Podcasts about Candor

What if feedback isn't actually the problem, but a symptom of something deeper? In this episode of Inspirational Leadership, I'm joined by Melissa Eisler, Master Certified Executive Coach, team facilitator, founder of Wide Lens Leadership, and author of Fueled by Feedback: Rethinking the System That Shapes Leadership, Trust, and Culture. Drawing on her experience coaching senior leaders and teams, Melissa shares why building a culture of feedback starts with self-awareness, trust, and psychological safety. We explore how leaders can move beyond traditional feedback approaches to create more candid, collaborative, and high-performing teams. In this episode, we explore: Why feedback often fails: How a lack of trust, psychological safety, and self-awareness can prevent feedback from flowing freely and landing effectively. The leader's role in building a feedback culture: Why learning to receive feedback, recognizing blind spots, and leading by example are essential to creating an environment where people feel safe to speak up. Balancing candor with care: How leaders can communicate honestly while demonstrating genuine care, and why good intentions don't always translate into the impact we want to have. The power of self-awareness and self-regulation: How recognizing emotional triggers, slowing down, and approaching conversations with curiosity can transform the way leaders give feedback and connect with their teams. Creating a culture where feedback thrives: Practical ways organizations can embed feedback into onboarding, team check-ins, performance reviews, and everyday leadership practices. Whether you're a senior leader, HR professional, or someone passionate about building healthier workplace cultures, this conversation offers valuable insights into how feedback can become a foundation for trust, growth, and stronger leadership. About Melissa Eisler Melissa Eisler is a Master Certified Executive Coach, team facilitator, and founder of Wide Lens Leadership. With over a decade of coaching experience and 15 years in corporate leadership, she helps senior leaders and teams navigate complexity, change, and growth while building cultures rooted in trust, feedback, and accountability. She is the author of Fueled by Feedback: Rethinking the System That Shapes Leadership, Trust, and Culture. About Inspirational Leadership Inspirational Leadership is hosted by Kristen Harcourt, Emotional Intelligence Expert, Executive Coach, Leadership Trainer, Keynote Speaker, and Podcast Host. Through conversations with inspiring leaders, experts, and thinkers, Kristen explores the ideas, behaviours, and practices that help us become more conscious, courageous, and inspirational leaders. Learn more about Kristen and her work in executive coaching, leadership training, and transformational keynotes at www.kristenharcourt.com  

"... Gaz, the vile deity of assassins and the hated, was only a normal halfling in those days. Many philosophers have debated why Gaz committed such an abomination to the fabric of reality: was it pride, desire for power, some other dark reason? Or perhaps as some have speculated a terrible contract given to a mortal being that was never intended on being fulfilled? Another question that has yet to be answered is how one can permanently end a god. The written and oral records are littered with deities being slain and forced to withdraw from the strands of fate for a time but never being severed in their entirety. None of these records ever mention the insanity that befell those with a divine connection to Gulliver known as Mind Sliver, the Great Fracture, or Gulliver's Madness in different contexts. We must assume that this event is somehow unique.My studies in this matter took me to Vorenguard: the continent home to the nations of Candor, Praellara, Goldcrest, Teaghlaigh, and Zemjata; and to the Kings Road, a paved path from one end of the continent to the other, the longest road in the known multiverse. The Kings Road had always held significant place for those who worshiped Gulliver: before its creation they would follow travellers in the region, offering them safe passage. And after its creation they were the road's most fervent defenders, tending to its needs and patrolling it for safety. There I spoke to many people and people's for......but the others had a great deal to tell me once I could tease it out from them. One had even claimed to have known a worshipper of Ilene who had been there at the terrible moment when Gaz plunged the dagger into Gulliver's heart. While I am often reticent to record the words of any human after their third drink the description of the dagger Gaz used (second hand of course from the worshipper of Ilene) did match many contemporaneous reports from people who claimed to know Gaz before his ascendance. This drunkards depiction of the Three Perfect Tears I must admit I also found compelling. Many accounts differed as to if they literal tears or just gems. The human insisted that they were in fact both. That the god Gulliver as he died cried three droplets of water contained in three perfect diamonds. Thusfar regrettably my attempts to trace these artefacts which supposedly can create three "perfect moments" to any specific location have ended fruitlessly."~ Gormul Lumrik Forgebranch the WorldCasterIn his seminal work: The Ages of the Humans and the Deaths of a Noted Being (Tome 2, Chapter 43, Section 285)If you supported the Jarren's Outpost Board Game, check your emails to manage your pledge manager! Of course you can still grab a copy right here and we insist you do xx o. Hosted on Acast. See acast.com/privacy for more information.

"When you give people straightforward feedback, you're preparing them for the future." Episode Chapters [00:00:43]  What Leaders Are Asking Lee [00:04:00]  Why Being Candid Saves Time [00:06:36]  The Cost of Avoiding Difficult Conversations [00:07:33]  What Truth With Empathy Looks Like [00:10:37]  Building a Culture of Candor at Work Difficult conversations are rarely comfortable, but avoiding them can create even more problems. Lee Cockerell, retired Executive Vice President of Walt Disney World, discusses why being candid and getting to the point can save time, reduce confusion, and help people improve. Lee explains why straightforward feedback should be delivered with empathy rather than anger or intimidation. He shares how this approach applies to parenting and the workplace, where employees need clear expectations and the confidence to speak openly. Leaders can make honesty and respectful communication part of their team's everyday culture. When people know where they stand and trust that feedback is intended to help them succeed, difficult conversations become opportunities for growth rather than problems to avoid. Read the blog for more from this episode.  Resources CockerellStore.com The Cockerell Academy About Lee Cockerell Mainstreet Leader Jody Maberry Travel Guidance Magical Vacation Planners are my preferred travel advisors. Reach out to have them help plan your next vacation. You can reach them at 407-442-2694.

"Send us a message!"Five years. 262 episodes. And we haven't missed a Monday.September 13 marks five years since we published the first episode of Hello Hair Pro. And somewhere along the way, talking about business every week started to change the way we thought about it.So for this episode, we're looking back.We talk about how the podcast has changed, how we've changed as leaders, and what five years of consistently sitting down to question our own ideas, share our opinions, and talk through business has taught us about people, growth, resilience, leadership, and ourselves.We get into becoming more open-minded, learning our individual roles as business partners, getting more comfortable giving honest feedback, letting go of the need to save everyone, building a company around people, and realizing that a successful relationship doesn't have to last forever to have been successful.We also look back at the flood that displaced Hello earlier this year, and what watching our team rally together taught us about trust, resilience, and the culture we'd spent years trying to build.Five years later, we definitely don't have everything figured out.But maybe that's one of the biggest things we've learned.Big IdeaGrowth isn't reaching a point where you've figured everything out. It's becoming better at questioning what you think you already know.Key TakeawaysConsistency matters more than the excitement you feel when you start something. Talking about business every week has forced us to question and refine what we actually believe. Open-mindedness doesn't mean abandoning what works—it means recognizing that your way isn't necessarily the only way.Understanding our individual strengths and roles has made us better business partners. You can't want more for an employee than they want for themselves. A relationship doesn't have to last forever to be successful. Honest feedback isn't cruel. Avoiding necessary conversations can actually hurt someone's growth.Your reputation is built by whether you actually do what you say you're going to do. Mission, vision, and core values become valuable when you actually use them to make decisions. Resilience isn't just an owner trait. A strong team can make the entire business more resilient. Growth isn't only revenue. It's also better leadership, stronger people, improved systems, clearer thinking, and better decisions. Success can make complacency especially dangerous. Time Stamps00:00 — Five years of Hello Hair Pro 03:00 — Starting is fun. Staying consistent is harder. 06:00 — Learning to form—and question—our own opinions 09:00 — Overrated or Underrated 12:00 — From “this is the way” to “this is a way” 14:00 — Becoming more comfortable having an opinion 16:00 — How we've changed as leaders and business partners 18:00 — You can't want more for someone than they want for themselves 21:00 — A relationship doesn't have to last forever to be successful 25:00 — What actually builds your reputation 27:00 — Candor, feedback, and helping people grow 31:00 — Actually using your mission, vision, and values 34:00 — The flood, our team, and what resilience really looked like 39:00 — Why success can lead to complacency 42:00 — Overthinking, distillation, and continuing to learn 44:00 — One Last Thing Question of the WeekWhat do you believe about your business today that you didn't believe five years ago?Your business should serve you, so that you can serve others.Keep questioning. Keep learning. And don't confuse experience with having everything figured out.Links and Stuff:Our Newsletter Mentoring InquiriesFind more of our things:InstagramHello Hair Pro Website

