Podcasts about citygate

jesus christ leaders conference kentucky empowering john roberts emerging leaders building connections trm citygate

Play Episode Listen Later Jul 3, 2024 58:26 Transcription Available

Join us for an inspiring episode featuring La Manda Broyles, Miriam Krehbiel, John Roberts, and Josh Turley as they share the transformative impact of the recent Citygate Network Conference. We'll dive into how Citygate Network connects and empowers rescue ministries nationwide, with insights from the annual conference in Kentucky where over 1,200 attendees gathered to strengthen their faith and resilience, inspired by 1 John 5:4.Hear powerful insights from the general sessions and workshops, from the impact of genuine compliments to Christ's relentless pursuit of “the one.” We'll discuss the camaraderie among mission workers and the Emerging Leaders group fostering growth and connection among new leaders. We wrap up with reflections on unity, empowerment, and faith in our mission, sharing practical lessons on balancing service with personal renewal. Don't miss this engaging and uplifting episode! To learn more about TRM Ministries: Click Here!To support TRM, Click Here!

The Irony of the Christian Journey: Burning Bush, City Gate, and Jesus | Dr. Paul Lim | May 26, 2024

Christ Presbyterian Church of Nashville

Play Episode Listen Later May 26, 2024 33:23

Exodus 3:4-10 and Hebrews 13:8-14

jesus christ exodus hebrews irony burning bush christian journey jesus dr citygate

Discussing the potential impact of the Topgolf project

Connections with Evan Dawson

Play Episode Listen Later May 14, 2024 51:54

In the first hour of "Connections with Evan Dawson" on Tuesday, May 14, 2024, we discuss a plan to bring Topgolf to CityGate. The news has sparked debate over if the company should receive tax breaks and what kind of impact the project could have on the community.

project connections top golf potential impact citygate evan dawson

The Woman - The Wife

The STAND podcast

Play Episode Listen Later May 13, 2024 7:27

He, the man who finds a good wife finds a good thing, so says the scripture.Any such man is blessed of the Lord when he finds the RIGHT woman and, in love, takes her as his wife. The life of any man is made complete, richer and fuller, when he shares life with the right wife.Solomon, the King, knew the value, the blessing of a good wife. The crowning joy of a woman-wife was to be MOTHER, and the husband-father rejoiced in the son or daughter who began the family. But both before and during mothering, that woman-mother remained individual, unique, special in and of herself. This right mother-wife, daughter of the living God, was a woman-wife of noble character. She was moral, faithful, trustworthy, a woman of her word. That kind of woman was worth far more than rubies, far, far more.Her husband, blessed and fortunate, had full confidence and trust in her. He was proud of her, rejoiced in her strengths and her family influence and all with whom she came in contact. She was a valuable human being.She brought good, love to her husband and her family, and to all with whom she came in contact. She was a woman of love and charity and so easily loved in return.Solomon then says that this wife of noble character worked eagerly with her hands. She was productive, not idle, contributing to the good of her family. She provided food for that family of hers and made certain as wife and mother that her family was properly clothed, fed, and protected. She was a woman who could earn, and as a merchant, frugal and sensitive to the value of money, she could like a merchant engage in trading for the profitability of herself, her efforts, her husband, and her family. Her trading, her doing business said Solomon, was PROFITABLE.She cared for the poor. She always extended help, love, comfort, and succor to the needy. In olden times, she with her husband were always welcomed and respected at the CITY GATE, the place where business and legal matters were conducted.This very special woman was a person of strength, enduring whatever came, and always with grace and dignity. She had no worry for the future, she thought little or nothing about tomorrow's problems, and with a happy spirit she could laugh at the days to come. She was positive in all things.This good woman, constantly learning, was filled with wisdom and she spoke with wise words. She taught her family, her children, and FAITHFUL INSTRUCTION WAS ALWAYS ON HER TONGUE! She was responsible for and carefully carried on the business and the affairs of her household. She was never idle. Always busy in the work of a woman and a wife and joyfully so. She made the household a happy place in which to live, and her husband and her children were so very grateful for this God-given woman. So much so that all called her blessed, knew how special she was, followed after her spirituality, and praised her, blessed her among themselves and to all others. To her husband and children, her household, she was the best of all women, one of a kind, beautiful in the eye and the heart of the beholder. They knew, this household did, that there were many other noble women who did noble things, but for them, their mother, his wife, was the best, the very best of the best.Her beauty came from within, from a character adorned by the Holy Spirit, radiating joy, happiness, and positivity. Her life spread blessings. No matter what she looked like, she was beautiful to all who knew her.She was a woman and a wife who believed deeply in God. This woman of today had found that deep and rich personal relationship with Jesus Christ, and his love in her was spread to all others. Scripture tells children to honor their father and mother, and to obey their father and mother, and a mother like this was both easy to honor and obey. She was a lifetime asset for her family, and especially her children.So, Solomon concludes:HONOR HER FOR ALL THAT SHE HAS DONE.HONOR HER! Praise her, at home and everywhere and to everyone. Any woman like this, or even close to all of this, is more precious, more valuable, of more blessing than all the rubies and all the precious gems in the entire world.Any man who finds a woman like this and marries and takes her as wife, finds a lifetime asset more precious than gold, so says Solomon, so says the scripture, so says the great God Jehovah, the father of our Lord Jesus Christ, and the creator of all men and all women.HE THAT FINDETH A GOOD WIFE FINDETH THE BEST THING IN LIFE!

god jesus christ lord mother woman holy spirit wife scripture praise profitable god jehovah citygate

In Conversation with Guy Skinner, Director at Citygate Financial Planning

BWD: In The Know

Play Episode Listen Later May 10, 2024 71:32

Join us as Guy Skinner, Director at Citygate Financial Planning, shares his insights on starting solo, building a team, and working with the "Henrys". Topics covered include:Team Growth & Strategy: From one to a powerhouse Charging Structure: Guy's approach to client fees Client Relationships: Mastering transitions and trustPersonal Drive: How personal history shapes professional passion

director conversations acast financial planning skinner henrys team growth citygate

Revolving Mishap: A Comical Trio's Tale

Fluent Fiction - Serbian

Play Episode Listen Later May 4, 2024 13:46

Fluent Fiction - Serbian: Revolving Mishap: A Comical Trio's Tale Find the full episode transcript, vocabulary words, and more:fluentfiction.org/revolving-mishap-a-comical-trios-tale Story Transcript:Sr: Jovan uvek nije voleo vrteška vrata.En: Jovan never liked revolving doors.Sr: To jutro, kroz njih je morao proći.En: That morning, he had to go through them.Sr: Sunce se smešilo nad Beogradom, a trgovački centar "Kapija grada" vrvio je od ljudi.En: The sun was smiling over Belgrade, and the "City Gate" shopping center was bustling with people.Sr: Ana i Marko su već stajali ispred, tapkajući nogama od nestrpljenja.En: Ana and Marko were already waiting at the entrance, tapping their feet in impatience.Sr: "Dobro jutro!En: "Good morning!"Sr: " veselo je pozdravila Ana, mada je Jovan još uvek mrzeo jutra.En: Ana greeted cheerfully, although Jovan still hated mornings.Sr: Marko je samo mahnuo, oštro gledajući ka mobilnom telefonu.En: Marko just waved sharply, his eyes fixed on his mobile phone.Sr: Ulazili su zajedno, ali Jovan se oklevajući približio vrteška vratima.En: They entered together, but Jovan reluctantly approached the revolving doors.Sr: Ana i Marko su već bili sa druge strane.En: Ana and Marko were already on the other side.Sr: "Hajde već jednom!En: "Come on already!"Sr: " doviknuo je Marko.En: Marko shouted.Sr: Jovan je duboko uzdahnuo i zakoračio, ali u trenutku kada je trebao proći, nešto se desilo.En: Jovan took a deep breath and stepped forward, but at the moment he was supposed to pass through, something happened.Sr: Njegova torba se zaglavila, zaustavljajući vrata.En: His bag got stuck, stopping the door.Sr: Njegov strah od vrteška vrata postao je stvarnost.En: His fear of revolving doors became a reality.Sr: Bio je zarobljen.En: He was trapped.Sr: Okolo su se skupljali ljudi, neki su se smejali, neki su delili savete.En: People gathered around, some laughed, some offered advice.Sr: Marko je pomalo izgubio strpljenje.En: Marko was getting a little impatient.Sr: "Ne miči se, rešićemo ovo!En: "Don't move, we'll sort this out!"Sr: " viknuo je kroz staklo.En: he shouted through the glass.Sr: Ana, uvek smirena, prišla je vrteška vratima.En: Ana, always composed, approached the revolving doors.Sr: "Ne brini, Jovane, samo se opusti," govorila je umirujuće.En: "Don't worry, Jovan, just relax," she said soothingly.Sr: Zatražila je pomoć obezbeđenja.En: She asked for help from the security.Sr: Nekoliko dugih minuta kasnije, čuvar je pritrčao sa ključem.En: Several long minutes later, a guard ran up with a key.Sr: Okrenuo ga je i vrata su se napokon oslobodila.En: He turned it and the doors finally freed themselves.Sr: Jovan je izleteo, crven u licu ali slobodan.En: Jovan burst out, red-faced but free.Sr: Ana i Marko su ga ispratili do kafića unutar centra gde su popili kafu, smejali se događaju i zaboravili na početni stres.En: Ana and Marko escorted him to the café inside the center where they had coffee, laughed about the incident, and forgot the initial stress.Sr: Jovan se i dalje unezvereno hvatao za torbu.En: Jovan still nervously clung to his bag.Sr: "Danas sam naučio jednu stvar," rekao je kroz osmeh dok su ispijali poslednje gutljaje.En: "Today, I learned one thing," he said with a smile as they finished their last sips.Sr: "Sledeći put koristim obična vrata!En: "Next time, I'm using regular doors!"Sr: "Ana i Marko su se nasmejali, a Jovan je znao da ih više ništa neće spriječiti da uživaju u danu.En: Ana and Marko laughed, and Jovan knew that nothing would stop them from enjoying the day.Sr: Bili su najbolji prijatelji, a mali incident sa vrteška vratima samo ih je dodatno zbližio.En: They were best friends, and the small incident with the revolving doors only brought them closer together. Vocabulary Words:revolving doors: vrteška vratabustling: vrvioimpatience: nestrpljenjesharply: oštrotrapped: zarobljenapproached: približiostuck: zaglavilacomposed: smirenared-faced: crven u licucheerfully: veselosoothingly: umirujućefreed: oslobodilaescorted: ispratilicling: hvataosort out: rešićemogathered: skupljaliincident: događajhesitantly: oklevajućioffer: pritrčaofixed: fiksiraolaughed: smejalibursted out: izleteoregular: običnatap: tapkajućiguard: čuvarapproach: prišlaoffered: ponudiolearned: naučioadvise: saveteenjoying: uživajući

