Podcasts about best ideas

(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.

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.

You can find a transcript hereAre you missing out on your organization's greatest untapped resource? Many companies look outward for the next big idea, but the "smartest guys" might already be on your payroll. In this podcast, we dive deep into High Involvement Innovation (HII)—the strategy of engaging every single employee to drive continuous improvement.From Toyota's 50 million suggestions to the concept of "LIFE" (Little Improvements From Everyone), we break down how to move beyond basic suggestion boxes and build a culture where innovation is "the way we do things around here." In this podcast, you'll learn:The "Free Brain" Concept: Why every pair of hands comes with a creative mind ready to solve problems. The 9 Core Capabilities: From strategic direction to idea management systems, what you need to make HII stick. Technology as an Accelerator: How modern platforms are replacing clunky manual systems to enable collaboration and rapid feedback. The "Gold in the Mine": Joseph Juran's classic philosophy on extracting value from internal creativity.

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

God's Best Idea To support this ministry financially, visit: https://www.oneplace.com/donate/1002/29?v=20251111

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 timeSee omnystudio.com/listener for privacy information.

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

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

The following article and above video are based on a song I wrote several months ago. You listen to the song, Move with What You Love, here: https://bookmarketingbestsellers.com/move-with-what-you-love-with-derek-hunter-music-video.The Creative Stagnation TrapInspiration is a byproduct of movement, not a prerequisite for it. Most creators have it backward: they wait for a visceral emotional shift or a sign from the universe before they dare to put pen to paper or brush to canvas. This passive waiting isn't just a delay; it's a slow-motion execution of your potential. The hard truth of the creative life is that the stuck feeling you're nursing is actually a symptom of your own stillness. To change your perspective, you have to change your position. Movement is the only reliable driver of change.The Action Paradox — Why Seeing Isn't EnoughWe are often told that art is about observation, but John Kremer's I Tell You Poetry collection presents a more aggressive reality: perception without participation is a dead end. Many creators stall because they are waiting to feel moved by an external spark. This is the great Action Paradox — we wait to be moved so we can act, yet the source proves we must act so that we, and eventually our audience, can be moved.You cannot watch your way to a breakthrough. Momentum is not something you find; it is something you manufacture by becoming the catalyst of your own work.“No one is moved by what they see, People are moved by what they do.”Bravery as a Rep — The Power of Small WinsIf the thought of a grand opening or a magnum opus paralyzes you, then stop thinking big. The transition from stagnation to success begins with the baby steps Hunter describes in his lyrics. These aren't just minor movements; they are the fundamental building blocks of a professional practice.Treat every act of creation as just another rep in a lifelong workout. By viewing bravery as a repetitive exercise rather than a singular, terrifying event, you normalize the stakes. You do the thing you fear not to conquer it once and for all, but to turn courage into a habit. Success isn't found in the giant leap; it's found in the cumulative weight of daily repetitions.The Limits of Language — When Words Aren't EnoughEven for the most skilled wordsmith, the reality is that sometimes words just can't describe how you feel. Plain text has its boundaries, and in a modern creative landscape, ignoring the multi-sensory experience is a strategic error.Graphics add a touch that says so much more, bridging the emotional gap where vocabulary fails. Whether it is a tip-o-graphic or a carefully selected image, visual elements are not mere decorations — they are essential tools that communicate the gifts from above and the whispers of inspiration that words alone cannot carry. To move an audience, you must engage more than just their inner monologue.The Walcott Blueprint — Self-Publishing Your Way to the Nobel PrizeWaiting for permission is the hallmark of the amateur. If you need proof that doing beats waiting, look at Derek Walcott. He didn't wait for a legacy publisher to validate his voice; he wrote his first poem at 14. By the time he was 20 — an age when most are still finding themselves — he had already self-published his first collection and produced his first play.Walcott's early commitment to moving with what he loved created the foundation for a career that culminated in a Nobel Prize for Literature for his masterpiece, Omeros. His trajectory shames the creator who is waiting for the right time. The right time was years ago; the second best time is today.The High Cost of a Bad Name — Strategy Over AestheticsMotion is essential, but blind motion is expensive. In the marketplace of ideas, moving with what you love requires the cold, hard discipline of strategy. There is a specific, quantifiable risk to ignoring the business side of creativity: creators regularly risk spending up to $4,000 on a cover for a book with a bad title.This is where the strategist overrules the artist. Investing $150 in a professional book title critique is a small but vital rep of bravery. It ensures that your financial and creative energy is built on a foundation that resonates with an audience. True success isn't just about the art; it's about ensuring the art has a name that allows it to be found.From Observation to MotionCreative success is never a spectator sport. It is a result of moving with what you love rather than watching it from the sidelines. Whether you are self-publishing your first collection like a young Walcott, using graphics to amplify your message, or simply showing up for your daily rep of bravery, the message is clear: action generates the electricity that observation never will.If you stopped watching and started doing today, what rep of bravery would you perform first?Book Marketing Success is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit bookmarketing.substack.com/subscribe