In this episode, Barbara discusses: The myth that saying “I'm sorry” always increases malpractice risk How silence and defensiveness can increase mistrust and suspicion in patients and families The Candor (CANDOR) approach: Communication and Optimal Resolution—emphasizing timely communication, investigation, disclosure, empathy, apology (when appropriate), learning, and fair resolution Examples of three physicians (Mary's doctor, Dr. Thompson, Dr. Rodriguez) that contrast silence vs. transparent communication The role of apology laws, and why doctors must know state law, organizational policy, and malpractice-carrier guidance A practical 4‑step communication framework after an adverse event: Acknowledge what happened Express empathy Don't speculate Explain what happens next and follow through Why this belongs on a marketing podcast: reputation, relationships, trust, and what patients say about you when you're not in the room The impact on physicians' own emotional well‑being and the importance of supporting clinicians after adverse events Her core message: phrases like “I'm sorry,” “I don't know yet,” “We're investigating,” “I'll come back,” and “We'll work to make sure this does not happen again” can be words of integrity, not weakness. Key Takeaways: “Silence after something goes wrong often increases mistrust, while honest, empathetic communication (“I'm sorry,” “I don't know yet,” “We're investigating,” “I'll come back”) can build trust rather than automatically increasing legal risk” Connect with Barbara Hales:  Twitter: @DrBarbaraHales Facebook: facebook.com/theMedicalStrategist Business Website: TheMedicalStrategist.com Email: info@TheMedicalStrategist.com  YouTube:@barbarahales LinkedIn: https://www.LinkedIn.com/in/barbarahalesBooks: Content Copy Made Easy 14 Tactics to Triple Sales TRANSCRIPTION:(246) The Most Dangerous Word in Medicine: “Sorry” Dr. Barbara Hales 0:00:31 The most dangerous word in medicine, sorry, the word that can make a physician cringe. Sorry, not because doctors don’t care. Quite the opposite. Hello, everyone, and welcome back to Marketing Tips for Doctors. Most physicians went into medicine because we care deeply about our patients, but somewhere during our training, many of us absorbed another lesson: When something goes wrong, be very careful what you say. Don’t speculate. Don’t admit anything. And whatever you do, don’t say something that could sound like you’re admitting fault, because you might get sued. But what if that isn’t the whole story? Mary's Story & The Birth of Suspicion Dr. Barbara Hales 02:00 What if the instinct to protect ourselves by becoming quiet, distant, and guarded can sometimes accomplish exactly the opposite? What if silence makes an already frightened or angry patient wonder, “What aren’t they telling me? That’s what we’re talking about today. I call it the transparency paradox. And grab your coffee because this one might make you rethink something doctors have been hearing for decades. When something goes wrong, let’s imagine a patient named Mary. Mary goes into the hospital for what she believes will be a relatively straightforward procedure. Unfortunately, she develops a serious complication. Her family is frightened. They have questions. What happened? Was this expected? Did somebody make a mistake? Is Mary going to be all right? And perhaps most importantly, why isn’t anyone talking to us? The physician is frightened too. Maybe he doesn’t yet know exactly what happened. Maybe risk management has become involved. Maybe he’s terrified that one poorly chosen sentence will become Exhibit A in a malpractice lawsuit. So he keeps the conversation brief. He sticks to clinical facts. He avoids discussing what might have happened, and he certainly doesn’t apologize. From his perspective, he’s protecting himself. But let’s look at that interaction from Mary’s perspective. Something happened to me. Nobody will explain it. Everyone suddenly seems guarded. My doctor barely looks me in the eye. Maybe they’re hiding something, and now we have something that didn’t necessarily exist before: suspicion. That is the paradox. The physician’s silence was intended to decrease legal risk, but emotionally, that same silence may increase mistrust. The Myth of “Never Say You're Sorry” Dr. Barbara Hales 05:00 The myth. There’s a persistent myth in medicine that goes something like this: Never say you’re sorry because apologizing is admitting liability, and like many myths, there’s a tiny bit piece of truth buried inside something much more complicated. There is an enormous difference between saying “I’m very sorry this happened to you, and making a definitive statement about negligence before the facts have even been investigated. That’s why I’m not suggesting that doctors become their own attorneys. I’m not an attorney, and this episode is not legal advice. The laws governing apologies and their admissibility vary from state to state, and your hospital practice insurer and risk management team may have specific procedures you need to follow. CANDOR: Communication and Optimal Resolution Dr. Barbara Hales 07:00 But here’s what I do want physicians to understand. Passion and transparency are not synonymous with recklessness, and we now have organized approaches to adverse events that are built around that distinction. One of the most important is called candor, C-A-N-D-O-R. That stands for Communication and Optimal Resolution. It was developed by the Agency for Healthcare Research and Quality. Instead of the old-fashioned approach, sometimes described as deny and defend, Candor emphasizes timely communication, investigation, disclosure, empathy, apology when appropriate, learning from the event, and fair resolution. Think about how different those two philosophies feel to a patient. One says, “Protect the institution. Say as little as possible. Wait for the lawyers. The other says something happened. We’re going to find out what happened. We’re going to communicate with you. We’re going to take care of you, and we’re going to learn from this. That’s a very different experience. Case Study: Dr. Thompson and the Medication Error Dr. Barbara Hales 09:00 Now let’s imagine another physician. We’ll call her Dr. Thompson. A medication error occurs. The wrong dose reaches her patient. Thankfully, the patient recovers. Dr. Thompson is devastated. She walks into the room and immediately says, “This was completely my fault. I made a terrible mistake. There was no excuse for it. Now, emotionally, we understand why she said it. She feels terrible, but there’s another problem here. At this point, nobody has completed the investigation. Maybe the electronic ordering system displayed the wrong dose. Maybe the pharmacy verification failed. Maybe there were two medications with nearly identical names. Maybe five different safeguards failed, or maybe Dr. Thompson really did make an error. We don’t know yet, and that’s an important distinction. Transparency does not mean guessing. It does not mean assigning blame before the facts are known, and it does not mean making promises you may not be able to keep. In fact, one of the principals in formal disclosure programs is very simple: tell patients what you know, don’t speculate about what you don’t know. What Patients Actually Want After Harm Dr. Barbara Hales 11:00: Imagine how much better this might sound, mr. Jones. Something happened with your medication today that we did not expect, and I’m very sorry that you’ve had to go through this. Right now, our priority is taking care of you. We’re also investigating exactly what happened. I don’t want to speculate or give you information that may turn out to be wrong, but I promise that we’ll keep you informed as we learn more. Notice what’s missing: running away, defensiveness, blaming somebody else, and speculation. But notice what’s also there: humanity. What patients actually want. When patients have been harmed, we sometimes assume their first thought is, “How much money can I get? But that is an extraordinarily cynical way of looking at people. Patients and families often want answers. What happened? Why did it happen? What are you going to do about it? And perhaps most importantly, could this happen to somebody else? Think about that last question. A patient who has just experienced something terrible may still be thinking about the next patient. They don’t want another family sitting where they’re sitting. That tells us something important. Sometimes resolution is not only about money. It’s about acknowledgement. It’s about answers. It’s about accountability, and it’s about knowing that something will change because of what happened. University of Michigan & Challenging Assumptions Dr. Barbara Hales 13:00 Here is the University of Michigan experience. This isn’t just a feel-good theory. One of the most frequently discussed examples came from the University. University of Michigan Health System. They developed an approach that moved away from automatically fighting every claim. When care was appropriate, they defended it. But when their investigation found that inappropriate care caused harm, they disclosed what happened and sought resolution, including compensation when appropriate. Researchers subsequently examined what happened to malpractice claims and costs, and here’s why that matters. The nightmare scenario many physicians imagine is if we start admitting that things went wrong, everybody will sue us. But that wasn’t what happened. The experience helped challenge the assumption that openness automatically creates more liability, and later research involving communication and resolution programs at other hospitals has also provided reason for optimism. That doesn’t mean apologize and nobody will sue you. Please don’t leave this episode telling people Dr. Hale said that. That’s not what the evidence says. It means something much more interesting, transparency when it is part of a thoughtful system of communication, investigation, apology, and resolution, does not appear to create the inevitable legal disaster physicians have traditionally feared, and in some settings, liability outcomes have actually improved. Case Study: Dr. Rodriguez and Rebuilding Trust Dr. Barbara Hales 15:00 Now let’s meet our third physician, Dr. Rodriguez. Performs surgery on a patient we’ll call Robert. Robert experiences an unexpected injury. This time, instead of disappearing, Doctor Rodriguez sits down with Robert and his wife. Not standing at the door, not checking his phone, not speaking in medical jargon. He sits down. He looks at them, and he says, “Something happened during your surgery, that we need to investigate. I’m sorry that you’re going through this right now. My priority is taking care of you. We’re going to review exactly what happened, and as we learn more, we’ll share that information with you. Then he does something equally important. He comes back because disclosure is not one conversation. As more information becomes available, Robert and his wife are updated. Eventually, the investigation identifies an error. Dr. Rodriguez and the organization explain it. They apologize. They explain what should have happened, and then they explain what they’re changing so that another patient is less likely to experience the same thing. Now, does that guarantee Robert won’t sue? Absolutely not. But compare Robert’s experience with Mary’s. Mary experienced silence. Robert experienced communication. Mary wondered what people were hiding. Robert knew an investigation was underway. Mary’s trust Deteriorated. Robert was treated like a partner who deserved answers. That difference matters. The Transparency Paradox & Apology Laws Dr. Barbara Hales 17:00 Here’s the real transparency paradox: Doctors sometimes think if I reveal less, I’m safer. Patients may think if you’re revealing less, there must be something you’re hiding. That’s the paradox, and there’s another side to it. Transparency does not mean telling patients everything you think might have happened. It means being honest about what you know, honest about what you don’t know and committed to finding the answers-that’s a very different thing. You can say, “I don’t know yet. Those may actually be four of the most trustworthy words in medicine, provided you followed them with, “But I’m going to find out what about apology laws. Now we have to talk about something called apology laws. Many states have enacted laws that provide some protection for certain statements physicians make after adverse events, but. And this is a big but; they’re not all the same. Some laws may protect expressions of sympathy, such as “I’m sorry you’re going through this. That doesn’t necessarily mean they protect a statement such as “I made the mistake that caused this. The specifics vary by jurisdiction, so please don’t listen to this podcast and decide that tomorrow you’re going to create your own disclosure policy. Know your state’s law, know your organization’s policy, know what your malpractice carrier recommends and involve risk management when appropriate, but don’t confuse being legally thoughtful with being emotionally absent. Those are two very different things.  4‑Step Framework: What to Say When Something Goes Wrong Dr. Barbara Hales 19:00 What should a physician actually say? So let’s make this practical. Something unexpected has happened. You’re standing outside the patient’s room. Your stomach is in knots. What do you do? First, take care of the patient’s immediate medical needs. Obviously, then get the appropriate people involved according to your organization’s procedures. But when you speak with the patient, remember four things. Number one, acknowledge what happened. Don’t make the patient drag information out of you. Two, express empathy. I’m sorry you’re going through this. Human beings need to hear that another human being recognizes their suffering. Number three, don’t speculate. If you don’t know why something happened, say so. I don’t know yet is better than giving an explanation that turns out to be wrong, or tell them what happens next. We’re investigating this. We’ll keep you informed. Here’s what we’re doing for you now, and then do what you said you were going to do, because transparency without follow through is not transparency; it’s public relations. Why This Is a Marketing Issue: Reputation, Relationships, Trust Dr. Barbara Hales 20:00 So you may ask, why does this belong on a marketing podcast? You may be wondering, Barbara, this is marketing tips for doctors. Why are we talking about medical errors and malpractice, because marketing is not just advertising. Marketing is reputation. Marketing is relationships. Marketing is what your patients say about you when you’re not in the room, and above all, marketing is trust. Your reputation is not built only when everything goes beautifully. Sometimes your reputation is built during the worst moments of a patient’s experience. Any doctor can appear caring when the treatment works perfectly and the patient is delighted. The real test of a relationship comes when something has not gone according to plan. Do you disappear? Do you become defensive? Do you blame the nurse, the hospital, the pharmacy, or the computer? Or do you sit down, look your patient in the eye and say, “I’m here. I’m sorry this happened. Here’s what we know. Here’s what we don’t know yet, and here’s what we’re going to do next. That patient may never forget that conversation. Doctors Are Human Too & The Core Message Dr. Barbara Hales 21:00 And doctors are human too. There’s another person in this story whom we haven’t talked much about: the physician. When something goes wrong, doctors can be devastated. We replay the case in our heads. What did I miss? What could I have done differently? Was this my fault? We may lose sleep. We may question our competence, and at the same time, we’re expected to walk into the next patient’s room and function as though nothing happened. That’s one reason I think silence can be so damaging on both sides. The patient is isolated, and the doctor is isolated. Interestingly, programs such as Candor don’t focus only on the patient and family. They also recognize the importance of supporting the clinicians and staff involved in adverse events, because you can believe in accountability and still have comparative. For the people involved, those aren’t opposites. So, does saying sorry prevent lawsuits? Here’s my answer: not necessarily. And anyone who promises you that it does is oversimplifying a very complicated issue, some patients will sue regardless of how compassionate the doctor is. Some events involve serious negligence. Some injuries are catastrophic. Some families will need compensation, and sometimes litigation will be unavoidable, but that’s not the question we should be asking. The better question is, does treating an injured patient with honesty, empathy, communication, and respect automatically increase our legal risk? The evidence from well-designed communication and resolution programs tells us that the answer is not the simple yes that generations of physicians have feared, and that matters because fear has shaped the way medicine communicates after something goes wrong. Maybe it’s time we questioned that fear. The one thing I want you to remember, if you remember nothing else from today’s episode, remember this: sometimes the words doctors are most afraid to say are the very words patients most need to hear. I’m sorry. I don’t know yet. We’re investigating. I’ll come back. We’ll tell you what we learned, and we’ll work to make sure this does not happen again. Those are not necessarily words of weakness. They can be words of integrity, and in medicine, integrity is one of the most powerful forms of trust we have. So the next time somebody tells you never apologize, you’ll get sued. Remember the transparency paradox. Sometimes what feels like protection can create distance, and what feels like vulnerability can begin rebuilding trust. If today’s episode made you rethink something you’ve been taught about medicine, share it with another physician, because every week on Marketing Tips for Doctors, we talk about practical ways to build stronger practices, stronger relationships, and greater trust with the patients we serve, but that leaves us with a very important question: If silence is not the answer, what exactly should you say when something goes wrong. That’s what we’re going to tackle in the next episode, including the words I would use and the words I would never use. So make sure you’re subscribed because you don’t want to miss that conversation. Till next time. Subscribe & Resources 0:23:20 Narrator: Thanks for listening to Marketing Tips for Doctors. If you like the podcast, please subscribe, rate, and review. Press the subscribe button so you never miss an episode, and tell your friends about the show. Join us on marketingtipsfordoctors.com for replays and more resources to help grow your practice, strengthen your brand, and dominate your field. Remember, you are one tweet from greatness.The post The Most Dangerous Word in Medicine first appeared on The Medical Strategist.