tale sr trio marko mishaps serbian belgrade jovan revolving comical citygate vocabulary words en people en today en come

Ep #206 - Transformation and Solidarity: The Impact of Citygate Network

navigating transformation north america network solidarity regional coordinator trm citygate ken peterson

Play Episode Listen Later Jan 24, 2024 26:22 Transcription Available

We're joined by Ken Peterson, the Regional Coordinator for the Central region of the Citygate Network, North America's oldest and largest community of independent, faith-based crisis shelters and life-transformation centers.Ken gives his unique insights into transformative growth, stories of connection, and shared wisdom on the importance of gathering in solidarity to uplift those dedicated to serving the most vulnerable in our communities.Navigating the challenges of leading a rescue mission can often feel isolating, but Ken underscores the power of collective support and the Citygate Network's essential role in fortifying leaders.Ken also shares his personal odyssey, from battling substance abuse to guiding others as a director within the rescue mission community. His testament to the redemptive power of faith and support casts a beacon of hope for all who seek change. To learn more about Citygate Network, Click Here!To learn more about TRM Ministries: Click Here!To support TRM, Click Here!

John Ashmen - His Leadership Journey Through Three 15-year Careers - Part 1

Next Gen Nonprofit Leadership with Tommy Thomas

Play Episode Listen Later Nov 7, 2023 25:51

[00:00:00] John Ashmen: I think that's always important, that you have people that tell you the truth. And, we have different places where that happens. It's not just in the work environment, but also in small groups and fellowship groups and things like that. We have the opportunity to either take their advice or not take their advice. You can surround yourself with great people and they can tell you the truth. If you don't listen to it and take their advice, then you don't emerge any better than you were when you went in. +++++++++++++++++++++ [00:00:30] Tommy Thomas: Our guest today is John Ashman, the CEO at Citygate Network. Prior to Citygate, John was the Chief Operating Officer at the Christian Camp and Conference Association, giving him a total of almost 30 years in association leadership. John has led Citygate through a reassessment, a relocation, a restaffing, a refocusing, a rebranding, and then ultimately through the pandemic. John has led Citygate through a reassessment, a relocation, a restaffing, a refocusing, a rebranding, and then ultimately through the pandemic. Through all of this, the Citygate Network membership has grown by almost a third. In addition to his day job, John is a prolific writer, speaker, and board member of several nonprofit organizations. John, welcome to NextGen Nonprofit Leadership. [00:01:12] John Ashmen: Thank you, Tommy. Good to be with you. [00:01:15] Tommy Thomas: Before I jump too deep in, is there a short story about how you got into association leadership? [00:01:23] John Ashmen: I was a camp director in New Jersey, a youth camp that was located halfway between Philadelphia and Atlantic City, had about 15,000 people a year come through on all of our programs. It's New Jersey, a very populated state, and the whole Delaware Valley is quite crowded. And we did camping programs up in Maine and over in Europe as well. And being in that camping world gave me visibility. And I went on the board of Christian Camp and Conference Association. At some point, one of the people who was also on the board at that time ended up taking the position of president of that association and gave me an invitation to come and also be on that team. So that's where I served those years as Vice President and Director of Member Services, which is essentially the COO position at Christian Conference Association. That was the launch. [00:02:20] Tommy Thomas: What do you remember about your childhood that was formative? Were y'all big campers as kids? What stands out there? My father had a mantra that was pretty much built into his life philosophy and that was never let school stand in the way of your kid's education. [00:02:31] John Ashmen: My father had a mantra that was pretty much built into his life philosophy and that was never let school stand in the way of your kid's education. And so, we would take train trips across the U S and in the middle of September and October when some of my friends were in school and somehow, I always was able to do it and I never got in trouble and I guess he didn't, maybe he never told me, but I was always involved with something in adventure and activity with my family. Myy dad and mom for their honeymoon, for example, were married in Ohio and decided they would go out to Illinois and see his brother. They got to Northwestern where he was teaching and he convinced them that Yellowstone National Park was not that far down the road, so they put a case of Campbell's soup in their trunk and took off and found out it was a little bit further than they thought and so they got to Yellowstone and they said we'll never be this close to California, let's try that. That was the parents that I had and the upbringing that I had, so adventure was always on the horizon. [00:03:40] Tommy Thomas: What was high school like for you? [00:03:42] John Ashmen: What was high school like? Boy, that's a question I don't get in many of the interviews that I do on a regular basis. High school was a great experience. I didn't have problems. I came from a rural part of New Jersey. They're hard to find them anymore. In fact, in my grammar school days, we had outhouses for the first two years. I'm not all that old, but that's the status of the area where I grew up. But I went to a regional high school and probably was involved in the usual stuff. A few sports teams, and in the band. I look back on high school with fond memories. [00:04:25] Tommy Thomas: When you went to college, how did you declare a major? What was involved in your decision? [00:04:28] John Ashmen: I was in a music group at the time. This was in southern New Jersey, South Jersey for the locals, that's how it's known. And I didn't want to go too far away to college because I didn't want to drop out of that group. And so, I went to the college where my parents had gone, where they met, which eventually became Cairn University. At the time, the school was called Philadelphia College of Bible, and it generally prepared people to go into a career in church music or go on to seminary, so I looked around at all those things that were preferred. I wasn't interested in going on to seminary, and even though I was musical, it wasn't going to be a career. I looked at education, that's where most of the people were, and the one that interested me the most was social work. And I declared social work as the major, actually, everybody majored in Bible and you had a minor, and so it was social work, and so I left college with a Bachelor of Science in Bible with an emphasis on social work and didn't use it right away. I did work part-time. Some of my fieldwork assignments were to be a chaplain at the Veterans Hospital and to be a parole officer, probation officer, in Philadelphia, but went into camp work, and that Christian camp that we mentioned was the one that when I spent the first 15 years, took over from my father and he was the person who started that camp, determined it was time to do something different. [00:06:14] Tommy Thomas: What do you remember about the first time you had people reporting to you? [00:06:17] John Ashmen: It was at the camp. And I just remembered that the folks that were there were just fun to be with. And we made it as creative and unique as possible. We just had a lot of opportunities to really join together in a unique way in a camp setting. We did not run a traditional office setting or environment. Everybody was out and about, and we would meet in some of the most unusual places, out in the Pine Barrens. And we just made it like an adventure every day that we would get together. [00:07:01] Tommy Thomas: I think successful people are asked all the time, what makes you successful? I'd like to frame the question this way, and that would be, what is a factor that's helped you succeed that most people on the outside probably wouldn't recognize? [00:07:17] John Ashmen: I'm told I'm creative and flexible. And so that is probably something that is a standout characteristic. In the strengths finder ideation is one of my strengths. But strategic is also a strength. As we are going through a leadership transition here, my leadership style has been talked about particularly by the board as they were looking to find my replacement. I am an expressive driver, which means I come into a situation, assess it pretty quickly, and then pick a direction and get people to follow me. And that's worked for 30 years and 15 before that at the camp. That would be who I am. ++++++++++++++++++++ [00:08:00] Tommy Thomas: What's the most creative thing you think you and your team have ever done? [00:08:08] John Ashmen: 15 years in camping, 15 years with the Camping Association, and then 16 years with the Mission Association, and having had music in my background. 3 years ago now, 4 years, I guess, I talked to our friend, Amy Grant, from Nashville. Most people know who Amy Grant is and we said, what if we bring together the rescue mission dynamics, the life transformation attributes that are kind of part of helping people change their life? And then also blend in the unique outdoor setting and the dynamics of creative outdoor initiatives. And then also music. And so, we started something called Hidden Trace Retreat. And we've got a couple more scheduled here in another month. Amy Grant worked with Citygate to establish Hidden Trace Retreat And they've just been wildly successful where we bring people from a rescue mission going through a life transformation program, people who have previously been on the streets to continue with some of that teaching, but also use the outdoor setting and group initiatives and farm chores and those kinds of things to change their environment and give them total new experiences and see themselves in a different way. We do What's My Name? We talk about what your name means and whether you're living up to those attributes. What's my story? Where did you come from? What's my style? We go over social styles. What's my plan? What's my future? And when we get to that, what's my story, we bring in singers, songwriters, people like Amy Grant or others in Nashville. Cindy Morgan's been very involved with this, Mark Elliott and they listen to the stories of people who have been on the streets, go home, and craft these amazing songs so that when we all get together in the barn on the climax of the program, they hear songs about their life story sung by Nashville musicians. And that has been something that's gotten all kinds of accolades and awards for being a creative, unique program. That ranks up there. It's relatively current. [00:10:39] Tommy Thomas: What times in your life have really tested your mettle and how did you come out of those? [00:10:51] John Ashmen: Anytime there is a unique change in people's environment brings a lot of responses that you can expect more specific. When I came to Citygate Network, I was the first person in a hundred years, literally, to run this association of at the time, a couple of hundred rescue missions who never actually ran one. And I was never a mission superintendent as they called it. And so that put a pretty good target on my back. And when I came up with things that are presented to the board that were needed to be done to basically, save the association, that wasn't met with a lot of applause because they saw this as critical change. And so that was probably one of the trying times. And I persevered and I told my board chair that you have to be my armor bearer. And I told my executive assistant, I