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

Historian and ordained Episcopal priest Randall Balmer joins Frank Schaeffer to discuss his powerful new book, America's Best Idea. Together they explore the true history of church-state separation, the myth of America as a Christian nation, the Treaty of Tripoli, the Supreme Court's recent rulings, and why evangelical Christians may lose the most if Christian nationalism succeeds. A truth-telling conversation about democracy, faith, and the First Amendment._____LINKShttps://bookshop.org/a/99692/9781586424145_____I have had the pleasure of talking to some of the leading authors, artists, activists, and change-makers of our time on this podcast, and I want to personally thank you for subscribing, listening, and sharing 100-plus episodes over 100,000 times.Please subscribe to this Podcast, In Conversation… with Frank Schaeffer, on your favorite platform, and to my Substack, It Has to Be Said. Thanks! Every subscription helps create, build, sustain and put voice to this movement for truth. Subscribe to It Has to Be Said. The Gospel of Zip will be released in print and on Amazon Kindle, and as a full video on YouTube and Substack that you can watch or listen to for free.Support the show_____In Conversation… with Frank Schaeffer is a production of the George Bailey Morality in Public Life Fellowship. It is hosted by Frank Schaeffer, author of The Gospel of Zip. Learn more at https://www.thegospelofzip.com/Follow Frank on Substack, Facebook, Twitter, Instagram, Threads, TikTok, and YouTube. https://frankschaeffer.substack.comhttps://www.facebook.com/frank.schaeffer.16https://twitter.com/Frank_Schaefferhttps://www.instagram.com/frank_schaeffer_arthttps://www.threads.net/@frank_schaeffer_arthttps://www.tiktok.com/@frank_schaefferhttps://www.youtube.com/c/FrankSchaefferYouTube In Conversation… with Frank Schaeffer Podcast

Futurum's Daniel Newman talks about his firm's "AI 15 picks," which includes software companies like Palantir (PLTR) and utility-based stocks like Nebius (NBIS) and IREN Ltd. (IREN). While the Mag 7 remains in the spotlight due to their size, Daniel urges investors turn to smaller names with potential to maximize profits with AI. On Palantir, he sees more upside despite the company's tremendous valuation. However, his "best idea" is still a Mag 7 pick in Meta Platforms (META). ======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