Climate CEOs are expected to project confidence. But acting invincible can make investors, employees, and customers trust you less.This minisode explores the "vulnerability paradox" and why selective candor can be a leadership advantage.Confidence and vulnerability aren't opposites — CEOs need to project conviction, especially during fundraising, layoffs, missed milestones, and difficult customer negotiations. But pretending everything is perfect can undermine credibility.People connect through shared struggle — Investors, employees, and customers respond to leaders who acknowledge that building companies is messy. The perfectly scripted founder story rarely feels believable.Share challenges selectively — Vulnerability doesn't mean telling everyone everything. Share the right mistakes, lessons, and unresolved challenges with the right audience.Replace perfection with learning — “Here's what we're learning” can build more trust than pretending everything is going according to plan.Candor can be commercially valuable — Trust matters in fundraising, hiring, partnerships, and enterprise sales. Sometimes admitting uncertainty strengthens the relationship instead of weakening it.The core lesson — Strong CEOs don't need to look invincible. They need to know when confidence builds trust, and when honesty builds more.

Over the past three episodes, I had a very special guest; Kevin Ford, the former CEO of Calian. Our previous conversations trace a powerful progression from self-leadership to connecting with others. In the final episode of this series, we explore how a profound sense of purpose united by a set of core values truly anchors an organization. Our discussion moves beyond corporate clichés, as we dig into how purpose statements can resonate from the C-suite to every desk and production floor, and why stories, not slogans, are the secret to unlocking commitment and pride. Listeners will also find practical insights on transforming company values from static posters into lived behaviors, using transparency, feedback, and authentic leadership. This journey ultimately challenges every leader to reflect on the following question: Are your company's values visible in the daily experience, or just in the posters on the wall?Through the lens of firsthand leadership stories, our conversation examines the risks of focusing only on financial metrics and offers powerful reminders that true value is created when people are proud not just of their work, but of its impact. Tactics like regular storytelling, open surveys, and clear expectations set the stage for a culture where integrity, respect, and community involvement drive both performance, engagement and well-being.For leaders and teams navigating the complexity of today's business world, this episode serves as both an inspiration and a toolkit for embedding purpose and values that last.What You'll Learn- The Power of Purpose-Driven Organizations.- Developing and Communicating Core Values.- Storytelling as a Leadership Tool.- Metrics Matter: Move Beyond Just the Financials.- Balancing Performance and Values.- Navigating Personal and Organizational Values Misalignment.- The Ongoing Practice of Authentic Leadership.Podcast Timestamps(00:00) - Introduction to Part 3: The Road We Travelled with an Introduction to Purpose and Values(03:04) - Defining Purpose in Organizations(05:25) - Developing and Living a Purpose Statement(09:28) - The Tangible Benefits of Purpose-Driven Organizations(13:45) - Strategies for Building a Purpose-Driven Culture(18:36) - Defining and Living Core Values(23:06) - Ensuring Alignment Between Stated and Lived Values(27:05) - Balancing Performance Pressures with Values(35:06) - Navigating Personal vs. Organizational Value Misalignment(41:00) - Final Reflections on the Foundations of Positive LeadershipKEYWORDSPositive Leadership, Purpose-Driven Organization, Core Values, Empathy, Transparency, Respect, Candor, Organizational Culture, Community Involvement, Storytelling, Company Mission, Organizational Alignment, Values Drift, Employee Motivation, Behavioral Anchors, Values-Based Leadership, Organizational Trust, Accountability, Purpose and Values Integration, Lived Values, CEO Success

In this episode of our 3-part series exploring the foundations of positive leadership, I speak with Kevin Ford, the award-winning, past CEO of Calian Group, about how to effectively connect with others. In a world grappling with AI, remote work, and breakneck change, we examine explore what meaningful connection looks like in practice. Starting with candor and transparency, our discussion explores why authentic openness isn't just a nice-to-have, but a business essential. Kevin shares some real-life examples from leading a global, publicly traded company to amplify the conversation from theory to tangible action.Our journey continues with a deep dive into respect, which is not a formality rooted in title, but rather the lived foundation of innovative, resilient culture. Empathy emerges as our final, essential ingredient, with stories illustrating how courageous listening and presence lead organizations through uncertainty and drive sustainable results. Key moments include revealing the inner workings of boardroom transparency, the contagious effects of a leader's sincerity, and the simple yet radical act of asking, “How are you really doing?” Insights on how accountability and compassion coexist provide leaders with a nuanced blueprint for addressing hard truths without losing humanity.Listeners will come away with a wealth of practical strategies, from how to tune into team energy, to acting on feedback with genuine care. For anyone looking to elevate their leadership and transform team dynamics, this episode delivers both the why and the how.What You'll Learn- The Importance of Candor and Transparency in Leadership.- How Transparency Builds Trust and Followership.- Cultivating a Culture of Respect.- Navigating Difficult Conversations With Respect.- Demonstrating and Developing Empathy: A Leadership Superpower.- Positive energy matters, especially in tough times.- Balancing Empathy, Accountability, and Performance. Podcast Timestamps(00:00) - Introduction to Part 2: Connecting with Others(01:59) - The Challenge of Connection in a Tech-Driven World(02:36) - Candor and Transparency in Leadership(07:36) - Transparency Across Stakeholders(13:09) - The Foundation of Respect(19:59) - (25:03) - Respect in Difficult Conversations and Layoffs(29:01) - Empathy as a Leadership Imperative(36:29) - Empathy in Action and Leading Through Crisis(47:03) - The Courage to Embrace Raw Emotions(55:07) - Reflecting on the Leadership JourneyKEYWORDSPositive Leadership, Candor, Transparency, Authenticity, Self-Leadership, Respect, Empathy, Leadership Culture, Company Values, Accountability, Performance Management, Giving Feedback, Employee Engagement, Emotional Intelligence, Human-Centered Leadership, Difficult Conversations, Building Trust, Stakeholder Communication, Navigating Change, Remote Work, CEO Success

We all tend toward one or the other. If you emphasize both, you share a skill with some of the best leaders.  Interested in coaching or training on these topics for you or your team? We'd love to hear from you! Email Mike and Mark.

https://wels2.blob.core.windows.net/daily-devotions/20260727dev.mp3 Listen to Devotion “I am only a little child and do not know how to carry out my duties.” 1 Kings 3:7 Candor Here’s the setting for today’s Bible passage. The great King David is now an old man. The Lord has just anointed David’s son, Solomon, to be the next king of Israel. At this time, Solomon is about twenty years old. To be twenty years old is to be in a fantastic moment in your life. You’re an independent adult. Your physical and mental powers are at their peak. Countless possibilities lie before you. But this can also be a dangerous moment. For a variety of reasons, it can be easy to presume that you know much more than you really know. And ignorance, coupled with arrogance, can quickly open doors to all kinds of disaster. And so here is twenty-something Solomon. He has just experienced the indescribable thrill of becoming king. What to do first? One of the first things Solomon does is to speak to the Lord in profound candor. “I am only a little child, he prays. I am only a little child and do not know how to carry out my duties.” Candor in prayer. To talk to my God without candor is to run the ultimate fool’s errand. He is, after all, the One who has searched me and who knows me. To talk to my God without openly acknowledging my frailties, my weaknesses, my sinful flaws—to talk to him in such a way is not only an insult to him; it robs me of the assurance of forgiveness, comfort, and strength that my Savior purchased for me at Calvary’s cross. Which brings us to the beautiful truth we possess through the power of the good news of Jesus Christ. Because God the Son has lived a perfect life on my behalf; washed my every sin away through his suffering and death, and risen from the tomb, I now have the priceless privilege to speaking to God without fear. I can speak to him in the greatest of openness. I can talk to him in candor about anything. For through faith in the Messiah, I am secure. I am his. Prayer: Lord, through faith in your blood I am secure in you. Move me to speak in candor. Amen. Daily Devotions is brought to you by WELS. This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 United States License. All Scripture quotations, unless otherwise indicated, are taken from the Holy Bible, New International Version®, NIV®. Copyright ©1973, 1978, 1984, 2011 by Biblica, Inc. ™ Used by permission of Zondervan. All rights reserved worldwide.