don't want to read any of the comments that are coming in on email or social media about what people think of my decisions. I'll just measure it by what we accomplish. [00:12:15] Tommy Thomas: Is there a point during that transition when you saw that y'all had turned the corner? [00:12:22] John Ashmen: Yeah, there was. One of the things that really helped, Tommy, was that I wrote a book on the whole idea of hunger, homelessness, abuse, and addiction called Invisible Neighbors. And that book actually went through three printings and sold very well. And when all of those members, now organizations, number over 300. When those people saw that I understood what they were about and could voice it even the way that they couldn't, there was much broader acceptance, and then when they saw the positive changes and the connections to federal governments and the links we were making there and the unique public relations initiatives and involved with movies like Odd Life of Timothy Green, Same, Different as Me, I think they also, they said, hey, this is going the right direction. And we want to be part of it. And so that's why our membership has grown 50% since I've come. [00:13:28] Tommy Thomas: What lesson do you think y'all brought out of the pandemic that you'll take forward? Collaboration is paramount. I pushed collaboration from the very beginning of the pandemic. Faith-based organizations, particularly in the nonprofit world, had become very siloed. That was hurting us. [00:13:34] John Ashmen: Collaboration is paramount. That's an easy one for me. I pushed collaboration from the very beginning. Faith-based organizations, particularly in the nonprofit world, had become very siloed. This is our group. This is what we do. And even when I came to try to get people involved in government relations was, oh, we don't want to get involved with government. The camel gets its head under the tent and pretty soon the whole camel disappears and we'll get eaten up. My statement was, hey folks, if you're not at the table, you're on the menu. If you're not at the table, you're on the menu. And so let's see what we can do to build bridges. We have different philosophies about what's going on and we have different ideas of what the solution is, but let's at least talk to one another and see where we can work together. So we started not only building connections to the government but also we're encouraging members to reach out and see who around you is a partner in what they're doing. And so a lot of our members became friends with those people running Dream Centers or Adult and Teen Challenge or Salvation Army, or whatever it happened to be in their city and started to have good relationships. Things like, hey, here's another mission nearby and they have a great women's program and we have a great men's program but their men's program isn't that good. And maybe we can be the men's program. Let them have the women's program. We'll send our women over there. And so the collaboration that started at that point was something that was already in place when COVID came. And when we determined that we needed to have a bubble, the safe place. And then we needed to have a place for rule-outs. And then we needed to have a place for quarantine. We had to have a place for isolation. We had different missions or ministry organizations sharing those responsibilities. Likewise, I was asked to be on the U.S. Interagency Council COVID 19 Task Force, U.S. Interagency Council on Homelessness, USICH. And I was on there with the U.S. Department of Housing and Urban Development. People from Health and Human Services. The White House had a representative on the call. Department of Education, Department of Labor. A couple of other groups were on there. Of course, FEMA was on and the Center for Disease Control prevention was on and the only three non-government agencies on that call were the Red Cross, us, and the Salvation Army. And we were collaborating at the highest level through the entire COVID pandemic. [00:16:26] Tommy Thomas: Richard Paul Evans, the best-selling novelist, said that sometimes the greatest hope in our lives is just a second chance to do what we should have done right in the first place. When you think of a staff team and somebody that needs a second chance what's going through your heart and mind there? [00:16:47] John Ashmen: If we're talking about what I'm seeing at missions they are there. They're paramount in this area. Many of the people who staff missions were former clients. In fact, many of the CEOs are products of their own program. I've taken so many trips to rescue missions and touring with the CEO and, here's our kitchen and here's our men's long term recovery dorm. That was my bunk up there in the corner when I went through the program. And I just see that happening all over the place. I was within six different missions. Last week one of them called, Hope the Mission, used to be called Hope in the Valley in the Burbank area. They had something on their wall that said you can't go back and change the beginning, but you can start where you are and change the ending. I tell people on both Christian networks and secular networks that the Bible says life comes with a reset button, a second chance button. Any person being in Christ, they can be a new creation. And that's what so many of our members are doing, seeing these people who are having second chances, as you put it, Tommy, go and finish well. I tell people on both Christian networks and secular networks that the Bible says life comes with a reset button, a second chance button. Any person being in Christ, they can be a new creation. Old things pass away, and everything can become new. 2 Corinthians 5:17. So that is part of what we're about and why Citygate Network has done the work it's done so well. ++++++++++++++++++++++ [00:18:17] Tommy Thomas: Maybe aside from your dad, have you had mentors in your life who made a significant contribution? [00:18:24] John Ashmen: One that I would immediately go to is someone who's passed away now. His name was Lloyd Mattson. And he was a mentor from afar. For most of my life he'd write books, and the books that he wrote, I would follow and just emulate the things that he was doing. The creative side came out. I started quite a few camping programs because of the work that he had done and the positions that he had taken on things. Lloyd Mattson certainly was one of them. I would say that the person I worked with at Christian Camp and Conference Association after I left directing the camp, his name was Bob Koblish. He was a mentor as well. I learned a lot about association work from him and, interestingly, he says he learned a lot from me, but I think we learned from each other and that's noteworthy as well. [00:19:19] Tommy Thomas: Certainly, the Koblish family is good stock. I mean you got a good family there that have made a great contribution to both the Christian world and society in general. [00:19:33] Tommy Thomas: I don't know of Rob Hoskins down at One Hope, but I saw a posting he said the other day, surround yourself with people who know you better than you know yourself and will tell you the truth out of love. That's how we grow. How do you resonate with that? [00:19:48] John Ashmen: Yeah, it's like the tombstone sometimes, credited to Andrew Carnegie, but I don't think it really is his. It says, here lies the body of the man who surrounded himself with better people than he was. I think that's always important that you have people that tell you the truth. And, we have different places where that happens. It's not just in the work environment, but also in small groups and fellowship groups and things like that. We have the opportunity to either take their advice or not take their advice. You can surround yourself with great people and they can tell you the truth. If you don't listen to it and take their advice, then you don't emerge any better than you were when you went in. You can surround yourself with great people and they can tell you the truth. If you don't listen to it and take their advice, then you don't emerge any better than you were when you went in. [00:20:28] Tommy Thomas: What's the most dangerous behavior that you've seen that derail leaders' careers? [00:20:34] John Ashmen: Some people don't like to be seen as making a mistake and if they do, they hide it. I think pride is there as well. I think the other thing is that for so many leaders, their self-worth is tied up in what they are doing and not who they are, particularly who they are in Christ as Christian leaders. And so, when it comes time to let go of an organization and hand it over to somebody else that those tentacles wrap around and you find that they're not really willing to let go and it starts destroying the organization unless there can be some quick chopping of those tentacles to move. This whole thing of succession is really critical. We did a survey of our 320-plus organizations back in the year 2020. And we asked hundreds of questions and we've got a lot of valuable information, but one of those was. I didn't know how long they expected to work and 39% of our CEOs said they would be leaving in the next four years. So that was COVID right at it's prime point. I think a lot of people were tired and we thought maybe that wouldn't be the case, but it doesn't seem to be inaccurate. We're seeing people come and go, quite a bit. We probably have about 30 of our member organizations that are in transition right now. And that just comes back to this idea, we're seeing who's able to let go and who isn't. The future of those organizations depends on how well succession is handled. [00:22:22] Tommy Thomas: Stan, with succession, you've obviously seen a lot of it in both of your career tracks. How soon should a board and a CEO begin to think about that? [00:22:36] John Ashmen: I believe a succession plan should exist as soon as you hire someone. You don't decide, here's what we need to do because the CEO needs to leave right away. We have documents that we tell our members to put a succession plan together. Here's sample documents, what it looks like. You have a succession plan that is timed. Planned succession. You have one that's an unexpected succession. We even have documents that go to boards that say here's what not to do when you find yourself in the midst of an unexpected transition. And then once you have that plan, put it in a policy manual and put it on the shelf. I tell CEOs when they ask me that question, I get a lot of them asking me when should I mention it to the board? I said, when you are sure you are ready to leave and it's going to be within two years. Because if you start talking about that, even hinting at it to your board, their whole mindset changes and they look at you as somebody who's in the process of going. They aren't willing to take risks and you may be wanting to finish a project and they're not willing to put the extra effort or time or money into it because they sense that a change is coming. There are right ways to do succession and there are certainly wrong ways to do it. I like to think that I've rescued quite a few people from announcing things prematurely and helping them figure out how to end well. +++++++++++++++++++++++++++++= [00:24:18] Tommy Thomas: Next week, we will continue this conversation with John Ashmen. During that time, we'll discuss succession planning, John's recent transition from leadership at Citygate, and how he and the board handled that transition. We'll talk at length about board governance. Then I asked John the question that seems to be getting a lot of traction lately. My shark tank question. If he were a panel member of a nonprofit version of Shark Tank, what would he have to be convinced of before providing startup capital to the nonprofit organization? Links & Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas Citygate Network Website Invisible Neighbors – John Ashmen Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn

#206 ODDBALL WEIRDNESS in Metal

Metal Nerdery

Play Episode Listen Later Aug 3, 2023 71:16

With a little guidance from Loudwire's Dumbest Best Metal Band Names listicle, we decided to take the offramp into the offbeat and investigate the most off-kilter, ODDBALL metal bands with the most outlandish names and over the top aesthetics ever to bless metal. Whether it's the band's look, their theme, or the simple hilarity of “what's in a name” (including, but not limited to: band name, album name, and/or song name), there's certainly some incredibly wonderful, warped weirdness which dwells along the wild & wacky fringes near the outskirts of mainstream metal. Get ready to discover the shared sensibilities of ladies and bowling balls and find out who should definitely NOT go swimming during Shark Week (especially if they are “experiencing their own personal shark week”). It's time to get yourself a “vacation rental” and get ready to “put on your Magnum P.I. shirt” and pick up some crabcakes from that “hole in the wall” place further down the beach and JOIN US as we rundown Loudwire's Dumbest Best Metal Band Names listicle and explore some of the most glorious ODDBALL WEIRDNESS in all of metal. Visit www.metalnerdery.com/podcast for more on this episode Leave us a Voicemail to be played on a future episode: 980-666-8182 Metal Nerdery Tees and Hoodies – metalnerdery.com/merch and kindly leave us a review and/or rating on the iTunes/Apple Podcasts - Spotify or your favorite Podcast app Listen on iTunes, Spotify, Podbean, Google Podcasts or wherever you get your Podcasts. Follow us on the Socials: Facebook - Instagram - Twitter Email: metalnerdery@gmail.com Can't be LOUD Enough Playlist on Spotify Metal Nerdery Munchies on YouTube @metalnerderypodcast Show Notes: (00:01): “Just to get it out there…” / #theuncorking / The #JasonAldeanControversy #offendedAF #HearMeOut (“…trying to be a country band…”) / #poursomesugaronmeASMR / “No, THAT's offensive…” /#outlawcountry #outlawcunttree / #NickelbackASMR / #letsdothis #clinky / ***WELCOME BACK TO THE METAL NERDERY PODCAST!!!*** / ***WARNING: #listenerdiscretionisadvised *** / #smokedmaplewhisky (Thank you, Billiam…and #CityGate…and #StAugustine) #notsugary (“The smoke is there…”) #thisepisodesclinkyoftheepisode / #introsandsuch / #newthememusic (“I took a guess and I was wrong…”) / #relaxersrevisitedASMR / “Can we just change it?” / “If I was a #billionaire…” / #billboardmemesASMR / #FUMoney vs #FEMoney / #spacerocketsASMR / “Like you could see through #TheMatrix…” / “Don't drive distracted…” / #dontdrivedistracted #heavysigh #ingrowntainthair (“Like in your taint?”) / “Ooooh, that's like right where you walk…” / “You can put those down there…” / #markthetime / #repeatbeeroftheepisode #GoldenRoadBrewing (“I like it better when you say #brewering…”) / #theperfectbeer / “Do we have any #correspondance?” / ***IF YOU'D LIKE TO GIVE US A CALL AND LEAVE US A VOICEMAIL YOU CAN DO SO BY RINGING US AT 980-666-8182!!!*** / #HailToDarius #Solicitate #FemaleMetal #FemmeMetal (“It just depends…”) / Shark week parallels… / #superabsorbant (“They can smell…”) #differenttuna / “I mean it COULD…” / #anythingispossible / ***Send us some email at metalnerdery@gmail.com ***/ “We should hear it…” / #DariusAgainASMR #putintang (“Is that Vlad's harem?”) / #HailToYou (Go check out our #QOTSA episode…with the appropriate relaxers…). (12:22): #homedepotbuckets #RedneckEngineeringASMR #HVACASMR (“Okay, I follow…”) / #itsscience #apocolypsesis (“Did you swim in the beach?”) #thesame #StAugustine (“It's supposed to be #haunted yeah…”) / “The best beach day is…” / #magnumPIshirt #holeinthewall #crabcakes (“Especially with #gout, it's awesome…”) / #RussellsReflectionsASMR #AdventuresInDayDrinking (“I'm sorry, what'd you say?”) #onmicburpASMR / “Who's that?” / “that's what I call ‘em dude…they're #rentals…” / #fistme #markthetime #fistbump / “Did you do #sunscreeneverytime?” / “#Pantera is not far away now…” / #futureepisodeideas (“We have not…”) / “iPod, really?” / “When she puts it in reverse…” #markthetime #backupangelsASMR (“My car doesn't do that…”) (21:46): “Don't cut it out if it's good…” / “We're due…” / #TheDocket METAL NERDERY PODCAST PRESENTS: ODDBALL WEIRDNESS IN METAL!!! / “What's the #weirdestband you've ever seen live?” / #dotcom / #MetalMcDonald IT KEEPS YOU RUNNING (TO THE HILLS) / “Uhhh, #relaxers…” / “A little get it?” / #MacSabbath PAIR-A-BUNS (“That Grimace is creepy…”) / #wornout / #OkillyDokilly WHITE WINE SPRITZER (“That's too many #mustaches for me…”) / #TheMetalShakespeareCompany TO BLEED OR NOT TO BLEED (“They'd be perfect…for a #Renfest”) / #markthetime / “They cut ‘em in half…” / #Alestorm #piratemetal #napalmrecords DRINK (“I believe I will…”) #readthoselyrics #thefuckedupanthem / “It'd be awesome…til your liver gave out…”/ (36:54): “I can't wait to hear this…” #Hatebeak BIRDSEEDS OF VENGEANCE / “My pee smells like gravy…” / #Nekrogoblikon BONES (“Kinda got a #KingDiamond vibe there…”) / “Bowling balls and women have a lot in common…” / “Aren't these low?” / #BeerOfTheEpisodePartTwo #millerliteASMR #fourpointtwopercentABV (“For a LIGHT beer?”) / “What about their red recipe?” / “This band name is amazing…” / #Loudwire #DumbestBestMetalBandNames #BrutalSphincter MAKE GOREGRIND GREAT AGAIN (“I know what's gonna happen…”) #freecandy (“There's almost not enough relaxers…”) / #Killitourus MARRIED WITH CHILDREN / #AbortedHitlerCock TWO BLACK EYES AND A STOMACH FULL OF SEMEN (“The name of their EP…”) / “I just thought about it and I've gotta mention it…” / #XXXManiak ATTENDING THE GRADUATION OF SOMEONE I FUCKED 10 YEARS AGO (51:19): #IWrestledABearOnce (“That's the weirdest band…title…name I've ever heard of…”) / #thatsnotmetaldude YOU KNOW THAT AIN'T THEM DOGS' REAL VOICES #melodicmetal #melodicprogdeathaggrocore #metalcore / “I mean, aren't they all…?” / #TheTonyDanzaTapDanceExtravaganza YIPPEE KAY YAY MOTHERFUCKER (“Super ultra #mathcore…”) / #vaginalpenetrationofanameluswithamustycarrot #vxpxoxaxaxwxaxmxcx (from #Austria) #pornogrind (“that video looks like it's gonna give Russell nightmares…”) MASS SUICIDE WITH A RUSTY COMB #thejourney (“Is that even words?”) / #vaginafartsASMR / #PreschoolTeapartyMassacre LIEUTENANT MIKE HARRIGAN (“I'm sorry, what was that?”) #No / #WeButterTheBreadWithButter (#shoutout to The Hodges for addressing this early on…) / “That's a little weird…” / #germandeathcore (“That was perfect…”) / #DestinyPotato (“Why not?”) LOVE SONG (“Angelic pop…and djent…”) / “It's like #sexyAI…” #No / “I know a good way to close it out…” / #GWAR BLACK AND HUGE / “The guys in Gwar…” / #metalfamilyties #SuicidalTendencies / #RussellsReflectionsRepriseASMR #STASMR (“Is that a problem?”) / “I'm gonna send ‘em a letter…” / #corporatewhorearenadotcom (“When they win, everybody loses…”) / “I think you've done this before…” / #insertvomitnoisehere (“At least we know he swallows professionally…”) / #thedumbestbestmetalbandnames from #Loudwire / #untilthenext ***THANK YOU FOR JOINING US!!!*** #youtube #instatits #instavag #facefuckdotcom #voicemaildotcom #metalnerderydatingdotcom / #untilthenext ***COME CHECK OUT OUR MERCH STORE DOWN IN THE FRICKIN' BUNKERPOON GIFT SHOPPE AT metalnerdery.com/merch *** / #outroreel #stickaround (“Oh shit, how long?”) / “That's like…”

