Podcasts about boards

Knowing when to refer and when to manage a patient yourself is one of the biggest clinical judgment skills you will build in primary care. It can also be a common source of confusion on NP boards, especially when referral feels like the safest answer.         In this episode, Alex and I break down how to think through referral decisions using patient stability, red flags, scope of practice, and response to first-line treatment. We walk through primary care scenarios involving hypertension and diabetes to show why the same diagnosis may be managed in one situation and referred in another.                                              Get full show notes, transcript, and more information here: https://blog.npreviews.com/when-to-refer-primary-care-np-boards                     Follow us on Instagram: instagram.com/smnpreviewsofficial

Most directors focus on securing their first board appointment. Andrea Staines OAM took a different approach. Nearly 20 years ago, she made the deliberate decision to build a portfolio career as a full-time non-executive director, long before it became a recognised career path. Today, Andrea is regarded as one of Australia's pioneers of the professional portfolio director, serving across transport, infrastructure and retail while continually evolving her career. Speaking on the latest 20 Years of Women on Boards podcast, she shares the principles that have guided her journey. One of Andrea's strongest messages is that directors need to manage their careers with the same discipline they would apply to running a business. "You have to think of yourself as a business," she says. That means continually building your network, keeping your profile current, investing in your professional development and always looking ahead to the next opportunity. Building a board portfolio doesn't stop once you've secured your first appointment, it requires ongoing business development and a clear understanding of the value you bring. Rather than pursuing every opportunity, Andrea carefully identified where her executive experience would have the greatest impact. She deliberately built a portfolio across transport, infrastructure and retail services, creating diversity while staying true to her expertise. Perhaps her most memorable observation is that the greatest rewards of board work aren't financial. "Don't do board work for the money. If you want the money, stay as an executive." Instead, she believes board careers offer something far more valuable: professional diversity, personal flexibility and the opportunity to keep learning. After nearly two decades in the boardroom, Andrea's message is simple. A successful board career isn't built on a single appointment, it's built through continuous learning, thoughtful choices and a willingness to keep evolving. Learn more about womenonboards Host: Claire Braund OAM Guest: Andrea Staines OAM

Episode Description Most leadership books focus on the individual, their style, their skills, their presence. What rarely gets named is the leadership structure itself, the actual model your organization runs on. Sarah would argue that structure is at least half of good leadership, and without it, even a strong visionary creates whiplash instead of momentum. In this solo episode, Sarah breaks down why leadership structure matters, why the org chart tends to make things worse, and what a distributed, outcomes-based model looks like inside a nonprofit. In This Episode, You'll Learn Why leadership structure is at least half of leadership, and why most training skips it How visionary founders unintentionally create whiplash when the structure can't hold the pace The uncomfortable history behind the classic org chart, and why sticking with it by default is worth questioning How a distributed, outcomes-based model gives decisions to the people accountable for the outcome Why the "where we're going" seat and the "optimum speed and capacity" seat need to be held by two different people over time Who This Episode Is For • Founders and executive directors who feel like decisions are bottlenecking around them • CEOs whose teams are running to keep up with the next new direction • Boards or leadership teams sensing the current structure is holding the organization back Practical takeaways • Name the outcomes your organization needs to run well, then assign accountability for each one • Separate the visionary seat from the "optimum speed and capacity" seat before both get worn down • Picture your structure as a trellis on a moving wagon, enough support to hold the mission, not so much that nothing can grow • Question any process that only exists because "we've always used an org chart" About Your Host, Sarah Olivieri Bold, strategic, and refreshingly human… Sarah Olivieri is the go-to expert for conversations on aligned leadership, outcome delegation, and sustainable growth.She brings wit, warmth, and real-world wisdom to mission-driven founders, visionary CEOs, and change-makers who want more clarity, more joy, and more results. Most leaders hit a wall when success depends on them holding it all together. Sarah helps them change that by redefining leadership around outcomes instead of activity, empowering teams to own results that scale and freeing leaders to focus on the vision that drives them. A former director of three nonprofits and founder of five businesses, she has a rare ability to spot opportunity where others see chaos, shift stuck patterns, and build organizations that support both legacy and life.   Sarah leads with the same mindset that made her an award-winning sailor: iterate on what works, stay focused in the storm, and never forget the joy of the journey. Links Website: saraholivieri.com LinkedIn: linkedin.com/in/sarah-olivieri Be sure to subscribe to Inspired Nonprofit Leadership so that you don't miss a single episode, and while you're at it, won't you take a moment to write a short review and rate our show? It would be greatly appreciated! Let us know the topics or questions you would like to hear about in a future episode. You can do that and follow us on LinkedIn.

(0:00) About the Boardroom Governance Summit (Aug 26-27, 2026)  (1:17) Intro (2:45) About the podcast sponsor: The American College of Governance Counsel. (3:31) Start of interview.  (4:39) AI and Governance Today (5:34) Data Center Politics (reference to moratorium by New York State) (6:48) About the 3rd Rome Conference on AI, Ethics and Governance (9:06) AI Hype and Job Fears (14:45) Birth and focus of The Chairs Circle and Limerick Lane Cellars. (22:53) CEO Succession Lessons (30:58) Founders versus Boards (37:04) EVs and China's Rise (44:58) Semiconductors, Chips and Geopolitics (49:03) Boards in a Fractured World "[W]e now need to have engaged board members, board members who are curious, who read, who stay up to speed on things, who keep asking more questions. You cannot have directors who are just calling it in anymore." (53:31) Government as Shareholder Karen Francis DeGolia is a board member at Vontier, CelLink, and NAUTO. Penny Herscher is a board member at Lumentum, Penguin Solutions, Forvia SA, and Modern Health. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

What do you do when your first employer hands you a uniform and tells you to serve tea, despite having a law degree from Tokyo University? For Sachiko Ichikawa, the answer was to quit, pick up law again, and spend the next three decades collecting edges that no one else had. Now a founding member of BDTI (the Board Director Training Institute), a qualified lawyer and CPA, and a Business Lawyers Award winner in governance, Sachiko has trained over 4,000 board directors in Japan and sat in boardrooms where she has seen—up close—what separates the A team from the B team. If you enjoyed this episode and it inspired you in some way, we'd love to hear about it and know your biggest takeaway. Head over to Apple Podcasts to leave a review and we'd love it if you would leave us a message here!In this episode you'll hear:Sachiko's first job at a bank that saw her take control of her career and go into lawThe Livedoor securities fraud case that introduced Sachiko to corporate governanceWhat Sachiko observed in her very first boardroom that taught her how to be an excellent board memberHer favourite book and other fun facts About SachikoSachiko Ichikawa a lawyer at Tanabe & Partners, a director at Board Directors Training Institute, an independent director at Azbil, Olympus and Tokyo Electron Connect with Sachiko LinkedIn: https://www.linkedin.com/in/sachiko-ichikawa-203bb621/ LinksEnoura Observatory: https://www.odawara-af.com/ja/enoura/ Boards that lead: https://amzn.asia/d/02LOo8NO Connect with Catherine LinkedIn https://www.linkedin.com/in/oconnellcatherine/Instagram: https://www.instagram.com/lawyeronair

This is To Etherea and Beyond - Episode 84 - Ghost Moon Retreat. The show broadcasts on Harrogate Community Radio at 9am this Sunday 26th July and is then available via the station's Listen Again button, and everywhere else here: https://ssyncc.com/toethereaandbeyond The show features music by: NDouglas Dare, Mint Julep, Jonny Nash, Tomo Katsurada, Andy Bell, Masal, Gnoomes, Ghost Patterns, Cahill Costello, James Shinra, Moon Cowboy, Maps, The Field, CHLOE (Thévenin), Ronen Max Cooper, Six Sigma, Boards of Canada, Amulets, C. Diab, SUSS and Sun Shines Cold. https://harrogatecommunityradio.online/shows/to-etherea-and-beyond/ This show is syndicated & distributed exclusively by Syndicast. If you are a radio station interested in airing the show or would like to distribute your podcast / radio show please register here: https://syndicast.co.uk/distribution/registration

One of Georgia's top indie outfits Ultra Lights hold forth on their debut long player. Plus we spin new music from The Tubs, Real Numbers, while we take another listen to the new one from Boards of Canada