https://wels2.blob.core.windows.net/daily-devotions/20260727dev.mp3 Listen to Devotion “I am only a little child and do not know how to carry out my duties.” 1 Kings 3:7 Candor Here’s the setting for today’s Bible passage. The great King David is now an old man. The Lord has just anointed David’s son, Solomon, to be the next king of Israel. At this time, Solomon is about twenty years old. To be twenty years old is to be in a fantastic moment in your life. You’re an independent adult. Your physical and mental powers are at their peak. Countless possibilities lie before you. But this can also be a dangerous moment. For a variety of reasons, it can be easy to presume that you know much more than you really know. And ignorance, coupled with arrogance, can quickly open doors to all kinds of disaster. And so here is twenty-something Solomon. He has just experienced the indescribable thrill of becoming king. What to do first? One of the first things Solomon does is to speak to the Lord in profound candor. “I am only a little child, he prays. I am only a little child and do not know how to carry out my duties.” Candor in prayer. To talk to my God without candor is to run the ultimate fool’s errand. He is, after all, the One who has searched me and who knows me. To talk to my God without openly acknowledging my frailties, my weaknesses, my sinful flaws—to talk to him in such a way is not only an insult to him; it robs me of the assurance of forgiveness, comfort, and strength that my Savior purchased for me at Calvary’s cross. Which brings us to the beautiful truth we possess through the power of the good news of Jesus Christ. Because God the Son has lived a perfect life on my behalf; washed my every sin away through his suffering and death, and risen from the tomb, I now have the priceless privilege to speaking to God without fear. I can speak to him in the greatest of openness. I can talk to him in candor about anything. For through faith in the Messiah, I am secure. I am his. Prayer: Lord, through faith in your blood I am secure in you. Move me to speak in candor. Amen. Daily Devotions is brought to you by WELS. This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 United States License. All Scripture quotations, unless otherwise indicated, are taken from the Holy Bible, New International Version®, NIV®. Copyright ©1973, 1978, 1984, 2011 by Biblica, Inc. ™ Used by permission of Zondervan. All rights reserved worldwide.

https://wels2.blob.core.windows.net/daily-devotions/20260727dev.mp3 Listen to Devotion “I am only a little child and do not know how to carry out my duties.” 1 Kings 3:7 Candor Here’s the setting for today’s Bible passage. The great King David is now an old man. The Lord has just anointed David’s son, Solomon, to be the next king of Israel. At this time, Solomon is about twenty years old. To be twenty years old is to be in a fantastic moment in your life. You’re an independent adult. Your physical and mental powers are at their peak. Countless possibilities lie before you. But this can also be a dangerous moment. For a variety of reasons, it can be easy to presume that you know much more than you really know. And ignorance, coupled with arrogance, can quickly open doors to all kinds of disaster. And so here is twenty-something Solomon. He has just experienced the indescribable thrill of becoming king. What to do first? One of the first things Solomon does is to speak to the Lord in profound candor. “I am only a little child, he prays. I am only a little child and do not know how to carry out my duties.” Candor in prayer. To talk to my God without candor is to run the ultimate fool’s errand. He is, after all, the One who has searched me and who knows me. To talk to my God without openly acknowledging my frailties, my weaknesses, my sinful flaws—to talk to him in such a way is not only an insult to him; it robs me of the assurance of forgiveness, comfort, and strength that my Savior purchased for me at Calvary’s cross. Which brings us to the beautiful truth we possess through the power of the good news of Jesus Christ. Because God the Son has lived a perfect life on my behalf; washed my every sin away through his suffering and death, and risen from the tomb, I now have the priceless privilege to speaking to God without fear. I can speak to him in the greatest of openness. I can talk to him in candor about anything. For through faith in the Messiah, I am secure. I am his. Prayer: Lord, through faith in your blood I am secure in you. Move me to speak in candor. Amen. Daily Devotions is brought to you by WELS. This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 United States License. All Scripture quotations, unless otherwise indicated, are taken from the Holy Bible, New International Version®, NIV®. Copyright ©1973, 1978, 1984, 2011 by Biblica, Inc. ™ Used by permission of Zondervan. All rights reserved worldwide.

Episode 83 dives into a market structure topic that does not get enough attention, that is the rules governing issuers involved in share buyback programs. Joining the pod are two share buyback experts: Michael Seigne from Candor Partners in the UK and Paul Dotson, TD's trader responsible for handling trading for issuers in buyback programs in the US. In this episode, Paul and Michael discuss the history of share buyback rules and the need for modernization given changes to market structure dynamics. Research published separately by TD Securities and Candor suggests that less than ½ of daily volume is available to issuers limited to certain trading windows as a result of rule restrictions which, according to Michael, are even more onerous in Europe and the UK and result in frictional costs that are double the trading costs in the US. The discussion ends with the politics of buybacks, a topic that comes and goes based on the political winds and gained attention in the US recently with rules enacted by the Current Trump Administration to limit buyback activity for companies in the defense sector.   This podcast was recorded on July 16th, 2026.   Chapter Headings:   01:38 Current Buyback Rules 04:05 Hidden Costs to Issuers of Changing Trading Patterns by Natural Investors 16:04 Why Buyback Trading Costs are Higher in Europe? 33:26 What is an ASR and How is it Different from 10b-5 or 10b-18 Plans? 42:21 Why Now is a Good Time to Push for Reforms? 54:09 The Politics of Buybacks For relevant disclosures, visit: tdsecurities.com/ca/en/legal#PodcastDisclosure. To learn more about TD Securities, visit us at tdsecurities.com or follow us on LinkedIn @tdsecurities. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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https://teachhoops.com/ https://teachhoops.com/ If you look at the grassroots basketball ecosystem during the month of July, you will see a massive amount of repetitive, rigid basketball. Coaches treat mid-summer tournament games with the exact same tactical intensity as a regional final in February. They shorten their benches, scream at their players to run their standard winter sets flawlessly, and pull their hair out over a single missed recovery on a Tuesday afternoon. They treat July like a final exam instead of a research and development lab. But when you step into the "Truth Room," you realize that locking your team into a rigid, familiar structure during the summer is an operational leak. If you aren't using July to stretch your roster's boundaries, test your staff's unconventional ideas, and experiment with high-friction constraints, you are completely wasting a premium developmental window. In this episode, we unpack why July is the ultimate sandbox for an elite program builder. We discuss how to use this warm off-season block to try entirely new offensive spaces, install aggressive defensive variations, and challenge your roster's independent Decision IQ when the scoreboard doesn't matter. Discover how to transform your summer calendar into a creative laboratory that expands your program's ceiling before the real winter grinding begins. To accurately audit whether your summer schedule is serving as a progressive incubator for growth or just a comfortable holding pattern for old habits, evaluate your bench through this lens: "Are you utilizing your July tournament minutes to actively stress-test new tactical concepts, unconventional lineup structures, and alternative defensive shells, or are you retreating into your old, comfortable playbook just to secure a meaningless summer win?" If you spend July running the exact same offensive patterns you ran last winter, your culture is leaking value. But if you turn the floor over to experimental, socratic trial-and-error, you build deep Resilience Equity across your entire depth chart. July is the perfect window to expand your team's tactical playbook because the consequences of failure are exactly zero. Here are three ways to weaponize your summer minutes: If your program has historically relied on a traditional, slow, set-heavy half-court offense, July is your window to completely open up the floor. Try installing a fluid, read-and-react philosophy like the Princeton Offense or a high-velocity Dribble Drive shell. The Constraint: Remove your standard set plays entirely from the clipboard. Force your players to share the space, read the defender's hips, and hunt the paint through continuous cutting geometry. This spikes your team's autonomous Decision IQ and forces them to discover how to maximize their Effective Field Goal Percentage (eFG%) without a joystick instruction from the baseline: Don't wait until January to find out if your roster can handle an aggressive, high-friction trapping system. Use July to roll out a hyper-extended 1-3-1 Zone Press or a dynamic Match-Up Zone. The Constraint: Challenge your perimeter defenders to play with unyielding High Hands on every catch, and use The Antagonist on your staff to fiercely police the communication hand-offs. Even if your players give up straight-line drives or blow a coverage, let them play through the exhaust. You are using the summer friction to find your team's absolute Standard of Tolerance before the real stakes are introduced. Summer league is the perfect laboratory to put your players in high-stress, unfamiliar tactical situations. Take your primary ball-handlers and force them to operate off the ball as cutters. Take your interior post threats, drag them to the perimeter, and force them to play as high-low passing hubs. The Return: Inverting your positions builds multi-angle versatility across your depth chart. It forces your 8th, 9th, and 10th rotational players to step up, speak loudly, and Own The Room while your star options learn how to affect the game without dominating the basketball. Coach's Note: "July is not the time to be safe, and it's certainly not the time to care about what a bunch of summer league spectators think about the scoreboard. If you enter the winter season with the exact same tactical boundaries you had last spring, you didn't coach this summer—you just babysat. Use these weeks to stretch your kids. Throw them into the tactical deep end, let them make mistakes, let them play through the friction, and align your staff lenses to audit the data. Build a bigger, bolder version of your program standard right now." Title Ideas: Are You Wasting Your July Basketball Scrimmages? (The Summer Lab Blueprint) Why the Best Basketball Coaches Intentionally Make Mistakes in July How to Use Summer Basketball Tournaments to Test New Defensive Systems Stop Chasing Summer Wins! How to Experiment With Your Roster in July Primary Keywords: Trying new things in summer basketball, coaching basketball in July, TeachHoops, Coach Collins, basketball offensive spacing adjustments, small-sided games basketball, basketball defensive press installation. Secondary Keywords: Effective Field Goal Percentage analytics, next play speed resilience, match-up zone defense installation, 1-3-1 zone trapping rules, standard of tolerance, decision IQ constraints, socratic coaching method, Types of Coaches (3).pdf. Description Snippet: "Are you letting your fear of losing meaningless summer league games stop you from expanding your program's playbook? In this podcast episode, Coach Collins explains why the month of July must be treated as your program's ultimate creative laboratory. Learn how to implement new read-and-react offensive spaces, test aggressive trapping zone defenses, and invert your roster's roles to build elite decision IQ and deep resilience equity before the winter season arrives." Suggested Tags:#BasketballCoaching #TeachHoops #CoachCollins #SummerLeague #PracticeDesign #BasketballTactics #ChampionshipMindset #HighSchoolBasketball Are you utilizing this July experimental framework to test out a brand-new, fast-paced transition offense with your returning varsity squad during your upcoming weekend shootouts, or are you looking to design a specific set of defensive press constraints to see which of your incoming underclassmen can handle high-friction trapping responsibilities under fatigue? Show NotesThe Diagnostic Question Every Masterclass Innovator Must AskThe July Lab: 3 High-Leverage Summer Experiments1. Shift Your Offensive Spacing GeometryeFG%=FGAFGM+(0.5×3PM)​2. Stress-Test Aggressive Defensive Variation3. Invert Your Roster RolesThe Summer Mindset: The Win-Chaser vs. The Masterclass InnovatorJuly VariableThe Transactional Win-Chaser (Leak)The Transformational Innovator (Standard)Playbook ExecutionRelies on old, familiar sets to guarantee summer winsInstalls new cutting shells and experimental spacing geometryRotational DepthShortens the bench; rides starters into physical exhaustDeepens the bench; tests untried lineups in high-stress spotsHandling MistakesScreams from the baseline; panics over bad turnoversUses socratic "drive-by" corrections; demands Next Play SpeedDefensive PhilosophyStays in a safe, passive shell to prevent easy bucketsExperiments with trapping angles and aggressive zone pressesYouTube SEO Strategy Learn more about your ad choices. Visit podcastchoices.com/adchoices

This week, Trevor and Eugene are joined by journalist Don Lemon for a very entertaining and wide-ranging conversation. Don opens up about his high-profile exit from CNN, getting arrested while reporting, and why, four months after his arrest, the government still won't return his phone. From there, the trio dives into the decline of authenticity in modern media, the politics of identity and belonging, and why love is love is love. Along the way, they make plenty of room for humor, unpacking relationship dynamics, internet gossip, and a brutally honest review of the Kevin Hart roast. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Once you own your own part in a conflict, how do we go about speaking the truth in love? This Sunday we are going to define CANDOR and learn how to pursue it when conflict still remains. Let's look at three truths about CANDOR and shine a light on conflict resolution.