Finding Purpose in Our Pain with Andrew Olsen

Construction Disruption

Play Episode Listen Later Aug 2, 2023 59:16 Transcription Available

This episode of Construction Disruption is sponsored by TrueLook, the easiest way to view, secure, and document your jobsite. Get your free, no obligation quote at TrueLook.com.“It took me a long time to learn that all of those experiences, all of the suffering that we went through, helped to shape how I think about people and what it means to be someone who says, Yeah, okay, I think I can help fix that problem. I can't solve global poverty, but can I help intervene so that one person doesn't have to suffer the way they are right now.”Andrew Olsen, Senior Vice President at DickersonBakkerWhile we often discuss innovations and ideas in construction, this episode takes a different tack. We've featured guest Andrew Olsen on the show before (in Episode 66), but he shares a very personal story this time.Andrew experienced a life-changing event at a young age that affected his life's trajectory and inspired him to pursue his current career. As a teenager, his family was broken apart. Andrew was forced to grow up quickly, dealing with poverty and change.Tune in as Andrew tells his story and how it influences his actions even today.Topics discussed in this interview:- Andrew's story- Dealing with addiction- Resources to seek out- Advice for dealing with trauma- How family trauma informed Andrew's approach as a husband and father- Can you still find God in times of trial?- How to comfort someone going through a tough time- Rapid fire questionsResources Mentioned:Salvation Army- https://www.salvationarmyusa.org/usn/rehabilitation/City Gate- https://www.citygatenetwork.org/agrm/Locate_a_Mission.aspTeen Challenge- https://www.globaltc.org/contact-us/Reach out to Andrew on LinkedIn, email him at andrew@andrewolsen.net, or call him at 612-201-1967For more Construction Disruption, listen on Apple Podcasts or YouTubeConnect with us on Facebook, Instagram, or LinkedInThis episode was produced by Isaiah Industries, Inc.This podcast uses the following third-party services for analysis: Podtrac - https://analytics.podtrac.com/privacy-policy-gdrpChartable - https://chartable.com/privacy

god mission advice pain reach senior vice president rapid finding purpose locate podtrac citygate andrew olsen isaiah industries

Today's headlines for July 28

WXXI Daily News

Play Episode Listen Later Jul 28, 2023 5:06

The Rochester Police Department says cars and property are safer when there is a crowd in well-lit areas, new owners of CityGate plaza are looking to restart the long-stalled development that is home to Costco on Rochester's southside, and the Syracuse Catholic Diocese will pay 100-million dollars to hundreds of survivors of sexual abuse.

costco rochester citygate rochester police department

Ep #179 - Citygate Recap: Part 2

jesus christ development trust in god hope center trm citygate

Play Episode Listen Later Jun 21, 2023 42:43 Transcription Available

Listen in to Part 2 of our Citygate Conference recap! La Manda and Miriam visit with Kourtney Barr (Directer, Trauma Education & Development), Rachel Flenniken (Director, Hope Center) and Haleigh Hipsher (Outreach Advocate), about their incredible experience attending the Citygate Network Conference, with over 1,200 individuals from other Rescue Missions and ministries across the country.Our friends reflect on their thoughts leading up to the conference, the camaraderie built to provide trust when the storms of life come, and the invitation that we have to carry the light of Christ into the hopeless darkness.Don't miss the inspiring takeaways and lessons learned from the Citygate Network Conference, and how their stories may encourage you to trust in God's plan and be bold in serving others.To learn more about TRM Ministries: Click Here!To support TRM, Click Here!

Ep #178 - Citygate Recap: Part 1

trust in god emerging leaders trm citygate

Play Episode Listen Later Jun 14, 2023 48:00 Transcription Available

Listen in as La Manda and Miriam visit with Kim Turley (Executive Assistant), Mike Schoettle (Assistant Director of Distribution Services), and Daniel Dobson (Outreach Advocate), about their incredible experience attending the Citygate Network Conference, with over 1,200 individuals from other Rescue Missions and ministries across the country. Hear their reflections on what they were able to take away from the sessions, how comradery and connections were made through the Emerging Leaders group, and what they are excited to put into practice as we continue to serve our community.Don't miss the inspiring takeaways and lessons learned from the Citygate Network Conference, and how their stories may encourage you to trust in God's plan and be bold in serving others.To learn more about TRM Ministries: Click Here!To support TRM, Click Here!

1787 Get To The City Gate

Brant & Sherri Oddcast

Play Episode Listen Later May 25, 2023 14:50

Graduation Hats, Talk To Some Who Loves God, Masterclass, Just Start Praying, BONUS CONTENT: Proverbs 31, Fork In The Pocket, The Tap; Quotes: “Somebody should have let me in on the bobby-pin action.” “Facts are not the best way to get to know someone.” “I thought the word bludgeoned would come up.”

masterclass tap citygate

THE CITY GATE

CrossPointe Church | Peachtree City Sermons - Audio

Play Episode Listen Later Mar 19, 2023

Salem Evangelical Free Church of Fargo Moorhead: Sermons

The City Gate

Play Episode Listen Later Mar 19, 2023

Have you ever had to wait for something in life? Waiting is hard! Today we learn we can trust God to redeem our story, because he was committed to pay whatever it cost. Even if it meant the death of his own Son.