Reggie Townsend: Making Responsible AI Irresistible Responsible AI has a design problem. Too often, it is treated as a compliance exercise, a policy document, or a late-stage control, when it should be the operating system that enables organizations to innovate with confidence. In this episode of Scouting for Growth, Sabine VanderLinden welcomes back Reggie Townsend, Vice President of AI Ethics, Governance and Social Impact at SAS, to explore one compelling idea: making responsible AI irresistible. Drawing on decades of experience helping enterprises embed trustworthy AI into their operations, Reggie explains why governance must evolve from abstract principles to practical systems people actually use. As organizations race to deploy generative and agentic AI, the conversation has shifted. Responsible AI is no longer just about avoiding harm—it is about creating the conditions for innovation, resilience, and long-term competitive advantage. Boards are asking tougher questions. Regulators are raising expectations. Employees increasingly need guidance they can apply in real-world decisions, not just policies they acknowledge once a year. This conversation is essential listening for CEOs, board directors, Chief Risk Officers, compliance leaders, AI product teams, and founders navigating the transition from responsible AI intentions to responsible AI execution.   KEY TAKEAWAYS One of the biggest insights I took from this conversation is that responsible AI is fundamentally a design challenge. We have spent years writing principles and policies, yet many organizations still struggle to translate those aspirations into everyday decisions. Reggie reminded me that if governance feels complicated, disconnected, or burdensome, people will naturally work around it. Our challenge as leaders is to make responsible behavior the easiest path rather than the hardest one. I was also struck by how governance is becoming inseparable from business strategy. As generative and agentic AI systems begin making increasingly autonomous decisions, governance can no longer be treated as a legal or compliance function operating at the edge of the organization. It has to become part of product design, procurement, operations, and executive decision-making. Trust is no longer something we communicate after deployment; it is something we engineer from the beginning. Another important theme was the preservation of human agency. While AI can dramatically enhance productivity and decision-making, Reggie reminds us that organizations must remain intentional about where humans stay accountable. The future is unlikely to be defined by replacing people with AI, but by designing systems where humans and intelligent machines complement one another in transparent and meaningful ways. However, perhaps my greatest takeaway is that responsible AI should become a competitive advantage rather than a regulatory obligation. Organizations that embed governance in their innovation will move with greater confidence because customers, regulators, employees, and investors will increasingly reward trust. Making responsible AI irresistible is ultimately about making good governance so practical, intuitive and valuable that people actively choose to adopt it—and that may prove to be one of the most important leadership capabilities of the next decade.   BEST MOMENTS "Responsible AI isn't about slowing innovation. It's about creating the confidence to innovate at scale." – Reggie Townsend "If responsible AI feels like extra work, we've designed it wrong. We have to make it irresistible." – Reggie Townsend "Governance shouldn't be something you visit once a year. It should be embedded into every decision, every workflow, and every system we build." – Reggie Townsend "The question isn't whether AI will make decisions. It's whether we've designed those decisions to preserve human agency." – Reggie Townsend "Trust isn't something you add after deployment. It's something you architect from the very beginning." – Reggie Townsend "We're moving from governing models to governing systems of intelligence—and that's an entirely different challenge." – Reggie Townsend "The organizations that thrive won't be the ones that adopt AI the fastest. They'll be the ones that build trust the fastest." – Reggie Townsend "Responsible AI is no longer just an ethics conversation. It's becoming a leadership conversation, an operational conversation, and ultimately a competitive advantage." – Sabine VanderLinden "As AI becomes more autonomous, our responsibility as leaders becomes even more intentional." – Sabine VanderLinden "The future belongs to organizations that can turn responsible AI from a policy into a practice." – Sabine VanderLinden   ABOUT THE GUEST Reggie Townsend is Vice President of AI Ethics, Governance and Social Impact at SAS, where he leads SAS' global AI Ethics, Governance and Social Impact organization. His remit includes the company's Data & AI Ethics Practice, AI & Society initiatives, AI Governance Advisory, Standards, Regulations & Risk Intelligence programs, and Accessible & Adaptive AI efforts. He drives SAS' work on trustworthy, human-centric innovation across products, policies, and partnerships.  Reggie is recognized as one of the clearest voices in responsible and trustworthy AI. He has served as a member of the White House National AI Advisory Committee, sits on the board of EqualAI, and works at the intersection of responsible innovation, enterprise governance, social impact, and emerging AI regulation. In this conversation, he explores how organizations can turn AI governance from a source of friction into a driver of adoption, accountability, and growth.    ABOUT THE HOST Sabine VanderLinden is a corporate strategist turned entrepreneur and the CEO of Alchemy Crew Ventures. She leads venture-client labs that help Fortune 500 companies adopt and scale cutting-edge technologies from global tech ventures. A builder of accelerators, investor, and co-editor of the bestseller The INSURTECH Book, Sabine is known for asking the uncomfortable questions—about AI governance, risk, and trust. On Scouting for Growth, she decodes how real growth happens—where capital, collaboration, and courage meet. If this episode sparked your thinking, follow Sabine VanderLinden on LinkedIn, Twitter, and Instagram for more insights. And if you're interested in sponsoring the podcast, reach out to the team at hello@alchemycrew.ventures

Private equity is no longer a small corner of the market that only dealmakers, investors, and portfolio executives need to understand. It is becoming one of the defining forces in business. More industries are being consolidated. More founder-led companies are being acquired. More executives are being recruited into PE-backed environments. And more leaders are finding themselves operating under a very different set of expectations, timelines, pressures, and performance standards than the ones they were trained for. That means the old “private equity is not my world” mindset is getting harder to maintain. You may sell your company to private equity. You may go work for a PE-backed business. You may be hired to lead one. Either way, it is becoming increasingly important to understand what this environment actually requires. Because private equity is not just a financial model. It is an operating environment. And in that environment, leadership gets tested quickly. The old playbook of buying a business, adding leverage, cutting costs, and exiting quickly is no longer enough. In today's market, value has to be built. Leaders have to move fast without breaking the business. Founders have to navigate the shift from owner to employee. Boards have to apply pressure without creating misalignment. And executives have to prove they can create measurable results without relying on the systems, resources, and support structures they may have had in larger companies. In this episode, I'm joined by Maxwell Salazar, founder of Salazar Leadership Advisory. We talk about what private equity is really demanding from leaders today, what it takes to succeed in a PE-backed environment, why traditional executive hiring signals can be misleading, and how founders, boards, and operators should think about leadership in a market where private equity is no longer the exception; it is becoming part of the business landscape. What You'll Discover In This Episode Why private equity is becoming a reality founders, executives, advisors, and operators need to understand How PE-backed environments differ from traditional corporate leadership roles Why the old private equity playbook of leverage, cost-cutting, and quick exits is no longer enough What leaders need to understand before stepping into a PE-backed company Why self-awareness, adaptability, and accountability matter so much under private equity pressure How founders can struggle with the shift from owner to employee after a transaction Why founder transitions are often emotional and psychological, not just operational How leaders can move quickly without triggering resistance inside the business Why boards need to be clear about the mandate before hiring a CEO, COO, CFO, or CRO What companies should actually assess for when choosing leaders for PE-backed environments Why prior PE experience, impressive logos, or successful exits can create false confidence How to tell the difference between someone who managed inside a system and someone who can build in a more ambiguous environment Why the best PE-backed leader may not always be the most charismatic or obvious candidate How board dynamics can either support an operator or make the role harder than it needs to be Why private equity can be one of the best environments for leadership growth, but only for people who understand the pressure, pace, and trade-offs involved.   About the Guest Maxwell Salazar is the founder of Salazar Leadership Advisory, where he helps private equity firms make better leadership decisions across their portfolio companies. A business psychologist by training, Maxwell evaluates C-suite leaders, surfaces culture and execution risk, and helps investors understand whether the people they are hiring are equipped to lead through pressure, ambiguity, board scrutiny, and operational change. Before launching his advisory practice, Maxwell served as Head of Executive Assessment at AlixPartners, advising clients across hedge funds, investment banks, and PE-backed companies ranging from $100 million businesses to multibillion-dollar enterprises. In his work, Maxwell focuses on the human side of value creation: how leaders perform when the market shifts, the strategy meets resistance, or the boardroom pressure starts to rise. He helps investors and leadership teams look beyond pedigree, charisma, and past titles to better understand self-awareness, accountability, adaptability, culture fit, and the trade-offs that determine whether an executive can succeed in a private equity-backed environment. Connect with Maxwell on LinkedIn.     About Your Host Craig Picken is an Executive Recruiter, writer, speaker, and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.   Resources For more aerospace industry news & commentary: https://craigpicken.com/insights/. To learn more about Craig Picken, visit https://craigpicken.com/.

Send us Fan MailSend us Fan MailSchedule an Rx AssessmentWhat if your team held the best ideas for growing your pharmacy and you just needed to get out of the way?On this episode of the Bottom Line Pharmacy Podcast, we sit down with Dr. Jay Phipps, owner of Phipps Pharmacy and founder of the Phipps Tank concept, to break down:What Phipps Tank is and how to run it in your pharmacyWhy culture is a bottom line strategy, not just a feel-good initiativeHow psychological safety drives team performance and real revenue growthWhy your fear of change might be your biggest financial liabilityAnd more!More About Our Guest: Dr. Jay Phipps is a Pharmacy Gladiator, Pharmacy Doctor, Founder, Entrepreneur President, and CEO with over 29 years of experience in pharmacy. At Phipps Pharmacy, Dr. Jay leads a team of dedicated and professional Pharmacy Doctors and technicians who provide personalized and high-quality care for patients. Phipps Pharmacy, Inc. is an independent pharmacy with 5 locations in Tennessee and Mississippi. Dr. Jay is also the President and CEO of PhippsCare that focuses on Pharmacy Doctor provided healthcare and Health Insurance Solutions who specializes in medical and pharmacy plans for seniors. Dr. Jay currently serves on multiple Boards of Directors and committees on the national, state, and local levels. He has served as the American Pharmacist Association-Academy Students of Pharmacy National President, on the APhA Board of Trustees, President of the Tennessee Pharmacists Association (TPA), on the Board of Directors for TPA, Chair, Tennessee Pharmacy Research Education Foundation, Co-Chair, Carroll County Drug Prevention Coalition and a District 8 County Commissioner. Dr. Phipps received a Doctor of Pharmacy degree from The University of Tennessee Health Science Center, where he also completed a residency in Drug Information and Pharmacotherapy and is currently pursuing an MBA with a major in Leadership and Strategy from the #1 ranked online MBA program at Indiana University - Kelley School of Business.  Dr. Phipps plans to graduate in the fall of 2024. Connect with Dr. Jay Phipps, PharmD:Jay Phipps LinkedInPharmacy Gladiator WebsitePharmacy Gladiator InstagramPharmacy Gladiator TikTokPharmacy Gladiator YouTubeStay connected with us:FacebookTwitterLinkedInScotty Sykes – CPA, CFP LinkedInScotty Sykes – CPA, CFP TwitterBonnie Bond – CPA LinkedInBonnie Bond – CPA Twitter More resources on this topic: Podcast - Becoming a Pharmacy GladiatorPodcast – Driving Independent Pharmacy Profitability in 2026 with Nicolette Mathey, PharmD, CEO of Atrium24Podcast – 2026 Quarter 2 Pharmacy UpdatePodcast – America 250, The history of Pharmacy, Q&A