In this episode, Lauren Kordzik sits down with Cameron-Brooks alum George Pesansky to discuss what his 30 years of hiring and building teams taught him about JMOs, and why the best companies keep coming back to hire these great leaders. George Pesansky came through Cameron-Brooks in 1996 as an Army officer. He didn’t know exactly what was next. He just knew he was ready for something new. Thirty years later, he’s built a company, hired JMOs, and coached leaders inside some of the most complex manufacturing operations in the world. He wrote a book about it. And he still comes back to the same idea when someone asks what separates good leaders from great ones. We Before Me We before me. It sounds simple. But George will tell you, it’s actually rare. Most organizations, at some point, start optimizing for individuals. Career paths, visibility, personal outcomes. It’s subtle. But over time, it shapes how decisions get made and how teams show up. JMOs come from a different culture entirely. The mission is the priority. The team is what matters. Candor isn’t a personality trait; it’s expected. That doesn’t disappear when someone transitions out of the military. It comes with them. George also pushes back on one of the most common reasons companies hesitate to hire JMOs: they don’t have industry experience. His take? There’s a difference between knowledge and skill. Knowledge (a product, a process, a system) can be learned in weeks. Skill (real leadership, the ability to drive results through people, the discipline to do the hard thing) takes years to build. JMOs already have it. Hiring managers sometimes get those two things mixed up. When you get that hiring decision right, the return isn’t just one good hire. It’s a stronger team. Fewer people walking out the door. A culture people want to stay in. George saw it firsthand. And he’s watched it play out over and over again in the organizations he’s worked with since. Work with Cameron-Brooks If you’re looking to hire a JMO for your team, we would love to connect. Feel free to contact us to learn more about attending a Cameron-Brooks Hiring Conference. Or feel free to email Lauren Kordzik at lkordzik@cameron-brooks.com. For any JMOs thinking the transition? We’re here to help.

Season 7, Episode 6 Guest: Leslie Blye, Chief Revenue Officer, AnseraLeslie Blye, chief revenue officer for Ansera, joins host Courtney Stanley for a conversation about leadership, confidence and the courage to have difficult conversations.Together, they explore what it means to lead through change, how confidence is built through experience and candor, and the difference between managing a team and truly developing people.

Let The Sage of Tampa Bay Sports spice up your weekend. Enjoy! The wisdom and fun of Ira and Joe is presented by Bill Currie Ford. Click play above or listen at Apple Podcasts or Podbean.com. Many other platforms, too, […] The post Ira Kaufman Talks Antoine Winfield Chat, More Jason Licht Comments, Zyon McCollum Candor, Fresh Mike Evans News Conference & Much More appeared first on JoeBucsFan.com.

Communication can make or break trust on a team, especially when the conversation gets tense. In this episode, Whitney Putnam and GLN President and CEO David Ashcraft talk about one of the most common leadership challenges: how to communicate with clarity, candor and care when the stakes are high. They unpack a real moment from a recent GLN all-staff meeting, where a public challenge created tension, required follow-up and ultimately helped sharpen strategy. Whitney and David explore why leaders often think they are being clear when others are hearing something different, how trust makes hard conversations possible, and why "keeping short accounts" can prevent tension from becoming toxic. This conversation gives leaders a practical look at how honest communication, handled with humility and follow-through, can strengthen both the work and the relationship.

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Buckley v. Blanche, No. 24-1957 (1st Cir. May 29, 2026)review of adjustment of status denial; later filed BIA brief; failure to provide reasoned consideration; substantial Lozada compliance; IJ duty to develop the record; prejudice  Matter of A-H-D-, 29 I&N Dec. 642 (BIA 2026)past persecution in the Ninth Circuit; police beatings; unable or unwilling to protect and tribal resolution of conflict; Mauritania Matter of Germain, 29 I&N Dec. 648 (BIA 2026)untimely DHS appeal; LPR cancellation of removal; weighing factors with criminal history; failure to show remorse; denying criminal conduct where there is no conviction  Matter of Nwagwu, 29 I&N Dec. 651 (BIA 2026)INA § 204(c); revoking I-130 petition; sworn statement from ex-spouse; failure of mother to identify spouse Matter of Martinez-Rodriguez, 29 I&N Dec. 656 (BIA 2026)   bond; dangerousness; single misdemeanor conviction Matter of Richards, 29 I&N Dec 658 (BIA 2026)                                                                                                                                                           LPR cancellation of removal; lack of candor about criminal history; Texas marijuana possession; adverse credibility; discretionary weighing; rehabilitation  United States v. Scott, No. 25-4048 (4th Cir. May 26, 2026)crime of violence; robbery; Parham; VA Code § 18.2-53.1 Lopez-Vasquez v. Blanche, No. 25-1338 (8th Cir. May 29, 2026)extreme and exceptionally unusual hardship; voluntary departure moot when removed during petition for review; no due process review to non-LPR cancellation of removal denial Nwosu v. Blanche, No. 25-3831 (6th Cir. May 29, 2026)corroboration; kidnapping in Nigeria; opportunity to explain missing evidence; exceptional and extremely unusualn hardship; substantial evidence  Argueta Castillo v. Blanche, No. 25-1297 (1st Cir. May 27, 2026)exceptional and extremely unusual hardship; sleep walking; lazy eye; aggregate hardship Kurzban Kurzban Tetzeli and Pratt P.A.Immigration, serious injury, and business lawyers serving clients in Florida, California, and all over the world for over 40 years.eimmigration"Immigration law software you'll love to use."get.eimmigration.com/IRP Gonzales & Gonzales Immigration BondsP: (833) 409-9200immigrationbond.com Stafi"Remote staffing solutions for businesses of all sizes"Click me!Want to become a patron?Click here to check out our Patreon Page!CONTACT INFORMATION:Email: kgregg@kktplaw.comFacebook: @immigrationreviewInstagram: @immigrationreviewTwitter: @immreviewAbout your hostCase notesRecent criminal-immigration article (p.18)Featured in San Diego VoyagerSupport the show

The party find themselves back in Candor's Keep with more questions than answers.(00:00) Introduction(16:19) Into the Dungeon

In this episode, Sean Barnes opens up about a turning point in his career back in 2013, when he was hired as the IT director of an oil and gas company and quickly realized he had been promoted for technical expertise he no longer needed to use. Drawing on lessons that resonated with him from Gary Vaynerchuk during that season, Sean walks through the foundational shifts every new executive has to make to lead effectively. He unpacks why the leap from individual contributor to leader is harder than most people anticipate, why the nature of "hard work" fundamentally changes at the executive level, and how kindness and candor work together as the foundation of long-term leadership impact.   Key Moments [00:00] Sean sets the scene: 2013, newly hired IT director, third employee at an oil and gas company [01:00] The hidden problem behind a perfect-on-paper hire [01:20] Discovering Gary Vaynerchuk and the lessons that resonated [02:16] Why your old identity works against you in leadership [02:42] Lesson one: hard work looks completely different at the executive level [03:49] Lesson two: kindness as a leadership lever, not a weakness [05:15] How kindness lets you be direct without being aggressive [06:00] Lesson three: candor and why most leaders avoid the uncomfortable conversation [06:48] A side-by-side example of kindness blended with candor in a real conversation [09:04] External pressures most employees never see or feel [10:33] The accordion effect: applying pressure, then rebuilding trust [11:17] The real work isn't the work, it's the work on yourself [11:41] Closing question: which of these are you quietly avoiding right now?   Key Takeaways The hardest work at the executive level is invisible work. Moving into leadership is not about producing more output. It is about developing people, building accountability, sitting with uncomfortable conversations, and intentionally working on your own communication and self-awareness. If you try to brute force your way through with more of what made you a great individual contributor, you will stall out. Kindness is a leadership lever, not a liability. Genuine investment in your people is what unlocks discretionary effort, and it is what makes direct feedback land as care rather than aggression. Leaders who skip the kindness piece can still get results, but those results tend to come in short, costly sprints rather than sustained performance. Candor without kindness is just noise. Most leaders avoid hard conversations not because they do not want to have them, but because they do not know how. When candor is delivered from a place of genuine care, the dynamic shifts entirely, and the people on your team become open to hearing the truth and acting on it.   Podcast Show Notes – Episode 281 | 05.11.2026 YouTube | 5.12.2026 Podbean Episode Title: What Gary Vaynerchuk Taught Sean About Leading at the Executive Level   Host: Sean Barnes Website: https://www.wolfexecutives.com   https://www.seanbarnes.com   LinkedIn: https://www.linkedin.com/in/seanbarnes/ https://www.linkedin.com/company/wolfexecutives https://www.linkedin.com/company/thewayofthewolf/ LinkedIn Newsletter: https://www.linkedin.com/newsletters/7284600567593684993/   Twitter: https://x.com/seanbarnes https://x.com/wolfexecutives   Instagram: https://www.instagram.com/the_seanbarnes https://www.instagram.com/wolfexecutives   TikTok: https://www.tiktok.com/@the_seanbarnes   Facebook: https://www.facebook.com/theseanbarnes

What do moms want most for their kids? A Christ-centered community. On Mother's Day, Nikki Fossett teaches how to build godly friendships that last using wisdom from Proverbs. Discover the 4 C's of true friendship — Constancy, Carefulness, Candor, and Counsel — and why the people you choose to walk with can shape your faith for a lifetime. A practical and encouraging message for anyone longing for authentic kingdom relationships.