god citygate

The City Gate

Salem Evangelical Free Church of Fargo Moorhead: Sermons

Play Episode Listen Later Mar 19, 2023

god citygate

Jack Briggs: Crisis Planning, Mitigation and Leadership

Next Gen Nonprofit Leadership with Tommy Thomas

Play Episode Listen Later Feb 7, 2023 36:09

Today, we're continuing the conversation that we started last week with Jack Briggs. Jack retired from the air force as a Three-Star General. After that he worked for NYU as their Vice President for Global Resilience and Security, before accepting the call to be the president and CEO of the Springs Rescue Mission in Colorado Springs. One of the things that Jack has been doing since retiring from the Air Force is conducting a workshop on Crisis Planning, Mitigation, and Leadership. If you work for an organization that is a member of the CityGate Network, your organization may have had Jack conduct this workshop for its board and staff. If not you're in for a treat today. During the next few minutes, Jack's going to be sharing with us some of the highlights of that workshop and maybe some of his experiences with dealing with crises. If the content of what Jack shares strikes a chord with you, Jack's been kind enough to share his contact data with us. It will be in the show notes. [00:00:00] Jack Briggs: So, crises are happening all around us. It's the organization that sits down before a crisis happens and starts to think about their framework that will tend to do better. [00:00:11] Tommy Thomas: Today, we're continuing the conversation that we started last week with Jack Briggs. Jack retired from the air force as a Three-Star General. After that he worked for NYU as their Vice President for Global Resilience and Security, before accepting the call to be the president and CEO of the Springs Rescue Mission in Colorado Springs. [00:00:34] Tommy Thomas: One of the things that Jack has been doing since retiring from the Air Force is conducting a workshop on Crisis Planning, Mitigation, and Leadership. If you work for an organization that is a member of the CityGate Network, your organization may have had Jack conduct this workshop for its board and staff. [00:00:53] Tommy Thomas: If not you're in for a treat today. During the next few minutes, Jack's going to be sharing with us some of the highlights of that workshop and maybe some of his experiences with dealing with crises. If the content of what Jack shares strikes a chord with you, Jack's been kind enough to share his contact data with us. It will be in the show notes. Jack Briggs: Thank you for the opportunity and I've enjoyed the discussion so far. As a former military leader and now and then as the Vice President of Global Resiliency for the 15 campuses in 11 countries at NYU And then finally, now as CEO of a rescue mission where we have a semi volatile population at times, depending on how things are going, it's not lost on me that crises happen. [00:01:44] Jack Briggs: Tommy, I'll ask you a question right off the bat. What's a crisis to you? [00:01:47] Tommy Thomas: Maybe when I lose control of something and can't see my way out. [00:01:52] Jack Briggs: Okay. All right. So it's this oppressive thing that happens in your mind is just, it's like how fast can my mind move to try to solve this thing? And that's common. That is essentially the reaction that people have when a crisis occurs. And the way to get past that moment is to have a framework of decision making, an ability to identify and mitigate risk. We talked a little bit about risk already and then what kind of actions you're gonna want to take right off the bat. And then finally, I would say that probably one of the things that we don't think about enough, but we really need to practice before something happens is how do you message what you're trying to do as you're working through the crisis. When I look at a crisis gosh, there's all kinds. Hurricane Katrina hit a hospital and several patients died. They were sued. So, it's a it was a catastrophic loss of life and they were sued. And the reason they were sued, and the reason these folks died is they lost power. They lost power to the facility because their emergency generator was in the basement. And when it flooded, the neighborhood lost power. And then of course, their emergency generator lost power. People couldn't get the power that they needed, and some people expired. Harvey Weinstein is a great example of a crisis in behavior. If you could have a behavior crisis in your organization where someone makes a mistake that is beyond just “oops, I made a mistake”, but it's culpable for either an illegal activity or for something that could cause harm to equipment or people. We have cyber crises all the time in organizations now, because the, at the rescue mission, we have donor information, right? So, we want to keep that secure. If we were to get hacked and breached, that's a crisis because now we're exposing data on our donors. And then there's, you see it all the time, active threats. It's people going into schools, it's people at Walmart. It's all of those. So, crises are happening all around us. It's the organization that sits down before a crisis happens and starts to think about their framework that will tend to do better. When I think about this as a decision maker, a couple of questions I'd like to ask is: What's your organizational culture in a crisis? Are you panicky or are you methodical. What organizational structure do you use in a crisis? Meaning are you gonna use the same structure with the CEO down during a crisis or are you gonna break off a tiger team that's gonna be your op center? Think about these. Who's gonna solve what problem in your structure? Because too often in organizations that haven't practiced any of this it's six-year-old soccer, everybody runs to the ball, whatever that is, and they don't stay in their lane and solve the problem they should solve, whether it's logistics or communications or whatever. It's how do you make decisions? That's a process. How do you communicate? These are all kind of questions that when I get with a, a group, an organization, we sit down and we peel through these to try to understand from their perspective, how would they answer those questions. And typically we determine gaps when we ask these questions, the process should result in. A crisis is not something you solve, you don't solve a crisis, you solve problem. Something where you have a crisis and a crisis is not something you solve, you don't solve a crisis, you solve problems. What you have to do is you have to create or build a way to move the crisis into a solvable problem and then have some procedures that you use to solve that kind of problem. Power outage weather problem a reputational problem. You come up with tools to solve these problems over time. When you have these problems and you do it routinely, the problems just become issues that you know how to deal with. And then once you've done that over a period of time, quite frankly, what used to be a crisis just becomes a day-to-day thing. It's gonna happen. You have your PR procedures in place, and you take care of them. So you decrease the drama and the trauma of a crisis to a day-to-day thing. The first thing to do in that process is to understand risk. And you heard me say this, like what is at risk? But another thing is how much risk can you tolerate? [00:06:15] Jack Briggs: Now, I gotta be honest with you. I was a fighter pilot. I have always been an athlete. I have always been a bit of a risk taker. My risk tolerance is high. I need to know that because I might see something happen and go, eh, I, we'll deal with it. I need people around me who are not at the same. [00:06:34] Jack Briggs: This is what diversity is about. It's finding people that are different than you and bringing them into the team with the same objective, but seeing it from a slightly different perspective because they're gonna see things that you don't. And that's key because there's always blind spots. There's three I use b basically three magic words to determine what's at risk and how I want to address this. Three magic words: Probability, Likelihood and Severity In the three magic words. The first is probability. So probability means if I flip a coin, the probability is gonna turn up heads. It's 50%, right? But I also use the word likelihood. Let's say I take that same coin and I flip it a hundred times, and 80 times it comes up heads, okay? The probability that I'm gonna flip it that next time is 50%. That's the math, but the likelihood that it's gonna come up, heads, again, is higher. And you have organizational likelihoods. Let me give you an example. Your front door is unlocked and is exposed to the street. It is more likely that someone could come in with a knife than if you had the door locked. The likelihood is higher. [Now, the probability may be very low for the area that you live in, but the likelihood is higher. . And the last thing is severity. I mentioned this before, just what is at risk? How severe is the risk? So when you define that risk, now you start to mitigate things. You say, okay, we're gonna lock the door, or we're gonna have a scan, a scanner, or something like that. But you can't mitigate every risk out because somebody could hide a knife coming into your building. So you have to plan for how you're gonna respond to that. So when we talk about the elements of decision making, I will tell you the first one is the perfect is the enemy of the good. Okay? All too often people are trying to get the perfect decision. I used to say in higher ed that my academic friends were the smartest people I'd ever met. But when it came to crises, they loved to admire the problem. What does the library have to say about this? Is there any good research on this crisis? And I would say to them, we don't have time for that, we have to make the 80% solution or the 70% solution, and we have to keep moving because our time available may not be as much as we would like, or how many resources do we have available? Another one is when you're doing decision making these ideas of blind spots, you need to have people in the room that see it different than you and feel it different than you. And I mean that by gut feel. Okay, let so I'll ask you, Tommy, when you make decisions based on their, your gut, is it typically turn out well or not so good? [00:09:26] Tommy Thomas: Oh, me. I don't know. Probably not as good as it could have. [00:09:30] Jack Briggs: Okay. I will tell you that my, I have a bad gut. All right. And here's why. Because my risk tolerance is so high. When I see something happen, I'm willing to wade into it because my risk tolerance is so high. It's not that I'm a bad person because I have a bad gut. It's just my risk tolerance is so high, I recognize that. Somebody may be super risk intolerant, and so every time they see something, they're like, oh, we can't do that. You need people around you that are feeling it slightly different than you, so that you get that balanced and they have to have the confidence that when they speak up, you're not gonna take their head off. Tommy Thomas How do you balance that? Somebody like you who's got a high-risk tolerance, and somebody who's afraid they open the door? Hopefully you'll have too many of those on your team, but how do you negotiate that? [00:10:18] Jack Briggs: For me, because I know that my gut's not all that good, I try to do the opposite of what my gut says. So if my gut says, let's do it, I'm like, wait a minute, maybe we need to think about that. And I'll go get somebody else's opinion, right? So I build a team of people around me who are empowered to speak up. No, I have the final authority and responsibility. That's key. I own it, but I'm also acknowledging the fact that I don't know all the answers. As we move into these things, when we talk about decision making when something happens to you and it surprises you, you're it. What fires in your head is your