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Send us Fan MailNew research suggests the biggest leadership risk right now may not be bad leaders — it's “good” ones. In fact, good leaders are both the problem and the solution: they already have the fundamentals, but they haven't adapted to what employees need from leaders today.A study of 2,206 U.S. employees, conducted by The Grossman Group with The Harris Poll, found that 54% rated their senior leader as “good.” Yet those same employees report three consistent gaps: they don't feel valued as individuals, they don't feel heard, and they don't believe their leaders help them reach their full potential.“Good” leadership was built for stable times. But we don't live in stable times. Today's uncertainties—economic volatility, AI disruptions, geopolitical conflicts, and constant organisational change—create relentless instability. These pressures are widening the gap between “exceptional” and “good” leaders and what employees now expect in the workplace. This means your “good” leaders are your most dangerous blind spot, putting the whole company at risk. If you fail to move leaders from “good” to “exceptional,” employees will disengage. You will steadily lose trust, talent, and relevance. You will fall behind your more adaptive competitors. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by David Grossman. David is the Founder and CEO of The Grossman Group, which helps Fortune 1000 companies lead with heart and drive strategic results by transforming how they communicate, operate, and inspire their people. Boards are happy with leaders who get results. Indeed, some 54 per cent of employees rate their leaders as good. Unfortunately, boards that accept “good” results miss the potential for exceptional outcomes. David notes most good leaders were trained for stable times. That's not the present environment. Their employees note that good leaders appreciate results, answer questions, and solve problems. It's operationally good, but voluntary turnover rates and innovation speeds indicate a big underlying gap.“The blind spot is all about appreciating those who work for you.”In David's experience, the difference is in how a leader treats and inspires workers. Good leaders see results; great leaders see people. Yet research reveals just 16 per cent feel their leaders value them as people, only 19 per cent feel heard, and a mere 14 per cent say they are reaching their full potential at work. Under good leaders, people will report feeling invisible as human beings. Under great leaders, the metrics for being valued, heard, and seen will be double or more. “The discipline is knowing which are crystal balls, the ones you cannot drop without permanent damage, and which are rubber balls, the ones that bounce back.”David compares leaders to balls. Crystal balls are what most organisations have – fragile leadership structures that collapse in a crisis. The goal is rubber balls – resilient, adaptable leaders who inspire their teams to excellence in all situations. To make the shift, David recommends boards move from a performance vs. underperformance view to a three-tier lens of what's exceptional, good, or outdated. This captures both inspirational ability and goal performance.“The most important thing boards can measure, based on what I've actually seen move the needle, is how well their leaders address the three blind spots.”Leaders who make their people feel seen, heard, and valued make the difference. Good leaders routinely overestimate how comfortable their teams are with speaking up on issues. David notes independent perspectives, from skip-level reviews to third-party surveys, can uncover this gap.Another vital investment is in heart-focused attributes. Out of the top 10 qualities of exceptional leaders, nine are heart-based skills. These include fostering a positive work culture, building trust, and communicating transparently. All are trainable skills, including gratitude, the number one differentiator of exceptional leaders.The three top takeaways from our conversation for effective boards are:1.      Good leaders are both the problem today and the solution.2.     The gap between good and exceptional is a training gap and belongs on the risk register. 3.     Put leadership quality on the standing agenda. Come Join The Better Boards Community We'd love to get to know you! If you'd like to become part of the Better Boards community, discover our unique approach, and explore ways to work with us or share your ideas on The Better Boards Podcast series, drop us a line at info@better-boards.com.

Asthma treatment has changed, and understanding the latest GINA guidelines can help you earn easy points on your NP boards. In this minisode, Kaitlyn breaks down the shift away from albuterol alone, explains why inhaled corticosteroids are the foundation of asthma management, and reviews the step-up, step-down approach so you can confidently answer asthma treatment questions on exam day.                 Follow us on Instagram: instagram.com/smnpreviewsofficial

Today, we are dropping our final episode in our series The AI Control Loop, How enterprises govern the AI they've already deployed - sponsored by our friends at Wallarm.Wallarm is the AI Control Platform for Enterprise AI, protecting every AI workload, API, and application in production, giving CISOs the governance they need and CIOs the speed they demand. Organizations choose Wallarm for a complete inventory of APIs, AI agents, and AI apps, patented AI/ML-based threat detection and blocking that operates at production traffic speeds.In our final episode, we are joined by Shayne Higdon, Wallarm CEO, who closes the series by examining what the accountability moment demands from enterprise leaders, what a mature AI governance model needs to prove rather than promise, and what the next 12 to 24 months look like for organizations that get this right.QuestionsWhy is now the accountability moment for enterprise AI?What has changed between the early days of AI experimentation and today's enterprise AI deployments that makes accountability such a pressing issue?When we talk about AI accountability, what does that actually mean in practical terms? Are we talking about visibility, auditability, enforcement, ownership—or all of the above?As organizations race to deploy AI, how should CIOs balance the speed of transformation with the responsibility to govern it effectively?Why are traditional governance and security models struggling to keep pace with the way AI is being adopted across the enterprise?Given those challenges, how should boards and executive teams evaluate whether their organizations are truly ready to scale AI safely and responsibly?And once an organization believes it's ready, what does a mature AI governance model actually need to prove - not just promise?From an operational standpoint, how do capabilities like discovery, runtime monitoring, and enforcement come together to create a closed-loop approach to AI accountability?Stepping back and looking across this entire conversation, what's the one mindset shift every enterprise leader needs to make when it comes to AI security and accountability?And finally, as listeners think about what's ahead, what should they expect the future of AI security and accountability to look like over the next 6, 12, or even 24 months?Linkshttps://www.wallarm.com/https://www.linkedin.com/in/shaynehigdon/Full AbstractAbstract: Join Shayne Higdon, Wallarm CEO, for this episode, which closes the series by examining what the accountability moment demands from enterprise leaders, what a mature AI governance model needs to prove rather than promise, and what the next 12 to 24 months look like for organizations that get this right.AI deployment is not waiting for governance to catch up. Across most enterprises, the gap between how fast AI is being adopted and how well it is being governed is widening every quarter. CIOs and CISOs are not debating whether to govern AI. They are trying to figure out how, under real organizational pressure, with tools and frameworks that were built for a different threat model.That pressure is coming from every direction at once. Boards want AI transformation to move fast. Regulators want documented evidence that it is under control. Security teams want runtime visibility and enforcement capabilities that most of their current tools do not provide. And the AI systems themselves are not waiting: they are accessing data, calling external services, and making decisions continuously, in ways that after-the-fact governance cannot meaningfully constrain.This is the accountability moment. Not because the risk is new, but because the consequences of undermanaged AI are now concrete enough to land on a board agenda, an audit report, and a regulatory deadline at the same time. What accountability actually requires in practice is the full AI control loop: knowing what AI is running across the enterprise, seeing what it is doing at runtime, enforcing policy before damage compounds, and generating continuous evidence that the governance is real and not retroactive. Organizations that can demonstrate all four are in a fundamentally different position than those still assembling audit evidence from spreadsheets the week before a review.Our Sponsors:* Check out Cash App and use my code CASHAPP10 for a great deal: https://cash.app* Check out Plaud AI and use my code CODESTORY for a great deal: https://plaud.aiAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Send us Fan MailWhy do nonprofits lose momentum after creating an inspiring vision or strategic plan? Doug Paul, Founder and CEO of Impact Co., explains how nonprofit operational systems, leadership clarity, performance measures, and consistent workplace rhythms turn ambition into measurable results.After working with approximately 1,300 nonprofit organizations, Doug and his colleagues studied the organizations that were consistently succeeding. They identified eight connected areas that distinguished them: vision, strategy, development, metrics, culture, people, systems, and rhythms.The central lesson is direct: “Nonprofits don't rise to the level of their vision. They fall to the level of their systems.”Doug explains why organizations can have memorable mission statements and well-designed strategic plans yet still miss deadlines, struggle with accountability, operate reactively, and fail to follow through. These are not always motivation problems. Often, they are evidence of systems that unintentionally produce last-minute scrambles and workplace frustration.The conversation also examines why business frameworks cannot simply be dropped into nonprofit organizations without adaptation. Systems designed primarily to create profit may not fully support organizations whose ultimate outcome is mission impact.Doug outlines how successful nonprofits create an attainable 3 to 5 year vision, distinguish strategy from goals, build a modern revenue playbook, track both lead and lag measures, align donors and stakeholders, and document repeatable processes. He also shares that organizations intentional about culture-building can experience a 43% increase in productivity!!Strong systems do not remove the human element. They help people succeed. As Doug explains, “I just don't think heart and passion can bridge that gap.”This episode offers nonprofit executives, managers, fundraisers, and board members a clearer way to diagnose stalled momentum—and begin releasing the organizational brakes.Key Takeaways:Define an attainable three-to-five-year vision rather than relying only on a distant aspirational goal.Separate strategy from goals and connect strategy to a specific winning action plan.Track lead measures early enough to influence lagging organizational results.Treat workplace culture as a measurable leadership discipline, not an accidental outcome.Align staff, donors, board members, executives, and community stakeholders around one direction.Build documented processes and calendar rhythms that repeatedly produce mission outcomes.00:00:00 Why Nonprofits Lose Momentum00:00:46 Building Built for Impact Through Collaboration00:02:17 The Gap Between Mission, Operations, and Results00:04:20 When Constant Firefighting Becomes the System00:05:31 Why Business Frameworks May Fail Nonprofits00:07:15 Passion Cannot Replace Operational Capacity00:10:11 Lessons From 1,300 Nonprofit Organizations00:11:27 Eight Drivers of Nonprofit Success00:12:27 Lead Measures, Lag Measures, and Better Decisions00:13:27 Culture Building and the 43% Productivity Increase00:15:36 Aligning People, Processes, and Stakeholders00:17:31 Using Organizational Rhythms to Drive Impact00:18:44 Creating a Nonprofit Performance Flywheel00:20:17 Building an Organizational Operating System00:21:52 Why Leadership Clarity Is a Survival Skill00:24:17 Making Tough Decisions Without Leading Alone00:25:57 Moving From Command-and-Control to CollaborationFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Diamonds vice captain Kate Moloney joins the pod ahead of the team's flight to Scotland for the Commonwealth Games. The midcourter reflects how far she has come since the last major tournament four years ago in Birmingham and her hopes for Glasgow. It's also only been a couple of weeks since her Melbourne Vixens lost the Super Netball grand final by a record 21 goal margin so of course we have to ask her about that and it's fun to hear there has been a little sledging in Aussie camp from a certain Adelaide Thunderbirds captain.