Investigative journalists ⁠⁠Mandy Matney⁠⁠ and ⁠Liz Farrell⁠⁠ and Attorney Eric Bland pull no punches as a brutal week looms. With Mandy's May 15 contempt hearing approaching and Eric facing his own all-day ODC deposition Wednesday, the trio breaks down what they call a coordinated campaign of harassment dressed up as litigation.  Mandy responds — emotionally and on the record — to a paltry excuse for journalism, including the reputationally damaging and wildly defamatory suggestion she might have information about the leaked Mallory Beach photos.  Liz lays out the timeline: Gregg Roman, the actual custodian of those photos, has dodged two depositions while Mandy gets ambushed in court.  Eric explains how the ODC has been weaponized against lawyers who do good work, with grievances quietly bundled for years. Plus Premium Members⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ hear our analysis on rumors of Alex Murdaugh's new trial, who will re-prosecute if Alan Wilson doesn't….? ☕ Cups Up! ⚖️ Episode References How can you support Mandy? Crowd the Courthouse

Ben shares some stories from the Travis Frederick Blocking Hunger Foundation charity event, as well as big teases in today's show, like the possum in KT's neighborhood. Buckle up, it's gonna be a wild one. 

"Leadership is not about a title. It's about your influence." Episode Chapters [00:02:22] Why Leadership Starts with Influence, Not Title [00:03:00] Giving Teams Purpose and Explaining the Why [00:04:17] Why Presence Builds Trust and Credibility [00:07:54] The Importance of Candor and Difficult Conversations [00:10:33] Staying Calm and Leading Under Pressure If your team doesn't understand why their work matters, they won't fully commit. Strong leaders create clarity, build trust, and show up consistently. These leaders know that leadership isn't defined by a title. It's defined by influence, clarity, and consistency. In this episode, Lee Cockerell,  retired Executive VP of Operations at Walt Disney World, and guest Greg Archbold discuss how purpose, presence, and honest communication shape strong leadership. They also explore why standards matter, how leaders respond under pressure, and what it takes to build trust with a team. Read the blog for more from this episode.  Connect with Gregory Website GregoryArchbold.com LinkedIn Linkedin.com/gregory-archbold Resources CockerellStore.com The Cockerell Academy About Lee Cockerell Mainstreet Leader Jody Maberry Travel Guidance Magical Vacation Planners are my preferred travel advisors. Reach out to have them help plan your next vacation. You can reach them at 407-442-2694.

In this episode of the Personal Injury Marketing Minute, host Lindsay Busfield welcomes Eric Sanchez and Stacie Monahan from Maestro Strategic Partners to discuss the evolving landscape of law firm operations and the integration of AI technology. Eric and Stacie share insights from their extensive experience in optimizing law firm processes and their involvement with PILMMA’s mastermind groups. They delve into the importance of balancing people, processes, and technology, emphasizing the role of AI in enhancing, rather than replacing, human capabilities. The conversation covers the challenges and opportunities presented by new technologies, the significance of mastermind groups for law firms, and the importance of preparing for AI’s impact on legal practices. Listeners will gain valuable knowledge on how to effectively integrate AI into their operations while maintaining a focus on people and processes. Key Timestamps: 00:01 – Introduction 00:11 – Meet Eric Sanchez and Stacie Monahan 01:21 – Overview of Maestro Strategic Partners 02:31 – The Role of Mastermind Groups in Law Firms 04:47 – Overcoming Isolation in Legal Practice 05:39 – The Importance of Diverse Perspectives 06:58 – AI’s Role in Law Firm Operations 08:41 – Challenges of AI Implementation 10:06 – Risks of Relying Solely on AI 12:02 – Evaluating AI Tools for Law Firms 14:22 – The Need for Agility in AI Adoption 16:15 – Cybersecurity Concerns with AI 17:26 – Upcoming PILMMA Initiatives 19:22 – Training Programs for Law Firm Operators 21:15 – The Importance of Candor in Advisory Roles 23:38 – Preparing Law Students for AI Disruption See all episodes or subscribe to the Personal Injury Marketing Minute here: https://optimizemyfirm.com/podcasts/. What is the role of mastermind groups for law firms? Mastermind groups are essential for law firms as they provide a platform for the exchange of ideas and problem-solving among non-competing firms. They facilitate transparent discussions about profitability, vendor relationships, and operational challenges. These groups serve as a safe space for law firm principals to share and receive feedback, helping them avoid echo chambers that can hinder growth by exposing them to new inputs and ideas outside their own firm. How is AI influencing law firm operations and technology adoption? AI is increasingly integrated into law firm operations, impacting areas like intake, case management, and document review. However, its adoption is contingent on the firm’s readiness to change and the processes in place. While AI can enhance efficiency by handling mundane tasks, it is not a one-size-fits-all solution. Successful implementation requires understanding AI’s role in specific tasks and ensuring staff are prepared to incorporate these technologies into their workflows. What are the challenges and considerations in adopting AI for law firms? The adoption of AI in law firms comes with challenges such as ensuring data security and the need for staff buy-in. Firms must assess their readiness and infrastructure before integrating AI tools, as poorly implemented technology can complicate operations. It’s crucial for firms to pilot AI solutions carefully, perhaps during off-hours, to gauge effectiveness without disrupting core functions. Additionally, firms need to be agile, ready to revert changes if the AI does not perform as expected. How is technology shaping the future of law firm operations? Technology is rapidly evolving, and law firms are increasingly leveraging AI for tasks like medical chronology and document review. Some firms are even developing their own AI tools to meet specific needs. However, maintaining and updating these tools as technology advances is crucial to avoid obsolescence. Firms must also consider cybersecurity and data privacy when adopting new technologies, ensuring robust measures are in place to protect sensitive information. What initiatives are being launched to support law firm operators? New training modules are being developed to equip law firm operators with comprehensive skills in managing firm operations. These programs aim to cover all aspects of firm management, from HR to cybersecurity, and are particularly beneficial for operators who have been promoted from paralegal roles and may lack broad operational experience. Additionally, there is a push to create mastermind groups specifically for high-functioning operators, providing a platform for sharing advanced strategies and experiences. How are law schools preparing students for the evolving legal landscape? Law schools are currently lagging in preparing students for the practical and technological aspects of modern legal practice. As AI continues to disrupt traditional roles, there’s a growing need for legal education to incorporate training on AI and business management skills. Law students should be equipped to use AI tools effectively and understand their implications, rather than focusing solely on traditional legal analysis, which AI is increasingly capable of handling.

It's kinda wild how many people of are still dealing with compensation issues today! Most companies have a comp strategy the same way most people have a fitness plan...technically it exists, but nobody is really following it. Haris Ikram, co-founder and CEO of Candor IQ, joins me this week to talk about his founder journey and why compensation is the most misunderstood, most mishandled, and most consequential thing happening inside your org right now. This one's going to sting a little, but it'll bring plenty of clarity too, so it's still worth it! --- 0:00:00 - Intro 0:01:54 - Something Haris Believed About Work Early in His Career That he Unlearned 0:03:18 - The Moment Haris Decided to Start a Company 0:06:39 - What Starting a Company Seemed Like vs What it was Actually Like 0:09:49 - Being a Founder vs Being an Executive 0:13:24 - The Hardest Part of Being a First-time Founder That Nobody Tells You About 0:15:45 - The First Mistake Founders Make With Comp That Cost Them Later On 0:19:32 - What Made Haris Want to Solve the Comp Problem 0:30:24 - Why HR and Finance Can't Seem to Get Along 0:41:37 - How Data Alignment Transparency Benefits Employees 0:45:50 - Haris's Advice for Somebody Who Wants to Start a Company --- The Predictive Index behavioral assessment reveals how people work, think, and thrive—so teams can understand each other better and perform at their best. Because when you truly understand your people, work just works. Learn more: ⁠⁠trypi.com/ihateithere⁠⁠ --- If you love I Hate It Here, sign up to Hebba's newsletter! It's for jaded, overworked, and emotionally burnt-out HR/People Operations professionals needing a little inspiration. https://workweek.com/discover-newsletters/i-hate-it-here-newsletter/ And if you love this podcast, be sure to check out more episodesfor even more exclusive insider content!  https://www.youtube.com/@ihateit-here⁠ Follow Haris LinkedIn: https://www.linkedin.com/in/harisikram/ Follow Hebba:  YouTube: https://www.youtube.com/@ihateit-here/videos LinkedIn: https://linkedin.com/in/hebba-youssef Twitter: https://twitter.com/hebbamyoussef

In this episode, I talk about the biggest opportunity you have in 2026: Intentionality. I encourage you to stop measuring your life by "vibes" and start looking at the actual impact you're making in your business and relationships. I also discuss the inevitability of AI, why I'm betting big on Substack and Live Shopping, and why your biggest problem is the person looking back at you in the mirror. You'll learn about:The Power of Radical AccountabilityWhy Kindness is a Warrior TraitHow to Navigate the 2026 Digital EconomyThe Importance of Candor with Loved OnesWhy Fear of Failure is Small Compared to Real Life

In this episode of the GaryVee Audio Experience, I dive deep into the core themes of my book, 12 and a Half. I discuss why emotional intelligence is the greatest advantage in today's business world and why traits like empathy and patience are far from "soft." I also share my personal journey with "kind candor" and how I've learned to deliver hard truths through a vessel of kindness. You'll learn about:The 13 Ingredients of SuccessHow to Balance Ambition with PatienceWhy Ego is Just Insecurity DisguisedMy Strategy for Massive Content ProductionHow to Find Happiness by Silencing Outside Judgment

This episode breaks down the fundamental ethical principles lawyers must navigate when their duty to clients conflicts with their obligation to the justice system. We explore core rules, real-world scenarios, and the evolving challenges posed by technology and complex cases.When does a lawyer's duty of loyalty to a client give way to the pursuit of truth in court? Surprisingly often — and understanding the rules that govern this tension could be your biggest advantage on exam day. This episode reveals the hidden principles and future challenges that define legal ethics at the highest level.Imagine sitting in court, knowing your client's testimony is false, and facing an impossible choice: stay silent or expose a lie that could destroy their case—and their freedom. The core dilemma isn't just about honesty; it's about safeguarding the integrity of justice itself. We unpack the critical trilemma identified by Professor Monroe Friedman, which forces lawyers into a seemingly impossible position—are they loyal to their client, the confidentiality of information, or the court's pursuit of truth? You'll learn how the rules of candor, confidentiality, and fairness interconnect and what happens when they clash.In this episode, you'll discover:The precise boundaries of Rule 3.3 (candor to the tribunal), including how “knowing” is interpreted and what mitigating circumstances exist when facts change after submission.The step-by-step process for dealing with client lies—from private remonstration, to seeking withdrawal, to mandatory disclosure—guided by pivotal cases like Nix v. Whiteside.How ex parte proceedings demand full disclosure of adverse facts and why that transforms the lawyer's role when an emergency hearing is at stake.The intricacies of client perjury: when a lawyer must confront an outright lie on the stand, and how constitutional protections like the Sixth Amendment interact with ethical duties.Why disclosing adverse legal authority (Rule 3.3(a)) is non-negotiable, even if it weakens your case, and how to strategically use it to bolster your credibility.The prohibitions on evidence tampering, witness inducements, and false testimony, including what constitutes improper payments, contingent fees, and the ethical pitfalls surrounding expert witnesses.The profound importance of disclosure in criminal prosecutions—how prosecutors' duties under Brady, Giglio, and Rule 3.8 ensure justice isn't sacrificed for conviction wins.Looking forward, this episode also challenges you to consider how emerging AI technologies threaten to blur the lines of what constitutes “knowledge” and “knowing.” As evidence generation becomes more automated and less verifiable, the rules governing truth and deception will be tested in unprecedented ways.Perfect for exam takers and practicing lawyers alike, this deep dive arms you with a clear, practical framework—mental checklists to handle ethical dilemmas when your professional duties pull in opposite directions. At the core, it's about defending the integrity of the legal process, even when it feels like the right thing to do is the hardest.Whether you're mastering the ethics rules or preparing for your toughest questions, this episode will elevate your understanding of the role of the lawyer as both zealous advocate and officer of the court—and why that balance is crucial for justice.