Reaching 100 episodes is more than a milestone. It's a moment to step back and recognize what's been built together. In this special compilation episode of Machine Shop Mastery, I reflect on the most powerful ideas, lessons, and human stories that emerged from the first 99 conversations with shop owners and manufacturing leaders across the industry. When this podcast started, I thought we were chasing a simple question: what makes great shops great? What became clear over time is that we weren't really talking about machines or parts at all. We were talking about responsibility, sacrifice, leadership, and the human soul of the American economy. Over these episodes, we've heard from owners who sold their homes to save their businesses, leaders who risked everything to protect their teams, and families who carried legacies forward through loss and adversity. This episode brings together those lessons into a set of foundational pillars that show up again and again in successful shops. The power of process. The importance of culture and core values. The strategic advantage of planning. And the discipline required to build a business that doesn't rely entirely on its owner. These aren't theories. They're lived experiences shared by people who have felt the weight of ownership firsthand. You'll also hear moments of generosity, resilience, and community that rarely make it into business playbooks. Stories of competitors helping competitors, leaders choosing people over profit, and shop owners who understand that a rising tide truly lifts all boats. Together, these stories form something bigger than a highlight reel. They represent a body of collective wisdom. This episode isn't a finish line. It's a marker. A thank-you to the guests who trusted me with their stories, and to the listeners who show up every week to learn, reflect, and grow. Here are some of the best ideas from the first 99 episodes of Machine Shop Mastery. You will want to hear this episode if you are interested in... Compelling question or topic, written to elicit curiosity  (3:30) Scott Shortess: Process as the foundation of operational excellence (5:30) Dave Capkovitz: Trusting the process more than your gut (7:00) Why we created Hire MFG Leaders (7:25) Introducing Pillar #2: Culture and core values (8:19) Culture as something practiced daily, not written on a wall (9:35) Using values to guide hard people decisions (12:58) How culture, values, and people drive the success of a business (16:19) Why strong culture carries teams through adversity (16:53) Introducing Pillar #3: Planning as a strategic advantage (17:24) The cost of poor planning on the shop floor (21:19) Investing in planning and engineering to unlock throughput (23:49) "Sharpen the axe" thinking and why preparation pays off (25:39) Get a free custom report from Factur for real opportunities in your industry (26:43) Introducing Pillar #4: Building a business that doesn't depend on the owner (27:19) Running a shop as if it will one day be sold (29:58) Why many shops struggle with succession and exit readiness (32:08) Delegation, trust, and letting leaders emerge (40:15) Stories of sacrifice, resilience, and personal cost behind success (45:30) The human moments that drive manufacturing onward (50:11) Final reflections on leadership, legacy, and responsibility (51:36) Join us at the 2026 IMTS Exhibitor workshop Resources & People Mentioned 1. Process is King! Serving Clients Through Process Improvements with Scott Shortess 4. The Power of Investing in People - Lessons from Jamie Spitzer 9. Going All-In on Community Engagement and Workforce Development 15. A Masterclass In Machine Shop Ownership with Aneesa Muthana 19. Building a World-Class Shop with Brad Keselowski 22. Vision and Values-Based Leadership with Eric and John from KMM Group 28. How to Delegate Yourself Out of a Job with David Hannah 35. Steep Learning Curve of a Successful Machine Shop with Dave Capkovitz 39. Caring Your Way to Success with Kody Guidry 42. Making Precision Moves in Building a Highly Successful Machine Shop 58. How to Find, Buy, & Grow a Shop with Mike Fritz Get a free custom report from Factur for real opportunities in your industry Use Hire MFG Leaders for your next hire Join us at the 2026 IMTS Exhibitor workshop Connect With Machine Shop Mastery The website LinkedIn YouTube Instagram Subscribe to Machine Shop Mastery on Apple, Spotify Audio Production by - PODCAST FAST TRACK

 Some of the most indispensable things in our world were discovered not because of a plan, but because someone noticed what kept appearing—and didn't throw it away. From food preservation to materials to writing itself, this episode explores how outcomes often arrive before explanations, and how attention quietly shapes progress.Is it invention? Discovery? Happy Accident? Ingenuity? Dumb Luck?Long before theories, systems, or understanding, people noticed what worked. They kept it. Only later did explanations catch up—if they ever did. This is a calm look at how the world advances not through brilliance alone, but through patience with what doesn't yet make sense.If this stayed with you, you probably know someone else who might appreciate it.A great episode to watch next about what we learn from the legendary John Henry: https://youtu.be/i7Mv_XmjTJM________________________________________Suggested Chapters / Timestamps00:00 — What Wasn't Planned01:26 —Noticed  -not-  understood02:44 — Remembering04:56 — A Pattern06:46 — An Ounce________________________________________References & Further ReadingFood Preservation & Fermentation• Cooked — Michael PollanHow early food practices reshaped humans long before scientific explanation.• On Food and Cooking — Harold McGeeModern science catching up to ancient food practices.Glass & Materials• Stuff Matters — Mark MiodownikHow materials behave first—and only later gain meaning and use.• The Substance of Civilization — Stephen L. SassHow unintended material properties quietly shaped civilization.Writing & Symbol Systems• How Writing Came About — Denise Schmandt-BesseratWriting as a workaround for memory and accounting—not artistic invention.How New Ideas & Technologies Actually Emerge• The Evolution of Technology — George BasallaTechnology evolves through variation and selection, not planning.• The Nature of Technology — W. Brian ArthurWhy technology grows organically from what already exists. 10 second pre-roll promo for An Ounce Podcast on YouTube

