Story, Most Underreported Story, and the Best Story of 2025.New episodes every weekday. 

More year-end awards today! Today, Jim and Greg tackle the fourth installment of the 3 Three Martini Lunch Awards. Today, they offer up their selections for the Best Political Idea, Worst Political Idea, and Boldest Political Tactics for the year. They start with the best ideas of the year. Jim applauds those who are advancing […]

Feeling lost on the creative journey? Download our 7 step Creative Career Path Handbooklet for FREE by signing up to our newsletter: http://andyjpizza.substack.com --- The Creative Pep Talk Top 5 BEST IDEAS from 2025. This is a FUN BLITZ through the most essential ideas and tactics from our past year of episodes. This was exciting and helpful for me to review, and I can't wait for you to hear this jam packed, end of year episode!‌ SHOW NOTES:502 - How to Beat the Analysis Paralysis of "The Right Path"502 - How to Beat the Analysis Paralysis of "The Right Path" 513 - Why Creatives Have to Build Habits Differently and How to Do It513 - Why Creatives Have to Build Habits Differently and How to Do It 515 - Want to Quit Social Media? 3 Essential Considerations for Any Creative Practice515 - Want to Quit Social Media? 3 Essential Considerations for Any Creative Practice 529 - Escape Your Creative Rut with This 5 Part Creative Hygiene Checklist529 - Escape Your Creative Rut with This 5 Part Creative Hygiene Checklist 532 - THIS is Your Creative Secret Weapon that You're Ignoring532 - THIS is Your Creative Secret Weapon that You're Ignoring Petey USA on Rainn Wilson's Soul BoomPetey USA Leans Into Life Iain McGilchrist - Master and His EmissaryThe Master and His Emissary Producer / Editor: Sophie Miller http://sophiemiller.coAudio Editing / Sound Design: Conner Jones http://pendingbeautiful.coSoundtrack / Theme Song: Yoni Wolf / WHY? http://whywithaquestionmark.com Learn more about your ad choices. Visit megaphone.fm/adchoices