Send a textThink about that meeting last week where you knew exactly what needed to change, but you softened it. Think about that email where you danced around the real issue because you did not want to seem difficult. This pattern costs women leaders credibility and influence. In this Women's History Month episode, Kele Belton unpacks the leadership wisdom of Ursula Burns. As the first Black woman Fortune 500 CEO, Burns turned Xerox around not with fancy jargon or perfect diplomacy, but by saying exactly what she thought.WHAT THIS EPISODE IS ABOUT Ursula Burns served as Xerox CEO from 2009 to 2016. She took over when the company faced multiple crises: massive debt, declining market share, and regulatory scrutiny. What got her through was not diplomatic language or comfortable silence: it was her commitment to candor.In this 5-minute Monday Momentum episode, Kele breaks down why "palatable" gets you nowhere when the stakes are high. This is part of our Women's History Month series featuring five icons who changed how we lead: Brené Brown, Ursula Burns, Mellody Hobson, Indra Nooyi, and Ellen Ochoa.WHAT YOU WILL LEARNThe Candor Practice. When you feel the urge to soften a message, pause and ask: "What would I say if I were not worried about how it lands?".The Transformation. How to move from "I am not sure, but maybe..." to "I recommend we prioritize these three deliverables."The Utility of Truth. Why real leadership is saying the useful thing even when it is uncomfortable.The Clarity Formula. State what you are seeing, name the consequence, and make your recommendation.The Authority of the Unfiltered Voice. Why your thoughtful perspective is more valuable than perfect diplomacy.WHAT YOU WILL ACTUALLY DO THIS WEEK Follow the Ursula Burns practice in three steps:Notice the softening reflex. Identify one conversation where you are worried about seeming difficult.Ask the Clarity Question. "What would I say if I were not worried about how it lands?"Deliver the Recommendation. Use the formula: State what you see + name the consequence + make the recommendation.The Shift: > ❌ Instead of: "I am not sure, but maybe we could look at adjusting the timeline." ✅ Try this: "The timeline is tight, and we will miss it unless we cut scope. I recommend we prioritize these three deliverables."MENTIONED IN THIS EPISODETop 10% Global Ranking. Communicate to Lead is now officially in the top 10% of podcasts globally with a Listen Score of 25.Ursula Burns. Author of "Where You Are Is Not Who You Are."Ignite Your Leadership Power Accelerator. Join the waitlist for the 12-week program designed for women ready to move from execution to strategy.QUICK ANSWERS (FAQ)Who is Ursula Burns? Ursula Burns is the first Black woman to lead a Fortune 500 company as CEO. She served as Xerox CEO from 2009 to 2016.ABOUT YOUR HOST Kele Belton is a communication and leadership facilitator, coach, and consultant who specializes in helping women leaders stop softening their message and start leading with strategic command. Through her Top 10% globally ranked podcast and her coaching programs, Kele provides actionable frameworks that help high-performing women move from being palatable to being powerful.LinkedIn: https://www.linkedin.com/in/kele-ruth-belton/Instagram: https://www.instagram.com/thetailoredapproach/Website: https://thetailoredapproach.com

In 1967, Mart Crowley wrote a groundbreaking work that no one, especially his friend Dominick Dunne, would have predicted success for at the time. However, The Boys in the Band took the theatre world by storm, soon to be followed by a film in 1970. This work's significance made an impact at the time, and only seemed to grow with its importance through the years. This episode covers the whole story - from writing, to production, to release - all of its actors and characters, one who was modeled after our own man Nick. Continue your investigation with ad-free and bonus episodes on Patreon! To advertise on Done & Dunne, please reach out to info@amplitudemediapartners.com. Sources Mart Crowley: Courage and Candor (americantheatre.com) A Homecoming (baltimoresun.com) Money, Murder, and Dominick Dunne: A Life in Several Acts (amazon.com) The Way We Lived Then: Recollections of a Well-Known Name Dropper⁠, by Dominick Dunne (Amazon) How One Movie Changed LBGT History (time.com) Cinema: Shades of Lavender (time.com) Learn more about your ad choices. Visit megaphone.fm/adchoices

Cultural default is to give yourself plausible deniability and live in constant ambiguity. We have a complicated relationship with the TRUTH. Matthew 5:33-37Matthew 23:16-21

For new CEOs, few relationships matter more—and few are more complex—than the relationship with their board. The tone set in the first year can either establish the board as a powerful ally or create friction that slows progress. In this episode of Leadership Lounge, Emma Combe is joined by three of our trusted leadership advisors Rusty O'Kelley, Anita Wingrove, and Ty Wiggins, to explore how new CEOs can build trust, alignment, and effective ways of working with their boards—and how that relationship evolves over time. They discuss: Why the CEO–board relationship is so critical in the first year of leadership What new CEOs should seek to understand about their board before and during the transition How transparency and candor build credibility and trust Where conflict most often arises between CEOs and boards—and how to navigate it constructively “You ultimately want their perspective on key matters. And for that, they need to have the unvarnished truth.” Ty Wiggins Leadership Advisor, Russell Reynolds Associates Four things you'll learn from this episode: Early engagement with board members helps new CEOs understand individual perspectives, priorities, and expectations—reducing the risk of misalignment later on. Clear priorities, timelines, and metrics give boards confidence and prevent anxiety from filling information gaps. Candor builds trust—boards are most effective when CEOs share the full picture, including challenges, alongside a clear plan forward. The CEO–board relationship must evolve over time, with periodic resets helping to maintain alignment. In this episode, we will cover: (01:45) Why the CEO–board relationship is critical in the first year (03:10) How new CEOs should prepare for working with multiple board perspectives (05:05) What to understand about the board during the selection and transition phase (10:30) What effective transparency with the board really looks like (13:40) How to share difficult news without undermining confidence (16:20) The most common sources of tension between CEOs and boards (18:55) Managing disagreement constructively and maintaining trust (24:10) When and how to reset expectations with the board over time (26:45) The most common mistakes new CEOs make—and how to avoid them A closer look at the research from this episode: CEO Transitions | Russell Reynolds Associates The New CEO | Russell Reynolds Associates

Mash Up Episode ft. Leadership Models w/John Hill---00:00 "Leadership, Legacy, and Modern Challenges"09:51 Leadership Misalignment and Sales Challenges16:04 Understanding Others' Values at Work17:24 "Meaningful Sales and Success Strategies"27:51 "Shifting Perspectives and Accountability"30:15 "Creating Space for Open Dialogue"38:52 "3Cs Methodology for Effective Leadership"41:06 "Candor and Courage in Leadership"45:22 "Leadership Models in Chaos"53:42 "Blind Devotion and Growth"57:34 "Enlightenment's Legacy and Limits"01:02:50 "Assumptions About Religious Knowledge"01:07:11 "War, Faith, and Cultural Disjunction"01:17:14 "Change, Reading, and Growth"01:22:47 "Embracing the Past in Modernity"01:27:20 "Gurus, Algorithms, and Autopilot"01:31:15 "Literature & Leadership Mashups"01:34:57 "Leadership Starts with You"---Opening and closing themes composed by Brian Sanyshyn of Brian Sanyshyn Music.---Pick up your copy of 12 Rules for Leaders: The Foundation of Intentional Leadership NOW on AMAZON!Check out the Leadership Lessons From the Great Books podcast reading list!--- ★ Support this podcast on Patreon ★ Subscribe to the Leadership Lessons From The Great Books Podcast: https://bit.ly/LLFTGBSubscribeCheck out HSCT Publishing at: https://www.hsctpublishing.com/.Check out LeadingKeys at: https://www.leadingkeys.com/Check out Leadership ToolBox at: https://leadershiptoolbox.us/Contact HSCT for more information at 1-833-216-8296 to schedule a full DEMO of LeadingKeys with one of our team members.---Leadership ToolBox website: https://leadershiptoolbox.us/.Leadership ToolBox LinkedIn: https://www.linkedin.com/company/ldrshptlbx/.Leadership ToolBox YouTube: https://www.youtube.com/@leadershiptoolbox/videosLeadership ToolBox Twitter: https://twitter.com/ldrshptlbx.Leadership ToolBox IG: https://www.instagram.com/leadershiptoolboxus/.Leadership ToolBox FB: https://www.facebook.com/LdrshpTl

It's been nearly a year since Kash Patel took the helm of the FBI, a period New York Times reporter Emily Bazelon says has been “marred by vendettas, mismanagement and meltdowns.” The New York Times spoke to 45 current and former FBI officials, who describe a traditionally independent agency now captured and weaponized by the White House. The officials say the FBI's new emphasis on immigration, over counterterrorism and cybersecurity, is making America less safe. We'll talk to a former Los Angeles field officer and to Bazelon, whose new piece is “A Year Inside Kash Patel's F.B.I.” Guests: Emily Bazelon, staff writer, The New York Times Magazine; Truman Capote Fellow for Creative Writing and Law, Yale Law School; co-host, Slate's “Political Gabfest” Jill Fields, former supervisory intelligence analyst for violent crime in the Los Angeles field office, FBI Learn more about your ad choices. Visit megaphone.fm/adchoices

No need to force yourself to head outside in this horrible weather—unless you are in the Free State of Florida where the high is expected to hit 80F or so.From the Friday National Defense Strategy dump to whatever comes over the transom, we've got you covered.Show Links2026 National Defense StrategyHeritage Foundation's, TidalwaveBeans, Bullets, and Black Oil, Rear Adm. Worrall Reed, USNFourth Arm of Defense: Sealift and Maritime Logistics in the Vietnam War, Sal MercoglianoUSS Zumwalt Underway for First Time Since 2023 After Missile Refit, Sam LaGrone2009, George Soros interviewed by then WEF ‘Young Global Leader' and future Canadian Deputy Prime Minister, Chrystia FreelandSummaryIn this episode of Midrats, the hosts discuss the recent release of the National Defense Strategy, its implications for U.S. military policy, and the focus on China one of the primary concerns. They also address European defense responsibilities, Canada's political landscape, and the importance of logistics in military preparedness. The conversation highlights the need for candor within military culture and the future of naval warfare technologies.Chapters00:00: Introduction and Overview02:45: Airing Grievances: National Defense Strategy Release07:09: Analysis of National Defense Strategy12:41: Focus on China: Realistic Approaches18:31: European Defense Responsibilities24:28: Canada's Political Landscape and Defense Issues30:38: Logistics and Military Preparedness40:48: The Importance of Candor in Military Culture53:30: Future of Naval Warfare and New Technologies

In this episode, host Gary interviews Ariana Tadler, a renowned lawyer and leader, about finding fulfillment and balance in the legal profession. Ariana shares insights from her 33-year career, discussing leadership, the impact of technology, and the importance of rituals for well-being. She emphasizes compassion, candor, and adaptability, especially for younger lawyers navigating blurred work-life boundaries. The conversation highlights practical strategies for managing stress, setting boundaries, and leading with empathy. Ariana and Gary encourage legal professionals to align their careers with personal values, prioritize presence, and pursue joy and purpose both in and out of the office.Ariana is the founding partner of Tadler Law LLP, a WBENC-certified, women-owned boutique law firm and Of Counsel to Kaplan, Fox & Kilsheimer LLP. With 33 years' experience advocating for consumers, employees, investors, and businesses through negotiation, arbitration, and litigation, Ariana is one of our nation's leading women lawyers. Ranked by Chambers and Partners, Ariana is also a global ”STAR” in e-Discovery (the use of data for litigation) – she is the first woman to receive this distinction and one of only three people ever to have achieved this distinction.Beyond the courtroom, Ariana is the founder of Ariana Speaks LLC, a thought leadership platform where she shares her voice as an author, entrepreneur, emcee, and keynote speaker. Drawing from decades of real-world experience, she speaks powerfully on leadership, resilience, innovation, and what it takes to thrive in today's fast-moving world.Her message resonates deeply with Millennials, Gen Z, and women of all ages—those seeking to confidently and joyfully design a life that is both highly effective and deeply fulfilling. A proud member of National Speakers Association's New York City Chapter, Ariana speaks nationwide about resilience and grit; and work-life integration, built on her curated formula for living a happy, highly effective life. Her mission? To empower and mentor the next generation of leaders—giving them tools not just to succeed, but to lead boldly and live fully.Optimizing Life & Career Choices (00:02:12)Launching a Boutique Firm: Lessons in Leadership (00:05:13) E-Discovery and Star Distinction Explained (00:07:37) The Human Edge in a Tech-Driven Legal World (00:09:29) Listening as a Core Legal Skill (00:11:43) Risk, Litigation, and Core Values (00:13:54) Leading with Candor & Difficult Conversations (00:15:09) Learning from Junior Team Members (00:17:40) Flex and Pivot: Adapting to Change in Law (00:19:16) Gen Z, Millennials, and Evolving Legal Culture (00:21:57) Boundaries, Joy, and Work-Life Balance (00:23:49) Rituals for Happiness and Success (00:24:49) Presence and Avoiding Burnout (00:26:55) Personal Story: The Cost of Not Being Present (00:27:35) Non-Negotiable Rituals for Wellbeing (00:29:39) Transition Rituals and Sleep (00:34:00) Ariana Speaks: Mentoring and Impact (00:35:35) The Power of Coaching and Mentorship (00:38:22) Empowering the Next Generation (00:41:44)You can find The Free Lawyer Assessment here- https://www.garymiles.net/the-free-lawyer-assessmentWould you like to learn what it looks like to become a truly Free Lawyer? You can schedule a complimentary call here: https://calendly.com/garymiles-successcoach/one-one-discovery-callWould you like to learn more about Breaking Free or order your copy? https://www.garymiles.net/break-free

Why being kind is the best investment.Can kindness be a company's competitive advantage? Bonnie Hayden Cheng says yes — and she's got a business metric to prove it: return on kindness.Cheng is a professor of management at City University of Hong Kong who researches how workplace behaviors affect interpersonal dynamics and well-being. In her book, The Return on Kindness, she explores how organizations that foster a culture of kindness see a measurable ROK — one marked by a more committed, more productive, and less expensive workforce. “Organizations that have this kind of culture around acts of civic virtue, helping, or showing support for people, those end up having employees that want to stay, are less likely to call in sick, are more committed, their performance goes up,” she says. “There's also benefits for the company in terms of higher productivity and efficiency, and even lower costs.”In this episode of Think Fast, Talk Smart, Cheng and host Matt Abrahams explore how to build cultures of kindness — from Cheng's RISE framework for kind leadership to why candor and compassion go hand-in-hand. Whether you're leading a team or simply trying to show up better for your colleagues, Cheng offers a compelling case for measuring what really matters: the return on kindness.Episode Reference Links:Bonnie Hayden ChengBonnie's Book:  The Return on KindnessEp.93 All the Feels: The Personal and Professional Power of Emotional Awareness Ep.132 Lean Into Failure: How to Make Mistakes That WorkConnect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (00:50) - What Is Kind Leadership? (02:52) - The RISE Framework (05:27) - Everyone Can Be a Leader (06:46) - Kindness vs. Niceness (09:15) - Kindness and Candor (10:47) - Communicating Kindness (12:46) - The Power of Tone and Pause (15:03) - Building a Culture of Kindness (17:15) - Protecting Kindness in Organizations (18:33) - The Final Three Questions (21:14) - Conclusion

Welcome to this week's episode of Motivational Moments with Maria.  This day 6 years ago I took a giant leap of faith.  I stepped down from a Coaching Position I loved to branch out on my own and it was the best thing I could have done for myself and the clients I serve.I was scared, I was worried and I know one thing…when I make a commitment to do something, I will make it happen. I follow the framework I developed for myself and today seems like the perfect time to share it with you.  It's a New Year and I want you to navigate your next chapter with confidence and courage. Welcome to the 6 Cs of Your Personal Shift: Navigating Your Next Chapter with Confidence and Courage. I'm so glad you're here.In today's episode you'll get a practical, compassionate framework—the 6 Cs—to move from stuck to in motion, and a clear next step to keep your momentum going after we finish.Let's discuss why you are here and why you listen in to these podcasts or for that matter any podcast on personal development. Naming what's going on for you reduces shame and increases choice.I hear these quite a bit so if it resonates with you, then you have tuned in to the right channel:1.Feeling stuck and unsure what comes next. You know you want a change, but you're not sure of the direction, the steps, or how to start. That's normal—and it's the biggest driver for seeking guidance2.Losing confidence in yourself and your decisions. Maybe you've felt disconnected from your inner strength and want to trust your voice again.3.Feeling disconnected from purpose or a meaningful “why.” You crave alignment—something that feels exciting, grounded, intentional.4.You are a lifelong learner and know that personal growth is a way of life.If any of these resonate, you're where you need to be. And answer this, what gets in your way?•Overwhelm from trying to manage everything alone. Life is heavy: responsibilities, expectations, emotions. You don't need more pressure—you need structure and support.•Lack of consistency and accountability. You start motivated, but momentum fades without a system and a community.Here's a truth: people don't plug into personal development and coaching for information—they buy it for consistency because Consistency turns intention into results.Today I'll walk you through six anchors for sustainable change: Commitment, Courage, Consistency, Confidence, Challenge, and Candor.These words have helped me over the years stay on track in my life and they are visible to me every day. Listen in for insights on the 6 Cs to success. Stay focused, stay positive and always have fun.Coach Maria

Monica and Mike positive spin talking loudly in public! They also discuss dugong noises and Mike's sunburn.

Chuck Yates, long-time private equity professional, fellow podcaster, and self-proclaimed "Galactic Viceroy" of Collide, an AI Enterprise Software company, joins the podcast to give some insight on his personal origin story and where + when his eccentric & outlaw personality came from. Later in the episode, Chuck unpacks some of the workflow automations & case-studies that his team is working on that are applicable to the minerals & nonop space. **Disclaimer: This podcast is meant for informational purposes only and does not constitute investment advice.A big thanks to our 3 Minerals & Royalties Podcast Sponsors:--Tracts: If you are interested in learning more about Tracts title related services and software, then please call 281-892-2096 or visit https://tracts.co/ to learn more.--Riverbend Energy Group: If you are interested in discussing the sale of your Minerals and/or NonOp interests w/ Riverbend, then please visit www.riverbendenergygroup.com for more information--Farmers National Company: For more information on Farmer's land management services, please visit www.fncenergy.com or email energy@farmersnational.com

Part 2 of the conversation with Shane Sowden, Head Men's Basketball Coach at Briarcrest College, focuses on his commitment to deep, transformational relationships with his athletes, moving beyond a purely transactional coaching style. He discusses the importance of caring candor and brutal honesty with his players, even when it's difficult.A major theme is the value of investing time in players off the court to build genuine connections, which he finds improves performance on the court as a high "return on investment". This includes one-on-ones, asking non-basketball questions, sharing his own story as a college athlete, and creating unique team environments.Finally, Sowden reflects on the advice he'd give his younger self, emphasizing that a coach's worth doesn't come from the scoreboard. True success is measured by the impact on a player's life at ages 35, 40, and 45—living out the program's values as a spouse, parent, and community leader.Join TOC COACH: https://www.skool.com/toccoach/aboutSubscribe to the Newsletter: https://www.tocculture.com/newsletter

Merriam-Webster's Word of the Day for October 7, 2025 is: candor • KAN-der • noun Candor refers to the quality of being open, sincere, and honest. // During the interview, the comedian spoke with candor about the nervousness she feels every time she takes the stage. See the entry > Examples: “When Malika Andrews sat down to chat with ESSENCE, she was seated in her car. There was no rush in her voice, just an ease that showed how thoughtful and open she was to the experience. That balance of composure and candor is exactly what's made her one of the most respected names in sports journalism.” — Diona Ballard, Essence, 7 Aug. 2025 Did you know? The Latin verb candēre, meaning “to shine or glow,” has illuminated the English lexicon for centuries. It's given us familiar words such as candle, candid, and candidate, as well as less common terms like candela (a unit of luminous intensity) and candescent (“glowing or dazzling from or as if from great heat”). Candor, another candēre descendant, arrived in English in the 14th century. Its earliest uses referred to brightness or unstained purity and innocence; today, you're most likely to encounter candor as a word for unquestionably honest expression.