Andrew Humberman BioSnap a weekly updated Biography.Andrew Huberman, the Stanford neuroscientist and Huberman Lab podcast powerhouse, has been lighting up the final days of 2025 with fresh drops that could reshape how we chase peak performance into the new year. On December 29, the Huberman Lab site rolled out a guest episode titled Defining Healthy Masculinity and How to Build It with Terry Real, diving deep into relational dynamics and mens mental health a potential biographical milestone as Huberman cements his role as the go-to guru for Optimized Man vibes. Huberman Lab reports this as the latest in a string of heavy-hitters, following the December 25 Essentials episode on optimizing hormones for health and vitality with Dr. Kyle Gillett, which unpacked testosterone tweaks and longevity hacks for everyday warriors.Just days earlier, on December 25, Chris Williamsons Modern Wisdom YouTube channel premiered Life Hacks A Christmas Special 2025, a 2-hour romp reflecting on the years best brain boosters with nods to Hubermans protocols sparking buzz in podcast circles. UnHerd magazine spotlighted Huberman in its bombshell year-end piece 2025 the Year We Took the Red Pill, hailing him as a leader in the health-maxxing rebellion among young men ditching digital doom for real-world gains a cultural nod with legs amid the Great Unplugging.Social ripples hit too a December 28 Seventh Sense CBD article invoked Huberman explaining nicotines focus-boosting brain effects, while Sahil Blooms Substack The 25 Best Ideas of 2025 quoted him praising a book on life choices. No confirmed public appearances or business moves popped in the last few days, though YouTube clips like Reflections on 2025 Preview teased more. Speculation swirls on X about his next live event, but thats unverified chatter. Hubermans quiet empire-building keeps fans hooked, positioning him as 2026s vitality oracle.Get the best deals https://amzn.to/3ODvOtaThis content was created in partnership and with the help of Artificial Intelligence AI

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 […]

First up in our Top 6 most impactful guests from 2025, renowned documentary filmmaker Ken Burns talks about his new documentary film on the American Revolution, his Vietnam War documentary series, his path to a career in movies and more. He has created a legendary catalog of documentary movies including “The Vietnam War,” “The Civil War,” “Baseball,” “The War,” “The National Parks: America's Best Idea;” and more. His films have been honored with dozens of major awards, including 17 Emmy Awards, two Grammy Awards and two Oscar nominations. Other topics include the impact of funding cuts on PBS and NPR, what Reddit is saying about watching documentaries by Burns and more.

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

Ken Burns has been making documentary films for almost fifty years. Since the Academy Award nominated Brooklyn Bridge in 1981, he has gone on to direct and produce some of the most acclaimed historical documentaries ever made, including The Civil War; Baseball; Jazz; The War; The National Parks: America's Best Idea; Prohibition; The Roosevelts: An Intimate History; The Vietnam War; Country Music; The U.S. and the Holocaust; The American Buffalo; and Leonardo da Vinci. Future film projects include Emancipation to Exodus, and LBJ & the Great Society, among others. Ken's films have been honored with dozens of major awards, including seventeen Emmy Awards, two Grammy Awards and two Oscar nominations. In September of 2008, at the News & Documentary Emmy Awards, Ken was honored by the Academy of Television Arts & Sciences with a Lifetime Achievement Award. In November of 2022, Ken was inducted into the Television Academy Hall of Fame. And we're thrilled to have Ken with us to discuss his latest masterpiece, The American Revolution. Got somethin' to say?! Email us at BackroomAndy@gmail.com Leave us a message: 845-307-7446 Twitter: @AndyOstroy Produced by Andy Ostroy, Matty Rosenberg, and Jennifer Hammoud @ Radio Free Rhiniecliff Design by Cricket Lengyel