amygdala, which is way back here in the old part of your head, in your brain. It's the small thing, and that's that fight or flight thing. Something happens and it surprises you and you've probably had that happen to you. Maybe you step off a street corner to cross a side a road and a car almost hits you because you didn't see it, and you'll freeze for just that moment. And what you've gotta do is you've gotta get yourself into a process where, when that happens, you start to make decisions that may be even automated because your decision making is back here and you're frozen and you gotta get it up here in your frontal lobe, which is where you speak and rationalize and problem solve, right? You've got to get your decision making from there to there. And there's ways to do that. The very first thing is you must control your reaction. So I'll use my hands. Okay? if something happens, and this is the scale of the top, of the scale of reaction. Okay. And I react right here As the leader, I give everybody around me, almost no room. Now, why am I, why is my, are my fingers above my reaction? Because the natural tendency of your staff and people that work for you is they wanna react just a little bit more than you do. And it's psychological. It's because they want to show you that they're as bought into whatever it is or more than you are, right? They wanna show you their commitment. So, if I react here and their little space is right here, this is called panic. What I have to do as a leader is I have to react way down here as low as I can, and then push it even lower every time so that I give them all this space to respond. To take that moment to absorb what's happening, not use the present body reaction, but my mental past, present, and future process to act, not to react, but to respond, right? And so you build these processes in. One of the best ways to do that is to lay out some things for your staff. The first is, “what's the information I as the leader want to know?” I need to tell them that ahead of time so that when something happens and we respond, that they know what to respond with. And the first thing that my staff needs to tell me when something's wrong is anybody hurt? Is anything broke? Is anybody in jail? Okay. They know that's the answer. That is the first answer. And what that does is it starts to move them from here. to hear because they know respond, responding wise. That's what I'm gonna ask. Now they start to think, they're starting to think about the next thing to answer that. The second is my intent. My intent is to protect people, protect property, and protect our reputation. As a nonprofit, my reputation is key. I can have bad stuff happen, but if my reputation is I can handle it, I, my, my reputation actually can increase during a crisis, as an example. I like to practice this with tabletops with people. So, I'll have a staff meeting and I'll just throw out a problem and we'll walk through it. I'll talk about how to do that here in just a second. Phone trees. You should know how to call everybody who is gonna help you solve the problem. The issue today is, and I'll pull it out is this thing. (Jack is referencing his cell phone) Yeah. So when I want to use this to make a phone call, I just tap somebody's name. What if I don't have my phone or what if the battery is dead? Do I know their phone number, like their real number, like the digits of their number? Probably not. So, I have to have that written down somewhere on a piece of paper that's near my desk. So, I'm literally pulling from underneath my desk. I can't really, it's hard to see. Yeah. But that's a phone tree on the back of a checklist that I have that's laminated. [00:15:08] Tommy Thomas: And everybody's got one of those, [00:15:09] Jack Briggs: For all the people that you're gonna call? Yes, that's what we have. And it's got their phone number on it. If I have to use somebody else's phone, or if I have to get a land phone or I don't know, a payphone, I, you find one you would, that's what you would do. The last thing here in tools is know your employees. So there's three tiers of employees. They're the first tier, are the people that are, have to be at work to do what they do. So at the Rescue Mission, that's shelters, supervisors, they gotta be there. The second group are people who don't have to be at work to do what they do, but they still have something to contribute during the event. That could be maybe my marketing guys who turn into my press guys and my media people. Okay? The third are people that don't need to be at work and don't have anything to do at this moment. But that doesn't mean they're not important because they're the backfill for the first two groups, right? So maybe it's, I don't know, somebody in finance or something like that we don't need right now during the crisis. But if we go longer than 12 hours, I need somebody who can fill in for the folks that need to go home and sleep, right? So I, we cross train people so that third tier becomes the backup for the other first two tiers. So, when we do this I'll talk about this now, this idea of a checklist, and I just gave you one very simple one, which is anything broke or anybody hurt, anything broke, anybody in jail. But we also have, as I mentioned, these checklists. And these checklists are for senior leaders and for our point of service, meaning where people are actually engaged with clients and they're slightly different. The Importance of a Checklist [00:16:51] Jack Briggs: But the idea is the same. If you have something happen and you have a checklist that you can use, the military uses it, the medical community uses it. What it does is a checklist identifies threats ahead of time. So it reduces risk. It lays out the steps that you're gonna take ahead of time so that you have a process. It's a common reference for everybody, so everybody knows what everybody else is doing. So you don't have to play six year old soccer. It enhances communication because now I know if you're running a checklist, you don't have to tell me everything you've done, you can just tell me the checklist is complete and it's done. And I know all the steps that you did in there. And it's proven, like I said, in the military aviation medicine. I'll give you two examples. The first is, as a pilot, if I want to land, what do you think one of my checklist items is, [00:17:45] Tommy Thomas: Can you see the runway? [00:17:46] Jack Briggs: Okay, that's a good one. Find the place you're gonna land. Yeah, that's a good one. The second one that I like to say is put the gear down. Yeah, okay. The landing gear, because if you don't put the landing gear down and land, that is called a crash, right? That's not a landing, that's a crash. This process that pilots go through is a checklist. So if they don't forget things, Medicine. There's somebody in that or in the operating room that's running a checklist of how much equipment was used. Why do you think they do that? [00:18:27] Tommy Thomas: I have an idea. What's left for the next surgery? [00:18:29] Jack Briggs: That's one thing is yeah, equipment, supply, maintenance. But it's also - Have they accounted for all of the sponges that they have? Oh, so that they don't leave a sponge in you or a scalpel. So there's someone detached back from the whole process cuz a surgeon is doing this four or five times a day and his muscle memory right is sponge in, sponge out, sponge in, sponge out. He's repeating it so many times that he's not gonna be able to account for it every time. So, they use a checklist at the end before they close everybody up. They say, okay, we, we used eight sponges. I have seven sponges in the, the bowl. Oh, we're missing a sponge. Oh, there it is. Pull it out, put it in there. Okay, now we've got all eight. That's this checklist mentality. So it does all of these things. It helps reduce risk, it helps you, make those first steps from here to here. And it helps everybody be on the same sheet of music. So checklists are really a valuable way to do this. The OODA Loop – Observe, Orient, Decide, Act The other piece to this is how do you make a decision Now, the Air Force, there's this guy named John Boyd, and he came up with this thing called the OODA loop. The first O is to observe. You observe what is happening. The second O is to orient. You orient your processes and your procedures to what is happening. Nothing will ever go perfectly right on top. You have to adjust just slightly to get it to work. The third thing, the D, so it's observe, orient, decide what you're gonna do. Make a decision for goodness sakes that I tell people this all the time. Make a decision. Make one. If you're not sure which one to make err to the conservative, but make one. Don't just hang there and then act. And once you've acted, you've observed oriented, you've decided now you've acted. Now observe the reaction to your action and do this process again. The speed of this initially is very fast because you're trying to get ahead of the problem. But as you start to get the problem in focus, it will slow down. This is how you slow a crisis down. by making this pathway of decision making, right? And you're using your checklist as you do this, and your checklist is informed by the risk tolerance and the risk that you identify that your organization may be at in terms of probability, likelihood, and severity. So, this kind of all nest together, right? Four Questions about Messaging What do we know? What don't we know? What are we going to do about it? Who else needs to know? Last thing we'll talk about is messaging. So there are four key questions. These are the E four things that my staff, once they've gotten themselves into this UTA loop business, is these four questions. The first is, what do we know? Now, when I say that, what do we know? As a fact? Don't hypothesize. Don't tell me what you think. I want to know what do we know? And that could be a very small little group to start with. The second question, and this is probably the most important question of it all, is what don't we know? This is probably big, but you gotta empower your staff to be able to tell you. I don't know, honestly, I don't know. Then the third question is what are we doing about it? That's a legitimate question. We, what are we gonna do to fill in the gaps of what we don't know? And then the last one is, who else needs to know? Now, a lot of CEOs will not understand what I'm saying here, not because they're not smart, it's because they're focused at the high level. What they need to remember is folks lower in their organization typically are working bilaterally or laterally or with peers, maybe even peers outside the organization that would probably need to know about this. But as the CEO, I wouldn't know that. So, you gotta empower folks throughout the chain to be able to say who else needs to know about this? That group over there. For us it might be the Red Cross or it might be another shelter or it might be, something like that where we gotta tell them because they may have to take clients or something. I don't know. So when we talk about this, the second element to there's really three elements to this in terms of communication. Three Rings of Communication The People affected by the event The People who can affect the event Those who are neither affected by the event, nor can they affect the event. The first is those four Q key questions. The second is, are the three rings of communication. So the first ring of communication is, let's imagine you have on a piece of paper, a star in the center of the pace paper. Okay. That star is the event. Okay. And I have, I draw a circle around that star those people. Are the people affected by the event? Now let's go do higher ed here, and it's a dorm fire. Okay. So who would that be? [00:23:28] Tommy Thomas: It'd be the residents and the resident advisors. [00:23:33] Jack Briggs: Yeah, the people in the dorm, right? The second group of people would be a circle around that first circle that I did. Just a little bit farther out, a concentric circle. [00:23:44] Jack Briggs: These people can affect the event. Who might that be? [00:23:50] Tommy Thomas: The fire department. The police department. First responders. [00:23:52] Jack Briggs: First responders, right? And then the third circle is even greater than that. And it's around it All. Those are the people that are neither affected by, nor can they affect the event, but they still need to be informed. [00:24:09] Jack Briggs: Who might that be? That's [00:24:10] Tommy Thomas: the general public or the parents of the parents. How do you handle the Press? [00:24:14] Jack Briggs: Parents. Your kid is safe. They can't do anything about it, but they want to know. The other group at that is, is the press. The press cannot help you. But they want to know. So how do you talk to them? And I will tell you that that can be the stickiest thing because people will respond to the press. So here's my press statement. I'll just give it out to you right now cuz this is my press statement. We're aware of the situation, we're taking the appropriate actions and working with our community partners. [00:24:43]When we have further information, we will inform the community. Done. That gives me about an hour. . Okay. Now I have had, when this happens, I've had reporters say, so you'll call me back when you know more. I said, Nope. When we know more information, we will let the community know. I don't, because I don't work for the reporter. [00:25:04] Yeah. That they have a job. I totally get what their job is. But I don't work for you. I work for the people that I'm trying to help and the people who can affect this situation. So how do we communicate to these people so that, that inner circle, the ones who are affected by it, you have to have some sort of big voice is what I like to call it. [00:25:25] It's a loud thing that says, get out of the building. Maybe it's a fire alarm, maybe it's a stereo system, or something that announces it to the second medium voice. How do you talk to people who are gonna address the problem? In this particular case, it's 9 1 1, but maybe it's a internal communications capacity that you have with email or teams or Slack, or you need to have something that you can communicate internally with to address the problem. [00:25:52] And the third thing is the small voice. And I like the small voice because it's people to people. Communication. You're now getting into the people that are involved. How are you going to solve this problem with the people that are going to help you do that? You need to know what you're gonna say. So you should have a canned sort of thing. [00:26:11] You're gonna tell the press as an example. I use that, right? The way you practice all of this is you do this with tabletops, and tabletops are simply, you gather your team you, they're sitting around a table and you say, what if this happened? So let's say this I hear reports of loud bangs that sound like gunshots in the courtyard of my rescue mission. What we know is that, and we also know that people are running around and panicking. We also know that we see people lying around in the courtyard. Now, if you're familiar with the rescue mission, you will know that people lie around, yeah. , that's what they do, right? So that's maybe that's not a shooter. [00:26:55] We don't know, right? But we know that those are all facts. What we don't know is this, is it a shooting? , what's the impact of client, staff and neighbors? Has emergency services been called? Okay what are we gonna do about it? We're gonna communicate to our staff safety and security. We're gonna activate our emergency protocols or our crisis protocols. [00:27:17] Jack Briggs: We're gonna get our checklists out, right? And we're gonna start to evaluate the situation. What do we observe? What do we orient ourselves to? What do we decide? What do we act? We get that loop going. And then who else needs to know? Community leaders, the mayor my board of directors, maybe the board members need to know. And then finally, the press. Now again, I'm not gonna reach out to the press. If they call me, then I'll talk to you and this is just me as the CEO throwing this out on the table. And then we work through these and we just practice going through that process. and then periodically we'll do a little, more live activity. You make sure that people around, you know that's gonna happen. And that leads to the, basically the last thing, which is partnerships and resources. You don't have to do this alone. You should pull in your local law enforcement and emergency services, your office of emergency management for your county or city. [00:28:10] If you reach out to them and say, Hey, can you walk this with me? They'd be love. They'd love to, they get money to do it actually. I mean that literally they get money to do this. And then you'll use that for your planning and exercises and to build communications tools. There's apps that work, there's, if you get too complicated, you'll probably get out in front of your own headlights and doing that thing. That's really when we talk. Decision making in a crisis. If you can build a framework, if you can identify the risks, what is at risk in your organization and what's the, the probability and the likelihood and the severity. What mitigation steps are you gonna take? What plans are you gonna create for the things that you can't mitigate? [00:28:51] Jack Briggs: And then develop and practice acting through this process of checklists and this idea of observing, orienting, deciding and acting and observing and orienting and deciding and acting. And then build some messaging capacity for those that are affected, those that can affect it. And then the general public, or, those that can't fix it, but want to know you've got this kind of a package that you can then practice periodically. If you do that you put yourself in your staff. Into a situation where a lot of these things that were crises over time become those problems that become just stuff, issues that you deal with, that you deal with on a day-to-day basis. And they are no longer crises. [00:29:41] Tommy Thomas: We can get in trouble with gross generalizations, but what percentage of the nonprofit community do you think is aware of this or already? Maybe that's a be better way to put it – are ready for the crisis? [00:29:57] Jack Briggs: I would say that some of the larger, larger nonprofits actually have offices that do this. You think about a national nonprofit probably has folks that do this. My talk really is more for those smaller organizations that don't have the staffing to, to do this independently. And how do you do this as a, a smaller organization? And those organizations, the numbers aren't large. Hope is not a plan – It's just Hope Yeah. I'll just put it that way. They're hoping, which is, hope is not a plan, by the way. It's not a plan. It just a hope. And so if you can do a little bit of this, you will instill confidence in the rescue mission world and in a lot of nonprofits that are social services, safety. Security is hospitality. No one asks me what my volleyball court looks like, when they're gonna be a client here, they wanna know if they're gonna be safe. Yeah. So this is part of that. [00:30:53] Tommy Thomas: Can you offhand, can you think of a crisis where you think the people responded and it and the proof was in the pudding, and then probably more where they didn't and the proof was was in that pudding also? [00:31:07] Jack Briggs: Oh gosh. We've had so many of these shooters. But I'll, okay, so I'll give you the Parkland shooting, right? That's a Florida thing. A disaster, right? Just horrific, but there were acts of heroism and acts of decision making that saved people's lives. One of the, in one of the hallways where the perpetrator was, and it's as an example people running all over the place inside the facility because when he was shooting, it was echoing, right? And so people thought the shots were coming from one direction and they were running towards them and away from them. And there were two teachers, one teacher stuck their head out and and saw people running by and was grabbing them and bringing them in the classroom and put them in a storage closet now in, in the room. And had tens of people in that closet, right? A couple of classrooms down. A teacher was outside the room and froze, saw the shooter, froze shooter went that direction. And so it, it's e even inside an event, you're gonna see things that happen. So training is always key. If you can get people to, there's the run, hide, fight of a thing. If you can get away. That is the thing, right? Escape if you can. There's no reason to take anybody on. [00:32:33] Jack Briggs: There's none of that, right? If you can get away, if you gotta hide lock your door jam stuff in front of it be quiet. And if you gotta fight, you gotta fight, right? And fight dirty. I, I tell people one of my, one of my favorite pieces of equipment in a fight, a fire extinguisher. Fire extinguishers are awesome. 100% of people don't like to have foam sprayed in their face a hundred percent. if you know you've got one of those that's got like a little hose on it and that person's coming in, you can surprise 'em from an angle and spray it right in their face. That will incapacitate them for long enough for you to maybe tackle 'em or hit 'em with the, the fire extinguisher or do something like that. But you gotta cheat. This is not a fair fight at this point. that's not really the thing that I hope people take away from this, because what you can do way ahead way, way ahead, is have the doors locked so that the guy can't get in. On a couple of these cases, the perpetrators have just walked in because somebody's kept the door open by jamming it open. because they don't like the idea of having to swipe in or, turn a key or something. Prevent a lot. Yeah. You can prevent a lot of this ahead of time. [00:33:51] Tommy Thomas: Jack, this is great. This is great council. I'm sure the people that come to your CityGate seminars and workshops, walk away better equipped and thank you. Thank you. Hope yeah, this, I've had three or four people on and we've talked about this kind of thing, and I don't think we can ever hear enough about it. So, thank you for that part you're playing. [00:34:13] Jack Briggs: If your listeners have any kind of questions or anything like that, it's jackbriggs@frontrightstrategies.com and just send me a note and we'll have a chat. [00:34:29] Jack Briggs: Yeah. And that way if people wanna reach out and just chat about it, I'm happy. This is my goal, is to talk to people about this and help them understand their situation a little bit better. I hope you enjoy listening to this conversation as much as I did Jack's comments on the importance of having a checklist brought back memories of someone else who lived and died by the checklist. In my mid-twenties, I was living in Birmingham, and I had a roommate who had been a C-130 pilot in Vietnam. He didn't talk much about the war, but I can remember times when he would mention the checklist and how he would mentally go through the checklist as he prepared to land the C-130. Jack mentioned his contact data, jackBriggs@frontrightstrategies.com. I've included this in the episode notes. If you look at the episode notes, you will find that rather than attempt to write cryptic show notes, I've started to include a transcript of the conversation. Thank you for listening. I hope that you will share Jack's message on crisis planning, mitigation, and leadership with the nonprofit leaders in your network. Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas Springs Rescue Mission Connect Tommy Thomas - tthomas@jobfitmatters.com Tommy's LinkedIn Profile Tommy's Twitter Profile Jack Briggs - jackbriggs@frontrightstrategies.com or jack@contactfrs.com

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