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(0:00) About the Boardroom Governance Summit (Aug 26-27, 2026)  (0:55) Intro (2:37) About the podcast sponsor: The American College of Governance Counsel. (3:24) Start of interview.  (4:23) Origin story Mayree Clark (6:08) Origin story Linda Riefler (8:23) About their Leading-Edge Stewardship framework and personal road-map. (11:38) Teamwork and Long-Term Value Creation (16:03) On board diversity and pace of change (19:02) Boards in distress: Mayree joining Ally Financial in financial crisis (2009) (21:39) MSCI Culture and CEO Relations (26:02) Tough calls on CEO transitions (example of CSX CEO transition) (32:39) Private Equity Board Lessons (flexibility on decision-making and talent pools) (36:22) Handling under-performing directors (43:11) German Governance Across Borders (Mayree's experience serving on Deutsche Bank's board) (48:06) Purpose, Adversity, and Stewardship (50:42) What are the 1-3 books that have greatly influenced your life:  Mayree: Self Renewal : The Individual and the Innovative Society, by John Gardner (1963) Linda: A Brief History of Everything, by Ken Wilber (2017) How the Word is Passed, by Clint Smith (2021) The Spark Within, by Michael Neal (coach) (53:36) Who were their mentors, and what they learned from them. (56:37) An unusual habit or an absurd thing that they love. (1:00:16) The living person they most admire. Mayree Clark is a longtime corporate director, founder and Managing Partner of Eachwin Capital, and former senior executive at Morgan Stanley. She currently serves on the boards of Ally Financial and Deutsche Bank AG.  Linda Riefler is an experienced corporate director and former senior executive at Morgan Stanley. She currently serves on the boards of CSX Corporation, MSCI Inc., and North American Partners in Anesthesia, and is chair of Pencils of Promise. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

In this episode, Katy, Rachel, and Haley pull back the curtain on what happens when the tools we use stop being mirrors and start becoming gateways. From the raucous, kinetic energy of Victorian table-tipping parlors to the sharp, intense focus of the modern talking board, we track the fascinating evolution of spirit communication. Join us as we explore: The Shift to Dialogue: The psychology and history of moving from passive reading to active invitation. The Kinetic Energy of the Séance: A look at the 19th-century Spiritualist movement, table-tipping mechanics, and how collective energy manifests in physical spaces. The Ideomotor Phenomenon vs. The Unseen: Balancing the fascinating science of subconscious muscle movement with the chilling mystery of the unknown. House Rules for the Threshold: Why boundary-setting, personal responsibility, and knowing how to firmly say "Goodbye" are the most vital tools in any practitioner's kit. Grab a warm drink, draw your chair closer to the fire, and join the circle. When you knock on the door of the unseen, you have to be ready for whatever opens it.Become a supporter of this podcast: https://www.spreaker.com/podcast/paranormal-uk-radio-network--4541473/support.

Send us Fan MailAs DEI language changes across states, workplaces, and political environments, nonprofit leaders face a pressing operational question: Can the terminology change without weakening the mission? Staffing expert Katie Warnock examines what this means for recruitment, representation, board leadership, and organizational decision-making, and sharing what nonprofit hiring managers are encountering on the front lines of recruitment.Katie has spent 20 years placing professionals throughout the nonprofit and charter school sectors—from development assistants and grant writers to finance staff and interim executive directors. She explains why employers must translate their desire for representation into legitimate job qualifications, organizational systems, and leadership decisions.For example, an organization serving Spanish-speaking families may have a genuine need for a bilingual employee. The appropriate requirement is language proficiency—not a candidate's ethnicity. As Katie explains, “I am identifying the best candidate, and I'm going to present always the best candidates.”The conversation also challenges organizations that pursue diversity only at entry-level positions while their boards and executive teams remain unchanged. Hiring one person from an underrepresented population cannot substitute for examining who holds authority throughout the organization.Katie, and host Julia Patrick, also discuss how nonprofits are adjusting public language while continuing to serve their communities. Regional differences matter. Words, programs, and communications that are accepted in one state may face resistance or scrutiny in another.Board leadership becomes especially important during these periods. Boards can provide strategic direction, reinforce mission, and help executives respond thoughtfully rather than react fearfully. Katie tells us, “A lot of the trickle-down effect of how an organization adjusts to what's going on right now is a directive from the board.”The episode closes with encouraging signals for nonprofit leaders. Katie cites approximately $617 billion in charitable giving during 2025, with individuals representing a substantial share. She is also seeing renewed hiring in corporate social responsibility departments—positions that had largely disappeared from many companies several years earlier.Key Takeaways: * Define legitimate job capabilities rather than requesting candidates from a particular demographic.* Representation should extend beyond assistant-level roles into management, executive leadership, and boards.* Review public language without allowing communications caution to weaken mission delivery.* Expect regional differences in employment language, education policy, and organizational risk.* Boards should actively guide organizational responses during political and regulatory uncertainty.* Individual philanthropy and renewed corporate responsibility hiring may create new partnership and fundraising opportunities.00:00:00 DEI Language and the Nonprofit Workplace00:00:33 What Staffing Boutique Sees in Nonprofit Hiring00:02:14 The Growing Divide Between Private and Public Language00:03:40 Woman-Owned Businesses and DEI Programs00:06:24 How Workforce Representation Has Changed00:07:21 Hiring for Language, Culture, and Community Needs00:10:03 Representation Beyond Entry-Level Positions00:11:55 Why Demographics Should Not Appear in Job Requirements00:13:03 Has Changing the Language Changed the Mission?00:15:11 How Regional Politics Affect Nonprofit Communications00:17:30 Navigating Polarization Without Losing Authenticity00:21:27 Protecting the Nonprofit Sector's Public Trust00:22:55 Why Board Leadership Matters During Uncertainty00:24:19 Philanthropy and Corporate Responsibility Green Shoots00:27:04 What Record Giving Could Mean for Nonprofits#NonprofitLeadership #NonprofitHiring #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Welcome to the Rethink Roundup. Your weekly brief to help retail leaders decode the biggest news in retail, AI, and commerce—and understand what those developments mean in practice. To kick us off, VP of Editorial & Insights Jeremy Goldman, CEO Marie Chevrier Schwartz, and Senior Retail Analyst Lavina Suthenthiran break down a massive structural shift: the transition from tech experimentation to real-world deployment, the growing value of digitally native leadership, and why smaller brands must abandon corporate copycat strategies to survive. Inside This Week's Episode: AI: From Experimentation to Practical Deployment - Retail AI has moved past superficial pilots into live, shopper-facing tools focused on solving real customer friction: buying certainty, listing friction, and automated cart building. - While brands are rushing to adopt AI, few have restructured their operations around it. Adoption is currently outpacing true business transformation. "More than 75% of companies are now using AI in their business functions, but only 21% actually redesigned their workflows around it, and only 16% have scaled it enterprise-wide." - Lavina Suthenthiran Rise of the Digitally Native Leadership - The traditional pipeline to top executive leadership is being disrupted. - Boards are now selecting leaders based on digital ecosystem thinking, media literacy, and community building. - Modern fields like retail media are so new that universities don't yet teach them. Retailers have to train their own future leaders internally. “While merchandising and store operations experience still matters, you know, I would say that we have to be really focused on where commerce is headed.” - Marie Chevrier Schwartz How Smaller Retailers Fight Back - Walmart's multi-billion-dollar acquisitions of Vizio and Vibe.co show how retail giants are linking TV viewing data directly to what customers buy. - Smaller retailers must focus on hyper-specialized product categories, authentic storytelling from real experts, and building passion-driven communities. "Whatever you see Amazon and Walmart doing, you don't try to do the same thing because you're not going to be successful. You have to find other ways to kind of compete in a David and Goliath-like manner." — Jeremy Goldman Click play above for the full conversation on the trends shaping retail.

When the tribes of Gad and Reuben ask to settle east of the Jordan, Moses hears a threat to Israel's future. Together we'll discover how the Torah and the Book of Joshua model a framework for the people to remain bound by one covenant while living very different realities. In a time when Israeli and Diaspora Jews face different challenges but share one destiny, we'll learn what the Torah teaches about belonging, responsibility, and building a Jewish future together.About Rabbi KotlerRabbi Jamie Kotler teaches Torah and Jewish texts at synagogue communities in the Boston area and beyond. She has served as chaplain at Fireman House (Hebrew Senior Life), and has served on the Boards of The Rashi School, and Mayyim Hayyim, and on the building committee for Newbridge on the Charles at Hebrew Senior Life.Rabbi Kotler grew up in Brazil and Mexico, the daughter of Holocaust survivors, with little religious practice or knowledge. She began studying Torah as a young mother of three. Her desire to steep herself in the texts and traditions she had missed as a child led her to enter rabbinical school at the age of 54 and was ordained by the Rabbinical School of Hebrew College in June 2016. Before entering the rabbinate, she was a computer programmer (EDS, TX and Hewlett-Packard, CA), a financial analyst (Advanced Cardiovascular Systems, CA), and a consultant to small businesses.Rabbi Kotler holds a BA in Biology from Brown University and an MBA from Stanford University Graduate School of Business. She is married to Harold Kotler, and together they have five grown children and six grandchildren.

Send us Fan MailBenita Fitzgerald MosleyOlympic gold medalist Benita Fitzgerald Mosley is the CEO of the U.S. Center for SafeSport. An established international leader in nonprofit, sports, and business, Benita has served as CEO of Multiplying Good, a nonprofit committed to cultivating greatness through service to others. She has also served as the President of FundPlay Foundation, the VP of Community & Impact for LeagueApps, and the CEO of the Laureus Sport for Good Foundation USA, where she helped leverage the power of sport to build thriving kids and communities across the nation.A world-class athlete, Benita won a gold medal in the 100-meter hurdles in the 1984 Olympic Games in Los Angeles, making her the first American woman to accomplish this feat. She was a member of the 1980 and 1984 U.S. Olympic Teams, an alternate on the 1988 U.S. Olympic Team, and a gold medalist in the 1983 Pan American Games. She is an inductee into the Virginia Sports Hall of Fame.Committed to furthering athlete well-being, Benita serves on several committees and boards, including the International Olympic Committee Commission, and the Boards of Special Olympics International and Athletes for Hope. She also served on the Senate Commission on the State of the U.S. Olympics and Paralympics.Benita graduated from the University of Tennessee with a B.S. in Industrial Engineering, where she competed on the track and field team, becoming an eight-time national champion and a 14-time NCAA All-American. She lives in Virginia with her husband and they have two kids in college.theplaidhorse.comThank you so much for joining us today on the Plaidcast. This podcast is a labor of love, and every single episode exists because of this incredible community of riders, trainers, barn managers, parents, and horse lovers who show up in the barn, in the ring, and right here with us.At The Plaid Horse, our commitment goes far beyond the show ring. We believe deeply in the power of literacy and education and that every rider, at every level, deserves access to knowledge, stories, and ideas that make them a better horseperson and a better human being. Reading matters. Learning matters. And the stories we tell each other in this sport matter more than we sometimes realize.Whether you are a junior rider picking up your first copy of The Plaid Horse  Magazine, a professional trainer looking for inspiration, or someone who simply loves horses and everything this world stands for then this community is for you. You belong here.We build this together. Every article, every episode, every conversation is an opportunity to learn something new, to feel less alone in the challenges of this sport, and to be reminded of why we fell in love with horses in the first place.Until next time, keep reading, keep learning, keep riding, and remember that the horse world is better when we build it together. I will see you at the ring!

Metro Council didn't gavel out until 1:48 a.m. this week, so long was the list of residents who signed up to speak in favor of restricting data centers in Nashville. On today's Friday News Roundup, creative producer Marie Cecile Anderson and executive producer Whitney Pastorek salute the civic energy and get into what happens next. Plus, BNA now has two boards! We're getting a new Complete Street! Greek fro-yo is having a moment! They're fundraising to cover up some awful graffiti in East Nashville! And in our bonus segment only for City Cast Nashville Neighbors, Hell Naw, we're calling out Marsha Blackburn's stupid racist campaign ad.  Learn more about the sponsors of this July 10th episode: Adventure Science Center Hoffmann Brothers Get more from City Cast Nashville when you become a City Cast Nashville Neighbor. You'll enjoy perks like ad-free listening, invitations to members only events and more. Join now at membership.citycast.fm/nashville Want some more City Cast Nashville news? Then make sure to sign up for our City Cast Nashville newsletter.  Follow us @citycastnashville You can also text us or leave a voicemail at: 615-200-6392 Interested in advertising with City Cast? Find more info HERE.

Key Takeaways:Assess changing reporting obligations: Model how the proposed filer status thresholds, scaled disclosure accommodations, and reporting cadence options could affect reporting deadlines, internal controls requirements, disclosure obligations, and compliance costs.Treat flexibility as a governance decision: Reduced disclosure requirements or optional semi-annual reporting may lower burden, but boards should evaluate the potential impact on transparency, comparability, investor confidence, valuation, and market perception before changing current practices.Revisit climate and ESG disclosure through a financial materiality lens: Even if the SEC's climate rule is rolled back, boards should ensure management has a disciplined process to identify climate- or ESG-related risks that may still be material under existing securities laws and important to investors.Engage stakeholders before making disclosure strategy changes: Boards should consider the market expectations of institutional investors, retail investors, lenders, vendors, employees, and other stakeholders whose decisions may be affected by changes in disclosure cadence, transparency, or reporting practices.Provide timely input during the SEC comment process: With comment deadlines approaching, boards should assess whether the company has practical feedback to offer on how the proposals may affect capital formation, reporting costs, investor communication, and governance responsibilities.Resources: SEC Proposes to Rescind Climate RulesSEC Proposes Optional Semiannual Reporting FrameworkSEC Proposes to Simplify Filer Status and Extend Disclosure and Reporting Accommodations

Wingspan will soon fit in your pocket, Spirit Island is getting a new publisher, and the Lazy Gamemaster has a brand new kickstarter campaign! Speaking of being a GM, if you want to be a better one, you'll want to check out our review of “So You Want To Be A Game Master” by Justin Alexander (amazon affiliate link). Then, we'll give you some examples of “great” GM advice in our Ask A Dirtbag GM segment!

Wingspan will soon fit in your pocket, Spirit Island is getting a new publisher, and the Lazy Gamemaster has a brand new kickstarter campaign! Speaking of being a GM, if you want to be a better one, you'll want to check out our review of “So You Want To Be A Game Master” by Justin Alexander (amazon affiliate link). Then, we'll give you some examples of “great” GM advice in our Ask A Dirtbag GM segment!

The Hype Train: it carries players from draft day value to draft day overpay... sometimes! Who are the players Dan expects will ride the train in 2026-27 and how early are we willing to go to get them on our teams? The Old Man Squad has a PATREON now. It's $1 and doesn't get a single benefit. It is entirely to support the mission here but won't change anything we do. https://www.patreon.com/cw/oldmansquad Follow Dan Besbris on Twitter: https://x.com/danbesbris Find Dan on the brand new BlueSky social network: https://bit.ly/3Vo5M0N Check out Dan's Google Sheet with Ranks, Weekly Streaming Schedule Charts & Injury Replacement Adds FREE! https://bit.ly/3XrAdEW Listen and subscribe on iTunes: https://apple.co/3XiUzQK Listen and subscribe on Spotify: https://spoti.fi/3ACCHYe Float on over to the new Old Man Squad Sports Network YouTube page to watch videos from the network's top talent: https://bit.ly/46Z6fvb Join the Old Man Squad Discord to chat with Dan and all the other hosts: https://t.co/aY9cqDrgRY Follow Old Man Squad Fantasy on Instagram for all our short videos: https://bit.ly/3ZQbxrt Podcast logo by https://twitter.com/freekeepoints Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

880 Boards of Canada - Music Has the Right to Children

Axios reported that an AI startup CEO entered a secret fraud plea and continued closing deals. Private companies may not be obligated to disclose sealed legal matters outside of specific contracts, which shifts more risk management to diligence and contract design. Customers can strengthen vendor reviews with structured background checks, verified security attestations, and termination and notification clauses. Investors can add third party background investigations, watchlist screening, and updated representations and covenants with enforcement remedies. Boards can form special committees, engage outside counsel, limit executive authority during reviews, and tighten controls and whistleblower channels. Founders can operationalize governance to speed sales and fundraising while reducing counterparties' risk exposure.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

Boards of Canada is one of those groups whose albums seem to fly out of the record store, so it was about time we checked them out. At least one of us may have just found one of his new favorite groups. Where does "Inferno" by Boards of Canada end up on our patented tic-tac-toe board of album rankings? Tune in and find out!What did you think of Boards of Canada's "Inferno?" What album should we review next? Let us know in the comments!Listen to the Ultimate Extended Playlist (YouTube, Spotify)Like/follow/subscribe to Extended PlayJoin the Extended Family on Patreon for even more playlists

DR1THINGS WE MISSEDThe meritocracy is still a lie: ‘Don't look at the résumé': Elon Musk admits he's ‘fallen prey' to flashy credentials and says conversation matters most when hiring“Generally, what I tell people—I tell myself, I guess, aspirationally—is, don't look at the résumé,” he said. “Just believe your interaction. The résumé may seem very impressive…but if the conversation after 20 minutes is not ‘Wow,' you should believe the conversation, not the paper.”“I think goodness of heart is important.”Four Black women. Nine degrees. Not one steady paycheck.The president promised to save “Black jobs,” but his policies have resulted in fresh pain for the Black middle class as the employment gap widens.Study: Women are more likely to get hired after taking GLP-1sZuck still sucks: Mark Zuckerberg Sure Sounds Eager to Get Young People Hooked on Online GamblingThe Meta CEO is developing a social network betting market app—and wants help from Polymarket and Kalshi.Starbucks “Actively Reassessing” 2030 Climate GoalStarbucks initially unveiled its climate goal in 2020, targeting a 50% reduction in Scope 1, 2 and 3 emissions by 2030, on a 2019 basis.While the company's impact report indicates that it has succeeded in cutting operational emissions, with Scope 1 and 2 falling 17% since 2019, wider value chain emissions have continued to climb, with Scope 3 rising by 8% since 2019. With Scope 3 accounting for over 90% of overall emissions, Starbucks has seen its GHG footprint grow by 7% overall since 2019.The reassessment of the goal comes as the company takes “a fresh, comprehensive look at our sustainability goals,” according to a blog post by Starbucks' Chief Sustainability and Social Impact Officer Kelly Goodejohn, as part of the company's ‘Back to Starbucks' strategy initiated by CEO Brain Niccol. From the Impact Report:Overall Grants from the Starbucks FoundationFY25 $13.6M ($31M)FY24 $21.4M ($96M)Delaware Court of Chancery Interprets New Section 144 and Applies Heightened Presumption of Director IndependenceThe Opinion arose in a common context in Delaware stockholder litigation: claims over director and management compensation. In the decision, Vice Chancellor Lori W. Will applied, for the first time, the statute's heightened presumption of independence for directors of public companies determined by the board to be independent under the relevant NYSE or Nasdaq listing standards to dismiss derivative claims on demand futility grounds.In conducting the demand futility analysis, which looks to whether a majority of the board can independently consider a stockholder demand to bring derivative litigation, the Court reasoned that the new statutory language requiring a plaintiff to plead “substantial and particularized facts” to rebut the “heightened” presumption of independence sets a higher bar than under pre-existing law. Specifically, the Court held that the addition of “substantial” to the existing standard that already required particularized facts meant that “a plaintiff must plead specific, non-conclusory facts of sufficient qualitative significance to support a reasonable inference of a material interest or relationship that would impair the director's objective judgment.” The Court was clear that it is not a matter of quantity but rather quality, observing that “a collection of trivial facts” will not rise to the level of materiality required to satisfy this “heightened” standard. Applying that standard to the facts in the case, the Court concluded that the plaintiff's allegations of various overlapping board positions, overlapping investments, and other “business ties” with the company's founder and non-executive chairman were not sufficiently material.DR2The Boardroom Buy-InThe Taser CEO Who Says AI Is the Future of PolicingTaser and body-cam king Rick Smith is betting Axon's dominance—and his own pay package—on his tech-driven vision66% influenceRick Smith: Every 30 seconds one of his Tasers is fired by somebody in the U.S., usually a police officer.The pay package he and his board put together catapulted him to the top of last year's list of the highest-paid CEOs, with a compensation package valued at $164.4 million.33% no 2025; 10% no 2026Smith has already hit three of seven goals. At the end of 2025, Axon estimated the shares underlying the full award could be worth nearly $386 million.IN: Not a dictatorshipOne share one voteBlackRock 9.3%The Vanguard Group 11.6%Patrick Smith 3.5 %OUT: Patrick Smith 66% influence MMWith Chair Michael Garnreiter (2006-); sits on Audit, Compensation Committee, and Nominating committeesCompensation Committee chair Hadi Partovi (2010-): Smith (‘91) and Partovi (‘94) both members of the Theta Eta chapter of Sigma Chi at HarvardOUT: Patrick Smith ignores his board: In the wake of the tragic 2022 school shooting in Uvalde, Texas, Smith announced that Axon would begin developing Taser-equipped drones that could fly into classrooms to incapacitate active shooters.This decision was made unilaterally, bypassing Axon's own independent AI Ethics Board.The board issued a rare, public rebuke of Smith, accusing him of "trading on the tragedy" of school shootings to push a dangerous idea.Consequently, 9 of the 12 ethics board members resigned in protest, citing a total loss of faith in Axon's ability to act responsibly.Smith was forced to publicly back down and pause the project. IN: The CEO Performance award was specifically voted on in 2024 and passed, barely, but it passed: 50.1% yesNintendo Boss to Give Sweeping 10% Salary Raise to Retain EmployeesWhile most of the players in the gaming industry continue to hemorrhage jobs, Nintendo is opting to take a different path. The Kyoto-based gaming giant has recently announced a 10% increase to base salaries for its employees, a move that highlights its commitment to talent retention while everyone else is laying off employees.Nintendo president Shuntaro Furukawa made the announcement during a recent shareholder meeting, emphasising that maintaining competitive compensation is central to the company's strategy. The raise applies to the company's workforce, which has grown to over 8,200 employees, the highest headcount in Nintendo's history.IN: CEO Shuntaro Furukawa's (18%) annual executive compensation at Nintendo generally totals around $2.5MOUT: 63% of shares held by institutional investors. What the hell do these suits know about video games? IN: Of six outside directors, 3 are women (20% average in Japan)IN: Because they literally have questions like this at their annual meeting, in fact it was the first one: “With the release of Splatoon Raiders approaching, how does Nintendo evaluate the previous title, Splatoon 3? Some players experienced communication errors and discrepancies in hit detection in that title. I feel that Nintendo's response to these issues may not have been consistent with “sincerity,” one of the values in the Nintendo DNA.”Copart CEO Jeff Liaw to step down, Jay Adair to returnCEO Jeff Liaw will step down from his position and leave the board of directors effective July 31, 2026.Executive Chairman Jay Adair to resume the CEO role on the same date. Adair previously served as Copart's CEO. Liaw will assist with the transition as Special Advisor to Adair.Liaw has been with the online vehicle auction company for approximately a decade, serving first as CFO, then as President, before becoming the company's third CEO.OUT: Leadership messiness, highlighted by a boomerang CEO and so much more:The board has a Chair (founder Willis Johnson 40%) AND an Executive Chair: Willis' son-in-law and co-founder and boomerang CEO Jay Adair 38%The board also included resigning CEO/former CFO Jeff Liaw and former COO Jim Meeks and former Copart executive Steve CohanIN: a boomerang marks a return to the glory days?former CEO Liaw is actually leaving the boardStock price down 50% over past few yearsOUT: A dumb board for an online car auction company:12 directors5 are former or current executivesOne independent director with an car experience: sort of.Matt Blunt is the president of the American Automobile Policy Council, which represents the public policy interests of Stellantis N.V., Ford Motor Company, and General Motors CompanyServed as the governor of the State of Missouri from 2005 to 2009.Only 2 women.3 directors involved as a private inverter or venture capitalIN: CEO Pay Ratio is 46:1Liaw $2.1MAdair $432k for certain benefits MM1Things We MissedDOL's Replacement ESG Rule Reaches White HouseThe rule isn't interesting in and of itself - it reverts to Trump's prior rule in his first term that basically said ESG (E+S really) is dumb, and that everything must be "pecuniary focused”But the interesting part this time around:Trump also signed an executive order in December 2025 directing the DOL to tighten fiduciary rules governing proxy voting and to increase transparency about plan sponsors' use of proxy advisers. The department issued a technical release in April warning that proxy advisory firms may be subject to ERISA fiduciary standards and that proxy voting is a fiduciary act under the law that must be carried out “for the exclusive purpose of maximizing risk-adjusted return.”From the technical release in April: The Department has long recognized that voting rights and other shareholder rights attributable to shares held by ERISA-governed employee benefit plans are plan assets in their own right. Accordingly, management of those rights is subject to ERISA's fiduciary duties, including the duties of prudence and loyalty. The Department first issued guidance on this topic in the 1980s. For example, a 1988 letter (Avon Letter) noted that “it is the Department's position that the decision as to how proxies should be voted . . . are fiduciary acts of plan asset management.”(2)Proxy advisory firms may also be functional fiduciaries under ERISA section 3(21)(A)(ii) by providing investment advice for a fee to plans with respect to property of that plan.Here's why it's interesting:Defining fiduciaries as those who provide advice for a fee means everyone selling research is a fiduciary if the research is used in an investment decisionThe DOL is squarely defining proxy voting as a fiduciary act - which means that there can be no rational apathy as Mike Levin likes to talk about - if voting your proxies is definitionally your fiduciary duty, you can't defer it or ignore itIf you vote 99% in favor of management, you definitionally are ignoring your fiduciary duty - half of companies will underperform some peer set, meaning they produced fewer returns than peers, in any given year. So you either set the time frame longer (thus forcing the inclusion of long term data like climate and social factors) and say that in any one year it makes sense to vote with management to allow them time to execute strategy, OR you should be voting against nearly half of management proposals for underperformers each year because they are not producing pecuniary returnsGovernance chairs remain under pressure as investor scrutiny rises despite rising support for directors, research showsISS found that the MEDIAN support for directors has hit 98%They found that governance/nom chairs (those are specifically governance/nom committee chairs) had median support of 94.1%Pay chairs had 96.9% supportMM2The Boardroom Buy-InJPMorgan built a pipeline of female CEO candidates that was the envy of Wall Street. How did it fall apart? Are you IN or OUT on this board to find a successor to Dimon?IN or OUT: Nom chair: Gini Rometty (2020)Massively connected - highest betweenness, 82% connected to other directors (highest on board)Ex IBM CEO (retired 2020), IBM lifer (since 1981), Council on Foreign Relations, Business RoundtableCEOs replaced: herself? With Arvind Krishna, who was at IBM for more than 30 yearsIN or OUT: Michele Buck (2025)Newly appointed, ex CEO of Hershey, Hershey for 20 years and Kraft/Nabisco for 17 years prior (two companies, all food), board of NY LifeCEOs replaced: zero (dictatorship at Hershey)IN or OUT: Stephen Burke (2004)Lead Director! 16% influence, 22 year tenureComcast since 1998, Disney/ABC 1986, director at Berkshire HathawayCEOs replaced: zero (dictatorship at NBC/Comcast)IN or OUT: Alex Gorsky (2022)Ex CEO of J&J, Boards of Apple, IBM (!), ex Business RoundtableCEOs replaced: Tim Cook, himself, Gini Rometty (!)Jensen Huang's iconic leather jacket is going up for auction. Are you IN or OUT on “iconic” founder clothes?IN or OUT: Steve Jobs' turtleneck INEnabled by Arthur LevinsonIN or OUT: Zuck hoodie INEnabled by Peter Thiel, Marc AndreessenIN or OUT: Bill Gates' glasses OUTIN or OUT: Elizabeth Holmes' turtleneck OUTIN or OUT: Jack Dorsey's “love” hat OUTIN or OUT: Musk's chainsaw INSub question: if a board member has been on the board as long as the founder, are they iconic?Tench Coxe - 32 years on Nvidia board, only board he's on, buddies with JensenHarvey Jones - 32 years on Nvidia board, only board he's on, buddies with JensenBrooke Seawell (28 years) and Mark Stevens (17 years) - both were with Jensen when Nvidia just made dopey video cards for better video games

After years of wondering how to scale his business, Eric is launching Eric AI!  Eric is passionate about coaching and mentoring owners, solopreneurs, and professionals across the meetings and events industry. Eric AI is a business mentor platform built from Eric's experience, methodology, and decision-making process, making his mentoring available 24/7 in 77 languages. Stay tuned as he shares how the platform was created, what sets it apart from other AI tools, and how it asks thoughtful questions, offers guidance, and helps business owners move forward. Eric AI Eric AI allows you to work with Eric 24/7, in 77 languages. Built from Eric's personal knowledge, experience, methodology, and coaching style, it gives you access to his business mentoring whenever you need it. How Eric AI Was Created The platform was developed by uploading everything Eric has written, recorded, and taught throughout his career. It was then refined through an extensive onboarding process that captured how he approaches different situations, the questions he asks, the methodologies he uses, and his communication style. Authentic Human Wisdom Eric explains that the platform is designed to capture and scale authentic human wisdom. Rather than simply generating answers, it is designed to reflect Eric's own voice, methodology, and decision-making process. Finding New Clients If you want to find new clients, focus on building trust and visibility through consistent action. Reconnect with past clients, ask for referrals, and create opportunities to add value rather than relying solely on cold outreach. Be Where Your Clients Are You need to be present where your clients spend their time, both at industry events and in the digital spaces they use. Being visible, credible, and memorable makes it easier for opportunities and introductions to happen. Board Decisions If a board keeps postponing decisions, provide a clear framework that defines the options, the impact of each choice, and the cost of delaying action. Making the consequences of inaction visible helps move discussions forward. Boards should be encouraged to make their decisions by the end of the meeting, even if that decision is "no" or "not now." Setting boundaries helps to avoid endless debates. Asking the Right Questions Eric AI does more than provide answers. It guides you by asking questions that help you think through your own situation and determine the best way forward. Difficult Questions Because your conversations remain confidential, you can ask Eric AI sensitive business or workplace questions you might not want to raise with anyone else. Focus on What You Can Control When work relationships become difficult, concentrate on the things you can influence. Honest, non-confrontational conversations can help rebuild trust while allowing you to better understand the other person's perspective. Connect with Eric Rozenberg On LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter  

There's a room you're not yet in. Maybe it's a literal room — the board meeting, the investor briefing, the conversation at the level above yours where decisions get made that shape your organization and your career. Maybe it's more of a concept — the level of credibility where people seek out your perspective rather than just your report. Where you're consulted, not just informed. Becoming a trusted advisor to a board is one of those topics that sounds like it belongs to a specific career stage. But the behaviors, habits, and communication patterns that make someone genuinely valuable at board level are not developed the week before you need them. They're built over years — and the leader who starts now will be genuinely ready when the moment comes. In this episode of Leading Women in Tech, Toni Collis breaks down exactly what board-level credibility looks like, how it's built, and what you can start doing right now — wherever you are in your career. This is for you if:   ➡️  You're the leader actively working toward the C-suite who knows the board relationship is her frontier ➡️  You're the woman considering fractional work, NED roles, or an encore career — and who needs to understand how to position herself for board-level advisory work ➡️  You're the Director or VP who's not thinking about boards yet — and who is going to leave this episode with the most immediately actionable content, because the seeds of board credibility are planted years before the harvest What's covered: ➡️  What being a trusted advisor actually means — and why the conventional picture is wrong. Boards don't want information providers. They want people who help them think. ➡️  What boards actually want from an advisor — the real version, not the official one. Five specific capabilities that make someone genuinely valuable in a board context, including pattern recognition, intellectual honesty under pressure, and executive listening ➡️  The communication shift that changes everything — stop leading with the what and start leading with the so what. The four-part trusted advisor structure that works in any high-stakes senior room ➡️  How to build the relationships that create board-level credibility — including why most people start too late, how to be useful before you make an ask, and why making your thinking visible is one of the most effective career investments available to you ➡️  What you can start doing right now — five specific behaviors for the earlier-career listener that compound into board-level credibility over time. Including reading the rooms above yours, practicing strategic language in every meeting you're already in, and volunteering for board-visible work ➡️  The fractional and encore career dimension — how to translate your experience into board language, how to be findable for the right roles, and how to build the portfolio of evidence that boards and fractional hiring organizations are actually looking for   Whether you want the C-suite, a non-executive director role, a fractional career, or you just want to be the kind of leader who gets consulted rather than just informed — this episode gives you the framework.   Further listening (related episodes) ⏹️  Episode 286 — Executive Presence for Women in Tech: https://tonicollis.com/leading-women-tech/286-executive-presence-for-women-in-tech ⏹️  Episode 292 — From Tactical to Strategic: The Unspoken Rules for Women Stepping Into Executive Leadership: https://tonicollis.com/leading-women-tech/291-c-level-leadership-for-women-in-tech ⏹️  Episode 238 — Thinking Like an Executive: From Firefighter to Strategist: https://tonicollis.com/leading-women-tech/238-thinking-like-an-executive-from-firefighter-to-strategist ⏹️  Episode 241 — Thinking Like an Executive: Setting Priorities as an Executive: https://tonicollis.com/leading-women-tech/241-thinking-like-an-executive-setting-priorities ⏹️  Episode 236 — Thinking Like an Executive: Cultivating Your Executive Presence: https://tonicollis.com/leading-women-tech/236-thinking-like-an-executive-cultivating-executive-presence ⏹️  Episode 291 — C-Level Leadership for Women in Tech: What It Really Takes to Thrive: https://tonicollis.com/leading-women-tech/291-c-level-leadership-for-women-in-tech ⏹️  Episode 256 — No More Crickets: The Networking Strategy That Lands Jobs in 2025: https://tonicollis.com/leading-women-tech/256-networking-strategy-lands-jobs ⏹️  Episode 284 — Am I Ready to Be a Fractional Leader?: https://tonicollis.com/leading-women-tech/am-i-ready-for-fractional/ ⏹️  Episode 288 — How to Position Yourself as a Fractional Leader: https://tonicollis.com/leading-women-tech/288-fractional-leadership-positioning/ ⏹️  Episode 289 — How Fractional Leaders Actually Get Hired: https://tonicollis.com/leading-women-tech/289-how-fractional-leaders-get-hired/   Book a complimentary strategy call: tonicollis.com/lets-chat

Send us Fan MailNonprofit strategic planning software is changing how leaders, boards, and fundraisers build plans that actually guide decisions. Sophia Shaw, co-founder of Plan Perfect, explains why the old “plan on a shelf” model no longer fits the business of nonprofits.Sophia brings deep sector experience as former CEO of the Chicago Botanic Garden, former leader of the nonprofit board governance program at Kellogg, and a nonprofit board chair. Her message is direct: strategic planning needs to live, move, and help organizations navigate change.In this conversation, Sophia explains how Plan Perfect helps nonprofits move from first surveys to finished plans while also connecting planning to enterprise risk management. Instead of building a document once and leaving it untouched, nonprofit leaders can use dashboards, AI-supported surveys, risk tools, tabletop exercises, and real-time updates to keep strategy connected to daily work.For fundraisers, this shift is especially important. Sophia says, “To have a strategic plan is to give your fundraisers the ability to know what they're raising money for.” That one sentence carries real business value. If fundraisers cannot clearly describe priorities, goals, and impact, donor conversations become harder than they need to be.This lively discussion also addresses cost and timeline. Sophia compares traditional planning processes that may take nine months and cost $50,000 with a newer approach that can happen in two to three months for up to $4,800 before added consulting support. Another major theme is safe AI adoption. Sophia warns that nonprofits should not place donor, visitor, clinic, or constituent data into open AI systems without safeguards. The opportunity is powerful, but the responsibility is just as real.Key Takeaways:* Strategic plans should be updated regularly and used as management tools, not ceremonial documents.* Fundraisers need clear organizational priorities to support donor conversations and multi-year giving.* Three-year plans are becoming common, while six-month and one-year plans can help nonprofits respond faster.* Surveys can bring thousands of constituent voices into planning and reduce boardroom disconnect.* AI can help nonprofits leap forward, but sensitive data must remain protected.* Donors and foundations may begin asking harder questions about plans, goals, and execution. 00:00:00 Welcome to The Nonprofit Show 00:02:00 What Plan Perfect Does for Nonprofits 00:02:50 Sophia Shaw's Journey Through Nonprofit Leadership 00:04:22 Why Traditional Strategic Planning Must End 00:05:49 How Boards Respond to New Planning Tools 00:08:54 Giving Nonprofit Leaders Their Own Voice 00:09:49 Rethinking Planning Timelines and Costs 00:10:45 What It Means to Be Future Ready 00:12:35 Why Fundraisers Need the Strategic Plan 00:14:56 Using Surveys to Hear More Constituent Voices 00:18:41 Safe AI Adoption for Nonprofits 00:21:35 Turning Strategy Into Daily Action 00:25:36 Why Donors Should Ask About the Plan #TheNonprofitShow #NonprofitStrategy #NonprofitPlanningFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Patrick Dunne, author of "Boards", joins host Alberto Lidji on the Do One Better Podcast for a timely conversation on how boards can become more effective, more agile and more valuable. Drawing on the third edition of his book "Boards", Patrick explores how governance is changing in a world shaped by AI, faster decision making, dynamic strategy, rising uncertainty and more complex risk. He looks at the growing role of AI in boardrooms, from summarising papers and tracking regulatory change to supporting better decisions, while also considering where human judgement remains essential. Patrick also discusses the increasing importance of subcommittees, the value of bringing domain experts and next generation voices into governance, and why advisory boards may not always be the best way to access external insight. He reflects on trustee remuneration, generational diversity and the need for boards to move beyond traditional meeting formats. A highly practical episode for board members, chairs, chief executives, trustees, philanthropists and social entrepreneurs who want to strengthen governance and make better decisions. Patrick's executive experience includes 26 years in a variety of investment and management roles with 3i Group plc where, until 2012, he was Communications Director, a member of its Operating committee and Chairman of its Operational Risk forum.  Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.   

Board effectiveness is rising, but so are expectations, according to the latest research.     In 2026, 41% of executives rated their boards as "excellent" or "good," the highest percentage seen by The Conference Board and PwC. What does board effectiveness look like today, and where do boards still need to improve?     Join Brian Campbell and guests Ariane Marchis-Mouren, senior researcher for corporate governance at The Conference Board, and Arielle Berlin, director of the Governance Insights Center at PwC. Find out about why boards struggle with adapting to change, three ways to improve board assessments, and why top board trends have only intensified in the first half of 2026.     For more from The Conference Board:  Board Effectiveness 2026: A Survey of the C-Suite  Director Bandwidth Is Becoming a More Visible Test of Board Effectiveness  Modernizing Board Governance for Today's Risk Environment 

In hour 2, Evan (filling in for Guru) and Steiny get continue their conversation about who would want to play in Golden State and if it's Lebron James or bust. Plus, one of the Warriors targets signs in Philadelphia.

In this episode of On Just Terms, HSF Kramer partners Cameron Hanson and Tania Gray speak with Mark Rigotti, Managing Director and CEO of the Australian Institute of Company Directors, about the evolving governance landscape. The discussion explores governing culture beyond compliance, the growing influence of AI in the boardroom, and the impact of private capital on transparency, accountability and board priorities. A timely conversation for directors, executives and advisers navigating change in an increasingly complex environment.

LDL is one of the most important lab values to understand for NP boards because it plays a central role in cardiovascular risk and treatment decisions. In this minisode, I review the key LDL targets to know, explain when high-intensity statins come into play, and walk you through the clinical reasoning behind common board questions so you can confidently choose the next best step in dyslipidemia management.               Follow us on Instagram: instagram.com/smnpreviewsofficial

Send us Fan MailNonprofit leadership training through role play offers teams a different way to confront difficult decisions, build trust, and retain what they learn. Tim Sarrantonio, founder and chief designer of The Generosity Spectrum, introduces a collaborative educational gaming system created specifically for nonprofit professionals, boards, and the communities they serve.Rather than asking participants to sit through another lecture, the Generosity Roundtable places people inside realistic organizational situations. Players adopt generosity archetypes, explore competing priorities, and work toward consensus through guided storytelling.Tim says the goal is simple: “If it feels like work, we're doing it wrong.”The episode examines a persistent operational challenge across the sector: professional development is often expensive, passive, or inaccessible. Tim notes that 97% of nonprofits operate with less than $5 million in annual revenue, leaving many organizations with limited training budgets and little time for traditional programs.The Generosity Roundtable is designed to begin with as few as three people and support groups of up to ten. A session can help teams explore issues such as stalled engagement, technology decisions, board dynamics, donor conversations, and organizational trust—in roughly 20 minutes.Tim also explains why active participation may produce stronger recall than lectures, books, and webinars. By rehearsing decisions in a protected setting, nonprofit professionals can test ideas, examine assumptions, and prepare for situations ranging from boardroom conflict to foundation presentations.As Tim explains, “We win by agreeing with each other.” That consensus-based structure encourages participants to listen, negotiate, and understand why colleagues approach the same issue differently.The conversation also explores the business model behind the project, including fiscal sponsorship, corporate underwriting, accessible pricing, and community-based distribution.Key Takeaways:Role play allows nonprofit teams to rehearse difficult decisions without risking real organizational consequences.The experience can begin with three participants and expand to groups of ten.Twenty-minute sessions are designed for time-constrained nonprofit professionals and boards.Consensus-based gameplay strengthens listening, trust, negotiation, and shared decision-making.Corporate partners can underwrite access without turning participants into marketing leads.A shared library of verified game sessions could spread ideas across organizations, regions, and conferences.00:00:00 A New Approach to Nonprofit Leadership Training00:02:17 Tim Sarrantonio's Journey Into Nonprofit Education00:03:21 The Professional Development Problem00:05:06 Why Educational Gaming Belongs in the Sector00:07:02 Role Play Versus Traditional Board Games00:08:48 How the Generosity Archetypes Work00:10:14 Why Immersive Learning Improves Retention00:11:31 Building Consensus and Psychological Safety00:14:10 Creating Circles of Trust00:17:15 Sharing Knowledge Through a Library of Generosity00:20:23 Using Scenarios for Boards and Nonprofit Teams00:23:49 Funding Innovation Without Gatekeeping Access00:25:35 Rethinking Corporate Sponsorship00:28:14 The Vision for Every Nonprofit Table#NonprofitLeadership #NonprofitTraining #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

In this episode, the host digs into a LinkedIn argument that got under his skin — people applying Midwest logic to Western water problems. He breaks down why water rights in the West are a completely different beast: from California's century-old water accords and LA's dependence on Lake Mead, to Oregon refusing to pull from the Columbia River while Idaho and Washington farm the same banks. He also tackles the data center water debate, explains why almonds are a valid water concern but hay isn't, and shares firsthand experience with the contradictory demands of California's air board and irrigation districts. If you've never had to think about water rights, this episode will change that.

Mike and Trey Farley host the Luxury Outdoor Living Podcast and interview Mikel Tupe from Belgium, who handcrafts luxury wooden diving boards he calls “functional art.” Tupe explains he began after building a board for his own pool, then left a banking/insurance career as international demand grew, especially in the U.S. He describes two construction types—floating boards (more flexible, cheaper, require storing in winter and checking screws) and tension boards (more solid, less bounce, adjustable tension bars). He discusses materials (ipe and a shift toward afrormosia), oiling to prevent graying and cracking, optional UV-protective covers, anti-slip features, and U.S.-based safety standards, bracket heights, and stainless-steel bases. He highlights the Ocean One as the most popular model, notes 5–7 week high-season lead times, typical longevity and weight guidance, unusual installations, and emphasizes customer communication and trust.   Discover more: https://woodendivingboards.com/ https://www.farleypooldesigns.com/ https://www.youtube.com/@MikeFarleyDesigns https://www.instagram.com/farleydesigns/ https://www.instagram.com/luxuryoutdoorlivingpodcast/   00:00 Podcast Welcome 01:12 Meet the Guest 02:01 Wooden Boards Origin 04:24 Choosing the Right Wood 06:00 Handcrafted Production 07:30 Floating vs Tension 11:04 Oiling and Winter Care 15:27 Covers and UV Protection 18:38 Splinters and Grip 22:05 Safety Rules and Brackets 27:30 Bracket Designs and Ocean One 28:48 Ocean One Bestseller 29:06 Board Sizes And Profiles 30:09 Why Wood Boards 31:09 Wild Install Locations 32:46 Maintenance And Hardware 35:41 Ordering And Shipping 37:55 Longevity And Weight Limits 41:37 Wood Vs Fiberglass Bounce 47:10 Design Inspiration And Safety 50:31 Trust Customer Care Wrap 52:37 Rapid Fire Favorites 55:02 Final Thanks And Contact  

It's time to close out Boards of Canada month. Wow! Two whole episodes! In this episode, we're digging into Inferno, the duo's first release in thirteen years. It's an album that brings the cult and numerology mystique of Geogaddi into the clean, soundtrack-inspired aesthetic of Tomorrow's Harvest. We get into how plunderphonics, nostalgia, and hauntology have shifted over the evolution of the band's discography and how that impacts the album. Grab a copy, fire up your favorite numbers station, and join us! The Album Inferno by Boards of Canada Additional Links Inferno - BoC PagesWhat of Boards of Canada's nostalgia now that nostalgia is everywhere?Boards Of Canada – InfernoAlbum Review: Boards of Canada – InfernoInferno on GeniusBoards of Canada – Inferno Credits Music by: 2MelloArtwork by: Patsy McDowellNight Clerk Radio on Bluesky

Boards have become a unique discipline and culture within climbing, so we created a recurring podcast focused on the latest things happening in board climbing and what it means for our sport from industry veterans and board lovers: Brian Squire, and Joshua Horsley the host of Testpiece.*Patreon Bonus Content (join https://www.patreon.com/testpiece for extended cut):*The hardest move ever on the TB2Is a Houdini Match allowed on a no matching boulder?Spray or Mirror for the TB2?Favorite angle to climb on for Boards?Favorite holds on the TB2?Boulders that are harder than “How Soon Is Now?” V15SHOW NOTES:Brian's board account - https://www.instagram.com/itsybitsylittlecrimpers/The TB2's hardest move - BRANEWORLD @50 https://tensionboardapp2.com/climbs/9DA5ADDC70E14F86B96D6EB5343BE676Join Patreon: HEREFollow us on Instagram: HEREVisit our podcast page: HERE

you guys are gonna try to snap a deck and wreck your knee one day, i found the streamer room on fremont street, picatta pork chop was INSANELY GOOD, potato leek soup coming soon, french dip craving, fundamentals of caring #skateboarding 

Send us Fan MailTrav is bad at mail and Steve is now a middle school track coach. Congrats to King Octavious on finding his way to the winner's circle. Caleb requests Top 5 games that taught you something about the real world!  Polyquest 2026 Boards!Games this episodeStar Fox (2026) (Switch 2) – June 25Rhythm Heaven Groove (Switch) – July 2Mina the Hollower (PS5)Wario Land 4 (GBA)Great Baseball (SMS)Blade Master (Arcade)The X-Files: Resist or Serve (PS2)Star Wars Jedi: Fallen Order (PS5)Dragon Quest IX: Sentinels of the Starry Skies (DS)Super Meat Boy 3DHigh On Life (PS5)Find more shows at polymedianetwork.com, BlueSky: Trav, Steve, Polykill, Polymedia twitch.tv/blinkoom, Send us an email polykillpodcast@gmail.com, Check out our patreon at Patreon.com/polykill How to be a Polykiller: Beat a game, take a screenshot, post it on BlueSky or Polymedia Discord, use #justbeatit, write a review and be sure to include @Polykill. Beat the most, become Polykiller. Beat any, have your Skeet potentially read on the show! Check out the Bonus Beats episodes on Patreon for more beat-skeet coverage!

John joins Nate to compare our draft boards. Hear why John has Cameron Boozer number 1, and Nate disagrees.  Where do they disagree with the consensus on Darryn Peterson? Why does Nate have AJ number 1? Plus, we sort through the gaggle of point guards, including a big disagreement on Kingston Flemings. 25:46 But first, we give our big Finals takeaways, and discuss the Knicks going into the second apron and where the Spurs need to improve. Plus, whether the Celtics should pull the trigger on a Giannis trade. Join Dunc'd On Prime for 35% off using the code mockoffseason2026!Dunc'd On Prime is the only place to get every episode with Nate & Danny, plus every pod with John Hollinger & Nate as well! DuncdOn.SupportingCast.FM Subscribe on YouTube to see our hilarious faces and, more importantly, see the key moments from the pod each week.Or, sign up for our FREE mailing list to get Dan Feldman's Daily Duncs with all the major topics around the league twice a week. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Join Joe Pisapia, Andrew Erickson, and Jake Ciely as they highlight 10 players they believe will rise up draft boards before the start of the 2026 fantasy football season! Timestamps: (May be off due to ads) Intro - 0:00:00 What Makes a Player a Draft Board Riser? - 0:02:20 DeVonta Smith - 0:05:11 Tyler Warren - 0:08:10 Bhayshul Tuten - 0:12:25 Brian Thomas Jr. - 0:16:58 FantasyPros Draft Simulator - 0:20:25 Carnell Tate - 0:21:03 Jonathon Brooks - 0:25:52 Jalen Coker - 0:29:30 Rachaad White - 0:33:40 Hard Rock Bet - 0:36:19 Denzel Boston - 0:38:06 Greg Dulcich - 0:43:00 FantasyPros Best Ball Stream - 0:46:26 Helpful Links: Hard Rock Bet - Sign up for Hard Rock Bet and make a $5 bet and you'll get $150 in bonus bets if you win. Head over to Hard Rock Bet, sign up and make your first deposit today. Payable in bonus bet(s). Not a cash offer. Offered by the Seminole Tribe of Florida in FL. Offered by Seminole Hard Rock Digital, LLC, in all other states. Must be 21+ and physically present in AZ, CO, FL, IL, IN, NJ, OH, TN or VA to play. Terms and conditions apply. Concerned about gambling? In FL, call 1-888-ADMIT-IT. In IN, if you or someone you know has a gambling problem and wants help, call 1-800-9-WITH-IT. GAMBLING PROBLEM? CALL 1-800-GAMBLER (AZ, CO, IL, NJ, OH, TN, VA) Follow us on Twitch - The team here at FantasyPros is taking questions all week, every week on Twitch. Follow us on Twitch at twitch.tv/fantasypros and never miss a stream! Discord – Join our FantasyPros Discord Community! Chat with other fans and get access to exclusive AMAs that wind up on our podcast feed. Come get your questions answered and BE ON THE SHOW at fantasypros.com/chat Leave a Review – If you enjoy our show and find our insight to be valuable, we’d love to hear from you! Your reviews fuel our passion and help us tailor content specifically for YOU. Head to Apple Podcasts, Spotify, or wherever else you get your podcasts and leave an honest review. Let’s make this show the ultimate destination for fantasy football enthusiasts like us. Thank you for watching and for showing your support – https://fantasypros.com/review/ BettingPros Podcast – For advice on the best picks and props across both the NFL and college football each and every week, check out the BettingPros Podcast at bettingpros.com/podcast, our BettingPros YouTube channel at youtube.com/bettingpros, or wherever you listen to podcasts.See omnystudio.com/listener for privacy information.