2025 had everything. An AI infrastructure boom, China roaring back, gold up nearly 50%, surprise rate cuts and a few scandals we'd all forgotten about (Coldplay Kiss Cam CEO, anyone?). We break down what actually mattered for your portfolio.In this episode we cover: • The biggest market moments of 2025 • How the ASX, S&P 500, Europe, Japan and China really performed • The standout winners • The surprising underperformers Then Simon jumps into the hot seat for his annual Mr Beat Up review, running through which beaten-up stocks bounced…and which ones absolutely didn't.Close out a huge 2025 with us and make sure you're subscribed so you don't miss our Best of the Best series starting next week with some of Australia's top fund managers.———Want to get involved in the podcast? Record a voice note or send us a message And come and join the conversation in the Equity Mates Facebook Discussion Group.———Want more Equity Mates? Across books, podcasts, video and email, however you want to learn about investing – we've got you covered.Keep up with the news moving markets with our daily newsletter and podcast (Apple | Spotify)We're particularly excited to share our latest show: Basis Points· Listen to the podcast (Apple | Spotify)· Watch on YouTube· Read the monthly email———In the spirit of reconciliation, Equity Mates Media and the hosts of Equity Mates Investing acknowledge the Traditional Custodians of country throughout Australia and their connections to land, sea and community. We pay our respects to their elders past and present and extend that respect to all Aboriginal and Torres Strait Islander people today. ———Equity Mates Investing is a product of Equity Mates Media. This podcast is intended for education and entertainment purposes. Any advice is general advice only, and has not taken into account your personal financial circumstances, needs or objectives. Before acting on general advice, you should consider if it is relevant to your needs and read the relevant Product Disclosure Statement. And if you are unsure, please speak to a financial professional. Equity Mates Media operates under Australian Financial Services Licence 540697 Hosted on Acast. See acast.com/privacy for more information.

Nvidia had one of the wildest 36 hours in market history smashing earnings, soaring after-hours, then wiping out $450 billion in value by the next day. We break down what actually happened.Then we turn to one of the biggest events of the year Sohn Hearts and Minds where 11 of the world's top fund managers pitched their best stock ideas for 2026. Special guest Liv from the Equity Mates team reports on the vibes in the room and joins us for a draft championship!From entertainment giant's TKO Group and Live Nation to Morimatsu, builders of modular factories in Japan, we each build our own four-stock portfolio…and defend our picks.Meet some of the Sohn Hearts and Minds 2025 stock pickers right here on Equity Mates:Listen to Eric Wong here& Beeneet Kothari here———Want to get involved in the podcast? Record a voice note or send us a message And come and join the conversation in the Equity Mates Facebook Discussion Group.———Want more Equity Mates? Across books, podcasts, video and email, however you want to learn about investing – we've got you covered.Keep up with the news moving markets with our daily newsletter and podcast (Apple | Spotify)We're particularly excited to share our latest show: Basis Points· Listen to the podcast (Apple | Spotify)· Watch on YouTube· Read the monthly email———In the spirit of reconciliation, Equity Mates Media and the hosts of Equity Mates Investing acknowledge the Traditional Custodians of country throughout Australia and their connections to land, sea and community. We pay our respects to their elders past and present and extend that respect to all Aboriginal and Torres Strait Islander people today. ———Equity Mates Investing is a product of Equity Mates Media. This podcast is intended for education and entertainment purposes. Any advice is general advice only, and has not taken into account your personal financial circumstances, needs or objectives. Before acting on general advice, you should consider if it is relevant to your needs and read the relevant Product Disclosure Statement. And if you are unsure, please speak to a financial professional. Equity Mates Media operates under Australian Financial Services Licence 540697 Hosted on Acast. See acast.com/privacy for more information.

Alright dealers, we just got back from the Buy Here Pay Here Dealer Forum in Nashville, TN—and let me tell you, the ideas we picked up will more than pay for the trip. Here's what we cover:-The "Best Ideas" session—strategies dealers are using RIGHT NOW to win-Man-on-the-street interviews with dealers who are in the trenches just like you-How AI is changing the game for BHPH dealers (and what's actually working)-A few laughs along the way because this business is hard enough without taking ourselves too seriouslyThe Bottom Line: Events like the BHPH Dealer Forum aren't just about learning—they're about connecting with other dealers who get it. The ideas shared in Nashville are worth their weight in gold, and we're bringing them straight to your screen. Whether you were there or not, this recap will give you strategies you can implement today.UPCOMING EVENT:

Nick and Rob dive into the world of The Muppets and break down the top five ways Disney should be using them more in the parks. From smarter storytelling to new attraction potential, we explore how these iconic characters could bring fresh energy and charm back to Walt Disney World. If you love The Muppets—or just think the parks could use a little more personality—this episode is full of fun ideas, nostalgia, and classic Dis-List banter.Follow & Support Us:

In this webinar-turned podcast, Scott Becker discusses launching, scaling, and funding startups with Dr. Bo Gu, Krista Bragg, Bart Walker, Andy Friedman, and Manav Sevak.

What if the world didn't reward the best ideas — but the best-packaged ones? That's the question at the heart of this conversation between Bill Sherman and Gavin McMahon, CEO of fassforward and author of Story Business. Once an engineer designing submarines, Gavin discovered that technical brilliance alone doesn't move ideas forward — storytelling does. Now, he helps leaders use story as a tool for influence, clarity, and change. In this episode, Bill and Gavin explore why ideas don't speak for themselves — and how story gives them a voice. They unpack the idea of “storytelling power” versus organizational power, and why leaders who can't tell stories struggle to inspire action. Gavin defines story as “information wrapped in emotion for commercial purpose” — a deceptively simple definition that can transform the way you present ideas. They also dive into Gavin's concept of “grandma language,” the art of making complex ideas accessible without losing credibility. Using examples from CEOs and real-world leaders, Gavin shows how mixing simple and sophisticated language helps ideas stick — even in high-stakes environments like cybersecurity or strategy. You'll also hear about the seven-year journey of writing Story Business — how Gavin refined his thinking, wrestled with simplicity, and learned that clarity comes only after doing the hard work of distillation. Along the way, he and Bill reflect on humility in communication, the creative joy of writing, and why being “nicer to people” may be the best advice for every thought leader. If you've ever struggled to make your ideas land — this conversation will show you how story turns insight into impact. Three Key Takeaways: • The Best Idea Doesn't Win — The Best-Packaged One Does. Gavin argues that success isn't about having the smartest idea, but the clearest, most emotionally resonant one. Storytelling gives ideas power, helping them stand out and gain traction in organizations that aren't true meritocracies. • “Grandma Language” Makes Ideas Stick. Gavin introduces the concept of blending “credibility language” (expert terminology) with “grandma language” (simple, human words). The balance builds trust and accessibility — a must for leaders trying to communicate complex ideas to busy or distracted audiences. • Simplicity Is Earned Through Hard Work. Writing Story Business taught Gavin that true simplicity comes only after deep thought and refinement. As he tells Bill, people make ideas complicated because they haven't finished thinking them through — and clarity is proof of mastery. If this conversation on Story Business sparked new ways to think about how you share ideas, you'll love hearing from Michelle Mellon in Thought Leadership and Storytelling. She dives deep into how narrative builds trust, shapes perception, and turns expertise into connection. Listen next: Thought Leadership and Storytelling with Michelle Mellon — and discover how to make your stories resonate long after the meeting ends.

Vote for The Best Idea Yet to win “Best Business Podcast”: ​​https://vote.signalaward.com/PublicVoting#/2025/shows/genre/businessMcDonald's Monopoly is back after 10 years… It broke the rules of marketing (and the FBI got involved).Friend is selling a physical AI buddy… and its $1M subway ad is the biggest ever.Saudi Arabia is buying Electronic Arts for $55 billion… it's not for profits, it's for power.Our weekly show The Best Idea Yet just wrapped up Season 1… and got nominated for “Best Business Podcast”So vote, vote, vote, vote for us to win the award: ​​https://vote.signalaward.com/PublicVoting#/2025/shows/genre/business$HAS $MCD $EA NEWSLETTER:https://tboypod.com/newsletter OUR 2ND SHOW:Want more business storytelling from us? Check our weekly deepdive show, The Best Idea Yet: The untold origin story of the products you're obsessed with. Listen for free to The Best Idea Yet: https://wondery.com/links/the-best-idea-yet/NEW LISTENERSFill out our 2 minute survey: https://qualtricsxm88y5r986q.qualtrics.com/jfe/form/SV_dp1FDYiJgt6lHy6GET ON THE POD: Submit a shoutout or fact: https://tboypod.com/shoutouts SOCIALS:Instagram: https://www.instagram.com/tboypod TikTok: https://www.tiktok.com/@tboypodYouTube: https://www.youtube.com/@tboypod Linkedin (Nick): https://www.linkedin.com/in/nicolas-martell/Linkedin (Jack): https://www.linkedin.com/in/jack-crivici-kramer/Anything else: https://tboypod.com/ About Us: The daily pop-biz news show making today's top stories your business. Formerly known as Robinhood Snacks, The Best One Yet is hosted by Jack Crivici-Kramer & Nick Martell.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

D&P Highlight: Turning to technology to answer life's biggest questions may not be the best idea. full 718 Mon, 15 Sep 2025 18:58:00 +0000 txp53ifOYg7074QUwJh1BSzpU1YxbEHi news The Dana & Parks Podcast news D&P Highlight: Turning to technology to answer life's biggest questions may not be the best idea. 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

Ever notice your best ideas don't come when you're forcing yourself to “figure things out”? They show up in the shower, on a walk, or drifting off to sleep. That's because inspiration flows when you quiet your overactive, ego-driven mind and create space for divine guidance. Today, I'm sharing how I learned to replace overthinking with what I call “divine downloads” — ideas that feel like they come straight from God, your highest self, or collective consciousness. I'll walk you through a powerful story from a recent mastermind that reminded me how life-changing it is to act on inspiration the moment it arrives (before doubt talks you out of it). By the end of this episode, you'll know how to create more space for inspiration, capture those ideas before they fade, and turn them into the kind of meaningful action that transforms your life — and the lives of those you care about most. KEY TAKEAWAYS The Difference Between Thinking and a Thought How Overthinking Blocks Inspiration The Mastermind Moment That Inspired Me Acting on Inspiration Before Thinking Yourself Out of It Creating Space for Divine Downloads Why You Must Capture Ideas Immediately Turning Inspired Thoughts Into Action Get The Full Show Notes To get full access to today's show notes, including audio, transcript, and links to all the resources mentioned, visit MiracleMorning.com/599 Subscribe, Rate & Review I would love if you could subscribe to the podcast and leave an honest rating & review. This will encourage other people to listen and allow us to grow as a community. The bigger we get as a community, the bigger the impact we can have on the world. To subscribe, rate, and review the podcast on iTunes, visit HalElrod.com/iTunes. Connect with Hal Elrod Facebook Twitter Instagram YouTube   Copyright © 2025 Miracle Morning, LP and International Literary Properties LLC

Each Week on The Best Idea Yet, Nick Martell and Jack Crivici-Kramer (hosts of the award-winning daily pop-business podcast, The Best One Yet aka TBOY) identify the most viral products of all time and reveal their untold origin stories — plus the bold risk-takers who brought them to life. From the Pokémon to LEGO, to Super Mario Brothers, learn how your favorite things got made. Follow The Best Idea Yet on the wherever you get your podcasts: Wondery.fm/TBIY_IPSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Summer is by no means over, but as Lazy Geniuses, we do care about living in our season and marking moments well. One of my favorite ways to do this is with opening and closing ceremonies. So today, I'm simply going to share a bunch of my favorite ideas that came from y'all about how to end the summer. Helpful Companion Links Order my new book The PLAN or ask your library to consider carrying a copy. The Lazy Genius Facebook Group Learn about The Playbooks here Sign up for the Latest Lazy Listens email. Grab a copy of my book The Lazy Genius Kitchen or The Lazy Genius Way! (Affiliate links) Download a transcript of this episode. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices