Podcasts about committees

Grace and Alvina welcome special guest Susannah Richards who has served on many different awards committees! Ever wonder what goes on behind closed doors? Susannah gives some insight on what type of discussion might go on. They talk about the role of luck in the choosing of the winners, and potential sales effects of winning an award. They also touch on the definition of talent and if versatility plays a role or not. For the Fortune Cookie segment, they share something that is bringing them hope and/or joy. And they end as always with what they're grateful for. Click here to become a Patreon member: https://www.patreon.com/Bookfriendsforever1. See info about Grace's new book "The Gate, the Girl, and the Dragon": https://linktr.ee/gracelinauthor. Follow us on YouTube: https://www.youtube.com/@Bookfriendsforever_podcast Follow us on Instagram: https://www.instagram.com/bookfriendsforever_podcast/ Order Ling & Ting's Lunar New Year: https://shop.carlemuseum.org/product/ling-tings-lunar-new-year-two-times-lucky-hardcover

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Welcome back to Practically Pastoring. In this episode, we pull two real questions from Reddit and get painfully practical.Question 1: A rural Methodist pastor has seen real growth, but the “old guard” is wearing him down with constant complaints and unreasonable expectations.Question 2: A bi-vocational pastor/CTO is overloaded and torn between an IT master's (paid for by work) and a doctorate in Bible exposition, while trying to protect his health and family time. Timestamps / Chapters00:00 — Intro + why Reddit questions hit so hard00:29 — Question 1: “The old guard is making me miserable” (rural Methodist church)01:14 — The complaint list (and why some of it is wild)02:42 — Committees, bureaucracy, and the shadow side of church systems05:16 — “They want a chaplain” and resetting expectations for pastoral care07:10 — Perception is reality: communication, tone, and leadership clarity09:32 — The 80/20 rule: it feels like “everyone,” but it's usually not10:49 — Leverage you don't realize you have (and who to call)12:30 — Ad: Practically Pastoring Conference (Feb 9–11, 2026)14:50 — Ad: Church Merch (quality merch people actually want)15:53 — Question 2: Bi-vocational pastor/CTO overwhelmed and choosing degrees18:25 — Stewardship, margin, health, and family: what can you actually carry?19:38 — Prioritizing earning potential and ministry margin21:27 — Andrew's offer: email if you want to talk doctorates at Liberty23:26 — Frank's take: bi-vocational life has limits, and that's okay26:09 — Free learning options (seminary resources, YouTube, Greek tools)28:25 — Closing + subscribe + conference reminderLinks from the show:Listen anywhere: ⁠⁠https://practicallypastoring.com/⁠⁠Join our Facebook Group: ⁠⁠https://www.facebook.com/groups/practicallypastoring⁠⁠Follow us in Instagram: ⁠⁠https://www.instagram.com/practicallypastoring⁠⁠Church Merch - https://www.promotionsguy.com/churchmerchHosts:

i6 Group is connecting the fragmented aviation fuel ecosystem-airlines, fuel suppliers, and service providers-through a real-time digital platform that eliminates paper-based processes at over 260 airports worldwide. After launching with British Airways at Heathrow in 2015 and recently closing their Series B with German PE firm Itrium, i6 is proving that even heavily regulated, risk-averse industries can achieve step-function operational improvements through software. In this episode of BUILDERS, Alex Mattos, CEO and Managing Director of i6 Group, breaks down how they navigated decade-long enterprise sales cycles, leveraged strategic customers as Series A investors, and are now building toward profitability to maximize exit optionality. Topics Discussed: The surprising analog nature of aviation fuel operations despite advanced aircraft technology i6's pivot from defense fuel system testing to commercial aviation digitization The multi-party fuel ecosystem: airlines, suppliers, service providers, and logistics chains Strategic approach to landing British Airways and Virgin Atlantic as launch customers Fundamental differences between European fuel optimization vs. US supply chain management models Multi-stakeholder enterprise sales involving fuel teams, flight ops, pilot unions, and CFOs Strategic Series A with customer-investors: British Airways, JetBlue, Shell, and World Fuel Services Series B transition from strategic to PE backing focused on scaling operations and go-to-market Network effects driving compounding value as airport coverage expands Path to self-sustainability and exit strategy considerations GTM Lessons For B2B Founders: Target brand DNA, not just budget, for early enterprise customers: i6 deliberately approached Virgin Atlantic because of Richard Branson's reputation for "being entrepreneurial, taking a risk, doing something different." This wasn't naive brand worship—it was strategic targeting based on organizational risk tolerance. When selling complex infrastructure to enterprises pre-product-market fit, a prospect's innovation track record matters more than their budget size. Map your early pipeline based on cultural willingness to partner with startups, not just technical fit. Invest in non-paying reference customers as currency for tier-one deals: Virgin Atlantic became i6's first operational deployment without payment. This wasn't charity—it was strategic capital allocation. The working reference at Virgin directly unlocked British Airways: "we turned up, demonstrated what we were doing...we've done this trial with Virgin and here's the results, and it went really well." For founders selling to conservative enterprises, one live deployment at a credible brand is worth more than a dozen pitch decks. Budget 6-12 months of runway for strategic pilots that generate proof points, not revenue. Create forcing functions with specific follow-up commitments: When British Airways said "if you're still here in six months, come back," most founders would hear soft rejection. Alex heard a calendar commitment and returned "to the day" with results. This precision signaling—we take your requirements seriously enough to track them to the day—separates serious vendors from tire-kickers. When enterprises set conditional bars, treat them as binding contracts and demonstrate execution discipline through exact follow-through. Position for market disruption by maintaining warm enterprise relationships: i6 benefited when an incumbent competitor liquidated, creating urgent procurement needs at British Airways. But luck favors the prepared—they had already established credibility through their Virgin deployment. Maintain enterprise relationships even when deals seem stalled. In concentrated B2B markets, competitive exits, budget releases, and trigger events happen regularly. Your position in the consideration set when disruption hits determines whether you capture the opportunity. Engineer word-of-mouth in concentrated industries through excellence, not marketing: Four months after Heathrow deployment, Dubai airport approached i6 unsolicited: "we've heard great things." In the aviation fuel community—which Alex describes as "surprisingly small"—exceptional execution travels faster than any outbound motion. This changes GTM strategy: in concentrated industries, over-invest in customer success and operational excellence at early deployments rather than spreading thin across many accounts. Your first customers are your sales team. Segment GTM by operational model, not just geography or company size: i6 discovered European airlines optimize for fuel efficiency and real-time decisions, while US airlines (controlling their own supply networks since the late 1980s) prioritize supply chain visibility: "how much fuel did we put in the plane, how much have we had delivered, how much have we got left." These aren't feature preferences—they're fundamentally different jobs-to-be-done driven by market structure. Don't assume global enterprises have unified needs. Segment by operational model and regulatory environment, then customize messaging and roadmap accordingly. Stage investor expertise to match company evolution, not just valuation milestones: Series A brought strategic investors who were actual users (British Airways, JetBlue, Shell, World Fuel Services) for product validation and network access. Series B brought PE firm Itrium for "scaling the business...building and growing our sales and revenue teams." This wasn't opportunistic—it was deliberate staging of capital sources to match capability gaps. Don't optimize fundraising purely on valuation or dilution. Map your next 18-month bottleneck (product validation vs. operational scaling vs. market expansion) and raise from investors who've solved that specific problem. Build for profitability to control your exit timing and terms: Alex's goal is avoiding Series C entirely: "we build and establish a fully self-sustaining business...the business becomes fully sustainable in the next couple of years." This isn't conservatism—it's strategic optionality. Reaching profitability eliminates the forced march toward subsequent rounds, letting you choose between IPO or M&A based on market conditions rather than cash position. For infrastructure plays with long implementation cycles, factor sustainability into your growth model early, even if it moderates topline growth rates. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

Week two of a 60 day session, nine weeks in total. So we've got seven more to go where momentum really starts to build. Committees are deeper into hearings, bills are stacking up, and pressure is quietly increasing.

Committee deals create complexity that most reps aren't trained to handle. In this episode, Brandon explains why ownership gets diluted, why urgency slows down in groups, and how power and influence operate differently inside buying teams. He breaks down the difference between a champion and a messenger, and how to multi-thread in a way that feels structured, not desperate.You'll learn how to map decision paths, surface unspoken risks, and prevent silence from killing momentum. If you've ever lost a deal that “should have closed,” this episode explains why, and what to do next time.

Matthew Patrick is a senior manager on CAPTRUST's Defined Contribution team. Matt joined CAPTRUST in 2014 and serves as a senior manager on the defined contribution team. His role encompasses the strategic planning and leadership of the team that manages CAPTRUST's discretionary services for defined contribution plans. He holds a Bachelor of Business Administration degree in finance from James Madison University and is a member of DCIIA. Matt holds the designation of Chartered Retirement Plans Specialist℠ (CRPS®).In this episode, Eric and Matthew Patrick discuss:Personalizing investing effectivelyMeasuring success by outcomes, not benchmarksApplying a documented fiduciary frameworkPrioritizing transparency in provider selectionKey Takeaways:Managed accounts tailor portfolios using plan and participant data, often combining core and non-core funds. Their true value comes from thoughtfully aligning the portfolio design with participant needs and plan demographics.Traditional benchmarking struggles when each participant has a unique portfolio. Committees should evaluate fees, engagement, and behavioral changes like savings rates and retirement readiness to gauge meaningful impact.DOL target-date guidance provides a practical model for evaluation. Committees should review methodology, underlying investments, fees versus value, fiduciary roles, and plan fit, while thoroughly documenting their rationale and process.Managed accounts can be offered by third parties, recordkeepers, or advisor-managed structures. Committees must clearly understand payments, fiduciary responsibilities, and ensure the sponsor actively engages and oversees participant outcomes.“You've got to start with best fit. You've got to start with appropriateness.” - Matthew PatrickConnect with Matthew Patrick:Website: https://www.captrust.com/ LinkedIn: www.linkedin.com/in/matthew-patrick-39759555 Connect with Eric Dyson: Website: https://90northllc.com/Phone: 940-248-4800Email: contact@90northllc.com LinkedIn: https://www.linkedin.com/in/401kguy/ The information and content of this podcast are general in nature and are provided solely for educational and informational purposes. It is believed to be accurate and reliable as of the posting date, but may be subject to change.It is not intended to provide a specific recommendation for any type of product or service discussed in this presentation or to provide any warranties, investment advice, financial advice, tax, plan design, or legal advice (unless otherwise specifically indicated). Please consult your own independent advisor as to any investment, tax, or legal statements made.The specific facts and circumstances of all qualified plans can vary, and the information contained in this podcast may or may not apply to your individual circumstances or to your plan or client plan-specific circumstances.The opinions expressed by guests are not necessarily agreed by, or the same opinions of 90 North Consulting or of Eric Dyson.

Episode Summary: In this episode, Ed sits down with Tom Wallace of Kopplin, Kuebler & Wallace to unpack why governance often breaks down during leadership transitions at private clubs. Drawing from his experience facilitating hundreds of board retreats, Tom shares a clear benchmark: only about 25% of clubs have governance truly dialed in. The conversation explores stewardship versus short-term decision-making, the importance of structure over personality, and how written systems, succession planning, and member communication protect a club's mission, vision, and values. It's a grounded, practical discussion on how strong governance is built intentionally and sustained over time. Key Moments: Why only a quarter of clubs are truly prepared Tom explains how clubs tend to fall into three groups: those with governance fully structured, those actively working toward it, and those stuck in a cycle of dysfunction where each new president resets priorities. Stewardship over "leaving a mark" The conversation highlights how strong presidents think like stewards, focused on long-term health rather than personal projects or visible wins during their term. A leadership lesson from Arnold Palmer Tom shares a story from his time at Oakmont that shaped his philosophy on leadership: clubs existed long before any one leader and will continue long after, making long-term thinking essential. When governance goes wrong, it shows up physically An example of a clubhouse filled with rooms named after past presidents illustrates what happens when guardrails are missing and decisions are made in isolation. The intersection of member culture and staff culture Tom explains that the strongest clubs are built where member culture and team culture align, and why governance plays a critical role in keeping those cultures connected. Early warning signs of governance drift Ignoring data, lacking a strategic plan, or focusing on short-term issues are all indicators that governance may be quietly eroding before problems surface publicly. Why structure protects everyone From strategic business plans to board policy manuals and orientations, Tom outlines the written systems that stabilize clubs through leadership transitions. "If it's not written down, it doesn't exist" A Ritz-Carlton principle reinforces why documentation and clarity are essential, not bureaucratic, in complex organizations like private clubs. Governance as guardrails, not handcuffs Tom compares good governance to bumper bowling: it doesn't guarantee perfect outcomes, but it prevents leaders from sending the club off course. How to spot a strategic board What boards talk about matters. Strategy, capital planning, and long-term direction signal health; operational minutiae signal trouble. Succession planning as a leadership responsibility Strong clubs know who their future presidents are well before transitions happen, creating continuity rather than disruption. Committees as the leadership pipeline Tom explains why committees should serve as the proving ground for future board members, with performance and collaboration guiding recruitment. Younger members and the owner mindset The episode explores how clubs must intentionally teach stewardship and volunteer expectations during member onboarding to avoid transactional relationships. Why board retreats accelerate alignment Tom closes by sharing how retreats create self-awareness, clarity, and a realistic multi-year roadmap, reinforcing that good governance is a process, not a one-time fix.

Purpose, trust and laughter matter.  SUMMARY Dr. Heather Wilson '82, former secretary of the U.S. Air Force, and Gen. Dave Goldfein '83, former chief of staff of the Air Force, highlight the human side of leadership — honoring family, listening actively and using humility and humor to build strong teams. Their book, Get Back Up: Lessons in Servant Leadership, challenges leaders to serve first and lead with character.   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK    TOP 10 LEADERSHIP TAKEAWAYS FROM THIS EPISODE Leadership Is a Gift and a Burden – Leaders are entrusted with the well-being and development of others, but that privilege entails tough, sometimes lonely, responsibilities. Servant Leadership – True leadership is about enabling and supporting those you lead, not seeking personal advancement or recognition. Influence and Teamwork – Lasting change comes from pairing authority with influence and working collaboratively; no leader succeeds alone. Embrace Failure and Own Mistakes – Effective leaders accept institutional and personal failures and use them as learning and teaching moments. Family Matters – Great leaders recognize the significance of family (their own and their team's) and demonstrate respect and flexibility for personal commitments. Be Data-Driven and Strategic – Borrow frameworks that suit the mission, be clear about goals, and regularly follow up to ensure progress. Listening Is Active – Truly listening, then responding openly and honestly—even when you can't “fix” everything—builds trust and respect. Humility and Curiosity – Never stop learning or questioning; continual self-improvement is a hallmark of strong leaders. Celebrate and Share Credit – Spread praise to those working behind the scenes; leadership is not about personal glory, but lifting others. Resilience and Leading by Example – “Getting back up” after setbacks inspires teams; how a leader recovers can motivate others to do the same.   CHAPTERS 0:00:00 - Introduction and Welcome 0:00:21 - Guest Backgrounds and Family Legacies 0:02:57 - Inspiration for Writing the Book 0:05:00 - Defining Servant Leadership 0:07:46 - Role Models and Personal Examples   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Host: Lt. Col. (Ret.) Naviere Walkewicz '99 Guests: Dr. Heather Wilson '82, former Secretary of the U.S. Air Force, and former Air Force Chief of Staff Gen. (Ret.) Dave Goldfein '83  Naviere Walkewicz 0:09 Welcome to Focus on Leadership, our accelerated leadership series. I'm your host, Naviere Walkewicz, Class of '99. I'm honored to welcome two exceptional leaders whose careers and friendship have helped shape the modern Air Force, while inspiring thousands to serve with purpose and courage. Our guests today are Dr. Heather Wilson, USAFA Class of '82, the 24th secretary of the Air Force, now president at the University of Texas El Paso. And Gen. Dave Goldfein, Class of '83, the 21st chief of staff of the Air Force. Both are United States Air Force Academy distinguished graduates. Together, they've written Get Back Up: Lessons in Servant Leadership, a powerful reflection on resilience, humility and the courage to lead to adversity. And our conversation today will dive deeply into the lessons they learned at the highest levels of command and in public service, and what it means to serve others first. Thank you for being here. Gen. Dave Goldfein 1:08 Thank you for having us. Naviere Walkewicz 1:09 Absolutely. This is truly an honor. And I mentioned that I read this incredible book, and I'm so excited for us to jump into it, but before we do, I think it's really important for people to know you more than the secretary and the chief. I mean chief, so Gen. Goldfein, you came from an Air Force family. Your dad was a colonel, and ma'am, your grandpa was a civil aviator, but you really didn't have any other military ties. Dr. Heather Wilson 1:29 Well, my grandfather was one of the first pilots in the RAF in World War I, then came to America, and in World War II, flew for his new country in the Civil Air Patrol. My dad enlisted by that a high school and was a crew chief between the end of the Second World War and the start of Korea, and then he went back home and became a commercial aviator and a mechanic. Naviere Walkewicz 1:52 I love that. So your lines run deep. So maybe you can share more and let our listeners get to know you more personally. What would you like to share in this introduction of Gen. Goldfein and Dr. Wilson? Gen. Dave Goldfein 2:02 Well, I'll just tell you that if you know much about Air Force culture you know we all get call signs, right. Nicknames, right? I got a new one the day I retired, and you get to use it. It's JD, which stands for “Just Dave.” Naviere Walkewicz 2:17 Just Dave! Yes, sir. JD. I will do my best for that to roll off my tongue. Yes, sir. Gen. Dave Goldfein 2:25 And I will just say congratulations to you for your two sons who are currently at the Academy. How cool is that? Naviere Walkewicz 2:31 Thank you. We come from a Long Blue Line family. My dad was a grad, my uncle, my brother and sister, my two boys. So if I get my third son, he'll be class of 2037, so, we'll see. We've got some time. Gen. Dave Goldfein 2:41 We have grandchildren. Matter of fact, our book is dedicated to grandchildren and they don't know it yet, but at least on my side, they're Class of 2040 and 2043 at the Air Force Academy. Naviere Walkewicz 2:52 OK, so my youngest will be cadre for them. Excellent. Excellent. Dr. Heather Wilson 2:57 And my oldest granddaughter is 4, so I think we'll wait a little bit and see what she wants to do. Naviere Walkewicz 3:04 Yes, ma'am. All right. Well, let's jump in. You just mentioned that you wrote the book primarily for your film book. Is that correct? Gen. Dave Goldfein 3:09 Yes. Naviere Walkewicz 3:10 How did you decide to do this now together? Because you both have incredible stories. Dr. Heather Wilson 3:14 Well, two years ago, we were actually up in Montana with Barbara and Craig Barrett, who —  Barbara succeeded me as secretary of the Air Force. And our families, all six of us are quite close, and we were up there, and Dave was telling stories, and I said, “You know, you need to write some of these down.” And we talked about it a little bit, and he had tried to work with another co-author at one time and it just didn't work out really well. And I said, “Well, what if we do it together, and we focus it on young airmen, on lessons learned in leadership. And the other truth is, we were so tired of reading leadership books by Navy SEALs, you know, and so can we do something together? It turned out to be actually more work than I thought it would be for either of us, but it was also more fun.   Naviere Walkewicz 3:59 How long did it take you from start to finish? Dr. Heather Wilson 4:02 Two years. Naviere Walkewicz 4:03 Two years? Excellent. And are you — where it's landed? Are you just so proud? Is it what you envisioned when you started? Gen. Dave Goldfein 4:10 You know, I am, but I will also say that it's just come out, so the initial response has been fantastic, but I'm really eager to see what the longer term response looks like, right? Did it resonate with our intended tenant audience? Right? Did the young captains that we had a chance to spend time with at SOS at Maxwell last week, right? They lined up forever to get a copy. But the real question is, did the stories resonate? Right? Do they actually give them some tools that they can use in their tool bag? Same thing with the cadets that we were privileged to spend time with the day. You know, they energized us. I mean, because we're looking at the we're looking at the future of the leadership of this country. And if, if these lessons in servant leadership can fill their tool bag a little bit, then we'll have hit the mark. Naviere Walkewicz 5:07 Yes, sir, yes. Ma'am. Well, let's jump right in then. And you talked about servant leadership. How would you describe it? Each of you, in your own words, Dr. Heather Wilson 5:15 To me, one of the things, important things about servant leadership is it's from the bottom. As a leader, your job is to enable the people who are doing the work. So in some ways, you know, people think that the pyramid goes like this, that it's the pyramid with the point at the top, and in servant leadership, it really is the other way around. And as a leader, one of the most important questions I ask my direct reports — I have for years — is: What do you need from me that you're not getting? And I can't print money in the basement, but what do you need from me that you're not getting? How, as a leader, can I better enable you to accomplish your piece of the mission. And I think a good servant leader is constantly thinking about, how do I — what can I do to make it easier for the people who are doing the job to get the mission done? Gen. Dave Goldfein 6:08 And I'd offer that the journey to becoming an inspirational servant leader is the journey of a lifetime. I'm not sure that any of us actually ever arrive. I'm not the leader that I want to be, but I'm working on it. And I think if we ever get to a point where we feel like we got it all figured out right, that we know exactly what this whole leadership gig is, that may be a good time to think about retiring, because what that translates to is perhaps at that point, we're not listening, we're not learning, we're not growing, we're not curious — all the things that are so important. The first chapter in the book is titled, Am I worthy? And it's a mirror-check question that we both came to both individually and together as secretary and chief. It's a mere check that you look at and say, “All right, on this lifelong journey to become an inspirational servant leader, am I worthy of the trust and confidence of the parents who have shared their sons and daughters with the United States Air Force and expecting us to lead with character and courage and confidence? Am I worthy of the gift that followers give to leaders? Am I earning that gift and re-earning it every single day by how I act, how I treat others?” You know, that's the essence of servant leadership that we try to bring forward in the book. Naviere Walkewicz 7:38 Right? Can you recall when you first saw someone exhibiting servant leadership in your life? Dr. Heather Wilson 7:46 Good question. It's a question of role models. Maj. William S. Reeder was my first air officer commanding here. And while I think I can probably think of some leaders in my community, you know, people who were school principals or those kind of things, I think Maj. Reeder terrified me because they didn't want to disappoint him. And he had — he was an Army officer who had been shot down as a prisoner of war in Vietnam. He still had some lingering issues. Now, I think he had broken his leg or his back or something, and so you could tell that he still carried with him the impact of that, but he had very high expectations of us and we didn't want to disappoint him. And I think he was a pretty good role model. Gen. Dave Goldfein 8:47 You know, one of the things we say at the very end of the book is that we both married up. We both married incredible leaders, servant leaders in their own right. So in my case, I married my high school sweetheart, and we've now been together almost 43 years, coming up on 43. And when you talk about servant leadership, you know, very often we don't give military spouses enough credit for the enormous courage that they have when they deal with the separations, the long hours, very often not talked about enough, the loneliness that comes with being married to someone who's in the military. And so I just give a shout out to every military spouse that's out there and family to thank them for that very special kind of courage that equates to servant leadership on their part. Naviere Walkewicz 9:47 Excellent. Those are both really great examples, and I think, as our listeners are engaging with this, they're going to start to think about those people in their lives as well, through your descriptions. Early in the book, you make this statement: “Leadership is a gift and a burden.” Might you both expand on that?   Dr. Heather Wilson 10:03 So it's a gift in that it's a gift that's given to you by those whom you are privileged to lead, and it's not just an institution that, you know, it's not just the regents of the University of Texas who have said, “Yes, you're going to be the president of the University of Texas at El Paso.” It is those who follow me who have given me gift of their loyalty and their service and their time. It's a burden, because some days are hard days, and you have to make hard calls based on values to advance the mission and, as chief and service secretary, there are no easy decisions that come walking into that part of the Pentagon. The easy decisions are all made before it gets to the service secretary and chief and so. So there is that responsibility of trying to do well difficult things. And I think sometimes those are lonely decisions. Gen. Dave Goldfein 11:09 And I think as a leader of any organization, part of what can be the burden is if you care deeply about the institution, then you carry the burden of any failures of that institution, both individuals who fall short, or the institution itself. And we face some of those, and we talk about that in the book. One of our chapters is on Sutherland Springs and owning failure. There was no dodge in that. And there was, quite frankly, there was an opportunity for us to actually showcase and teach others how to take ownership when the institution falls short and fails, right? And you know, one of the interesting elements of the relationship between a secretary and a chief is that if you go back and look at the law and read the job description of the chief of staff of the Air Force, it basically says, “Run the air staff and do what the secretary tells you.” I'm not making that up. Because most of the decision authority of the institution resides in the civilian control, the military civilian secretary. So almost all authority and decision authority resides with the secretary. What the chief position brings is 30 years in the institution that very often can bring credibility and influence. And what we determined early in our tenure was that if we were going to move the ball, if we were going to actually move the service in a positive direction, neither of us could do it alone. We had to do it together. We had to use this combination of authority and influence to be able to move the institution forward. And so that was a — and we talked a lot about that, you know, in the book, and it sort of runs throughout our stories. You know, that that trust matters. Naviere Walkewicz 12:59 Absolutely. We're going to visit that towards the end of our conversation, because there's a particular time before you both — before you became the chief and before you became the service secretary, when you met up together. And I want to visit that a little bit. But before we do, Gen. Goldfein — JD — you shared a story in the book, and obviously we want everyone to read it, so I'm not going to go tell the whole story, but you know where you took off one more time than you landed, and you had to, you know, you were hit, you had to evade and then you had to be rescued. There was a particular statement you made to identify yourself. And many of our Long Blue Line members will know this: fast, neat, average, friendly, good, good. In that moment of watching the sun start to rise while you're waiting to be retrieved, how did that come to your mind? Of all the things you could be thinking of to identify yourself? Gen. Dave Goldfein 13:53 Well, you know, it's interesting. So, you know, for those who've never, you know, had gone through a high-speed ejection, people asked me, what was like? I said, “Well, I used to be 6-foot-3. This is all that's left, right?” And you know, my job once I was on the ground was, quite frankly, not to goof it up. To let the rescue team do what the rescue team needed to do, and to play my part, which was to put them at the least amount of risk and be able to get out before the sun came up. And at the very end of the rescue when the helicopters — where I was actually vectoring them towards my location. And I had a compass in my hand, and I had my eyes closed, and I was just listening to the chopper noise and then vectoring them based on noise. And then eventually we got them to come and land, you know, right in front of me. Well, they always teach you, and they taught me here at the Academy during SERE training, which I think has been retitled, but it was SERE when we went through it, survival training. Now, I believe they teach you, “Hey, listen, you need to be nonthreatening, because the rescue team needs to know that you're not — this is not an ambush, that you are actually who you say you are. Don't hold up a weapon, be submissive and authenticate yourself. Well, to authenticate myself required me to actually try my flashlight. And I could see the enemy just over the horizon. And as soon as the helicopter landed, the enemy knew exactly where we were, and they came and running, and they came shooting, and they were raking the tree line with bullets. And so, you know, what I needed to do was to figure out a way to do an authentication. And I just, what came to mind was that training all those years ago, right here at the Academy, and I just said, “I could use a fast, neat, average rescue,” and friendly, good, good was on the way. Naviere Walkewicz 15:53 Wow, I just got chill bumps. Dr. Wilson, have you ever had to use that same kind of term, or, you know, reaching out to a grad in your time frequently? Dr. Heather Wilson 16:04 Yes, ma'am. And, you know, even in the last week, funny — I had an issue that I had to, I won't go into the details, but where there was an issue that might affect the reputation, not only of the university, but of one of our major industry partners, and it wasn't caused by either of us, but there was kind of a, kind of a middle person that was known to us that may not have been entirely acting with integrity. And I just looked up the company. The CEO is an Academy grad. So I picked up the phone and I called the office and we had a conversation. And I said, “Hey, I'd like to have a conversation with you, grad to grad.” And I said, “There are some issues here that I don't need to go into the details, but where I think you and I need to be a little careful about our reputations and what matters is my relationship as the university with you and your company and what your company needs in terms of talent. But wanted to let you know something that happened and what we're doing about it, but I wanted to make sure that you and I are clear.” And it was foundation of values that we act with integrity and we don't tolerate people who won't. Naviere Walkewicz 17:30 Yes, ma'am, I love that. The Long Blue Line runs deep that way, and that's a great example. JD, you spoke about, in the book, after the rescue — by the way, the picture in there of that entire crew was amazing. I love that picture. But you talked about getting back up in the air as soon as possible, without any pomp and circumstance. “Just get me back in the air and into the action.” I'd like to visit two things. One, you debriefed with the — on the check ride, the debrief on the check ride and why that was important. And then also you spoke about the dilemma of being dad and squad comm. Can you talk about that as well? Gen. Dave Goldfein 18:06 Yeah, the check ride. So when I was in Desert Storm, an incredible squadron commander named Billy Diehl, and one of the things that he told us after he led all the missions in the first 30 days or so, he said, “Look, there will be a lot of medals, you know, from this war.” He goes, “But I'm going to do something for you that happened for me in Vietnam. I'm going to fly on your wing, and I'm going to give you a check ride, and you're going to have a documented check ride of a combat mission that you led in your flying record. I'm doing that for you.” OK, so fast forward 10 years, now I'm the squadron commander, and I basically followed his lead. Said, “Hey, I want…” So that night, when I was shot down, I was actually flying on the wing of one of my captains, “Jammer” Kavlick, giving him a check ride. And so, of course, the rescue turns out — I'm sitting here, so it turned out great. And so I called Jammer into a room, and I said, “Hey, man, we never did the check ride.” I said, “You know, you flew a formation right over the top of a surface enemy missile that took out your wingman. That's not a great start.” And he just sort of… “Yes, sir, I know.” I said, “And then you led an all-night rescue that returned him to his family. That's pretty good recovery.” And so it's been a joke between us ever since. But in his personal — his flying record, he has a form that says, “I'm exceptionally, exceptionally qualified.” So I got back and I thought about this when I was on the ground collecting rocks for my daughters, you know, as souvenirs from Serbia. I got back, and I looked at my wing commander, and I said, “Hey, sir, I know you probably had a chance to think about this, but I'm not your young captain that just got shot down. I'm the squadron commander, and I've got to get my squadron back on the horse, and the only way to do that is for me to get back in the air. So if it's OK with you, I'm gonna go home. I'm gonna get crew rest and I'm going to fly tonight.” And he looked at me, and he looked at my wife, Dawn, who was there, and he goes, “If it's OK with her, it's OK with me.” Great. Dawn, just a champion, she said, “I understand it. That's what you got to do.” Because we were flying combat missions with our families at home, which is, was not in the squadron commander handbook, right? Pretty unique. What I found, though, was that my oldest daughter was struggling a little bit with it, and so now you've got this, you know, OK, I owe it to my squad to get right back up in the air and lead that night. And I owe it to my daughter to make sure that she's OK. And so I chose to take one night, make sure that she and my youngest daughter, Diana, were both, you know, in a good place, that they knew that everything's going to be OK. And then I got back up the next night. And in some ways, I didn't talk about it with anybody in the media for a year, because my dad was a Vietnam vet, I'd met so many of his friends, and I'd met so many folks who had actually gotten shot down one and two and three times over Vietnam, in Laos, right? You know what they did after they got rescued? They got back up. They just went back up in the air, right? No fanfare, no book tours, no, you know, nothing, right? It was just get back to work. So for me, it was a way of very quietly honoring the Vietnam generation, to basically do what they did and get back in the air quietly. And so that was what it was all about. Naviere Walkewicz 21:25 Dr. Wilson, how about for you? Because I know — I remember reading in the book you had a — there was something you said where, if your children called, no matter what they could always get through. So how have you balanced family? Dr. Heather Wilson 21:36 Work and life. And so, when I was elected to the Congress, my son was 4 years old. My daughter was 18 months. First of all, I married well, just like Dave. But I also think my obligations to my family don't end at the front porch, and I want to make a better world for them. But I also knew that I was a better member of Congress because I had a family, and that in some ways, each gave richness and dimension to the other. We figured out how to make it work as a family. I mean, both my children have been to a White House Christmas ball and the State of the Union, but we always had a rule that you can call no matter what. And I remember there were some times that it confounded people and, like, there was one time when President Bush — W. Bush, 43 — was coming to New Mexico for the first time, and he was going to do some events in Albuquerque. And they called and they said, “Well, if the congresswoman wants to fly in with him from Texas, you know, she can get off the airplane in her district with the president. And the answer was, “That's the first day of school, and I always take my kids to school the first day, so I'll just meet him here.” And the staff was stunned by that, like, she turns down a ride on Air Force One to arrive in her district with the president of the United States to take her kids to school. Yes, George Bush understood it completely. And likewise, when the vice president came, and it was, you know, that the one thing leading up to another tough election — I never had an easy election — and the one thing I said to my staff all the way through October, leading — “There's one night I need off, and that's Halloween, because we're going trick or treating.” And wouldn't you know the vice president is flying into New Mexico on Halloween for some event in New Mexico, and we told them, “I will meet them at the stairs when they arrive in Albuquerque. I'll have my family with them, but I won't be going to the event because we're going trick or treating.” And in my house, I have this great picture of the vice president of the United States and his wife and my kids in costume meeting. So most senior people understood that my family was important to me and everybody's family, you know — most people work to put food on the table, and if, as a leader, you recognize that and you give them grace when they need it, you will also have wonderful people who will work for you sometimes when the pay is better somewhere else because you respect that their families matter to them and making room for that love is important. Naviere Walkewicz 24:36 May I ask a follow on to that? Because I think that what you said was really important. You had a leader that understood. What about some of our listeners that maybe have leaders that don't value the same things or family in the way that is important. How do they navigate that? Dr. Heather Wilson 24:52 Sometimes you look towards the next assignment, or you find a place where your values are the same. And if we have leaders out there who are not being cognizant of the importance of family — I mean, we may recruit airmen but we retain families, and if we are not paying attention to that, then we will lose exceptional people. So that means that sometimes, you know, I give a lot of flexibility to people who are very high performers and work with me. And I also know that if I call them at 10 o'clock at night, they're going to answer the phone, and that's OK. I understand what it's like to — I remember, you know, I was in New Mexico, I was a member of Congress, somebody was calling about an issue in the budget, and my daughter, who was probably 4 at the time, had an ear infection, and it was just miserable. And so I'm trying to get soup into her, and this guy is calling me, and she's got — and it was one of the few times I said — and it was the chairman of a committee — I said, “Can I just call you back? I've got a kid with an ear infection…” And he had five kids. He said, “Oh, absolutely, you call me back.” So you just be honest with people about the importance of family. Why are we in the service? We're here to protect our families and everybody else's family. And that's OK.   Naviere Walkewicz 26:23 Yes, thank you for sharing that. Anything to add to that, JD? No? OK. Well, Dr. Wilson, I'd like to go into the book where you talk about your chapter on collecting tools, which is a wonderful chapter, and you talk about Malcolm Baldridge. I had to look him up — I'll be honest — to understand, as a businessman, his career and his legacy. But maybe share in particular why he has helped you. Or maybe you've leveraged his process in the way that you kind of think through and systematically approach things. Dr. Heather Wilson 26:49 Yeah, there was a movement in the, it would have been in the early '90s, on the Malcolm Baldrige Quality Awards. It came out of the Department of Commerce, but then it spread to many of the states and it was one of the better models I thought for how to run organizations strategically. And I learned about it when I was a small businessperson in Albuquerque, New Mexico. And I thought it was interesting. But the thing that I liked about it was it scaled. It was a little bit like broccoli, you know, it looks the same at the little flora as it does at the whole head, right? And so it kind of became a model for how I could use those tools about being data driven, strategically focused, process oriented that I could use in reforming a large and not very well functioning child welfare department when I became a cabinet secretary for children, youth and families, which was not on my how-to-run-my-career card. That was not in the plan, but again, it was a set of tools that I'd learned in one place that I brought with me and thought might work in another. Naviere Walkewicz 28:02 Excellent. And do you follow a similar approach, JD, in how you approach a big problem? Gen. Dave Goldfein 28:07 I think we're all lifelong students of different models and different frameworks that work. And there's not a one-size-fits-all for every organization. And the best leaders, I think, are able to tailor their approach based on what the mission — who the people are, what they're trying to accomplish. I had a chance to be a an aide de camp to a three-star, Mike Ryan, early in my career, and he went on to be chief of staff of the Air Force. And one of the frameworks that he taught me was he said, “If you really want to get anything done,” he said, “you've got to do three things.” He said, “First of all, you got to put a single person in charge.” He said, “Committees and groups solve very little. Someone's got to drive to work feeling like they've got the authority, the responsibility, the resources and everything they need to accomplish what it is that you want to accomplish. So get a single person in charge. Most important decision you will make as a leader, put the right person in charge. Second, that person owes you a plan in English. Not 15 PowerPoint slides, right, but something that clearly articulates in one to two pages, max, exactly what we're trying to accomplish. And the third is, you've got to have a way to follow up.” He said, “Because life gets in the way of any perfect plan. And what will happen is,” he goes, “I will tell you how many times,” he said, “that I would circle back with my team, you know, a couple months later and say, ‘How's it going?' And they would all look at each other and say, “Well, I thought you were in charge,” right? And then after that, once they figure out who was in charge, they said, “Well, we were working this plan, but we got, you know, we had to go left versus right, because we had this crisis, this alligator started circling the canoe, and therefore we had to, you know, take care of that,” right? He says, “As a leader, those are the three elements of any success. Put someone in charge. Build a plan that's understandable and readable, and always follow up. And I've used that as a framework, you know, throughout different organizations, even all the way as chief to find — to make sure that we had the right things. Dr. Heather Wilson 30:21 Even this morning, somebody came by who reminded us of a story that probably should have been in the book, where we had — it was a cyber vulnerability that was related to a particular piece of software widely deployed, and the CIO was having trouble getting the MAJCOMMS to kind of take it seriously. And they were saying, “Well, you know, we think maybe in 30, 60, 90 days, six months, we'll have it all done,” or whatever. So I said, “OK, let all the four-stars know. I want to be updated every 36 hours on how many of them, they still have, still have not updated.” I mean, this is a major cyber vulnerability that we knew was — could be exploited and wasn't some little thing. It was amazing; it got done faster. Naviere Walkewicz 31:11 No 90 days later. Oh, my goodness. Well, that was excellent and actually, I saw that in action in the story, in the book, after the attack on the Pentagon, and when you stood up and took charge, kind of the relief efforts, because many people were coming in that wanted to help, and they just needed someone to lead how that could happen. So you were putting into practice. Yes, sir. I'd like to get into where you talk about living your purpose, and that's a chapter in there. But you know, Gen. Goldfein, we have to get into this. You left the Academy as a cadet, and I think that's something that not many people are familiar with. You ride across the country on a bike with a guitar on your back for part of the time — and you sent it to Dawn after a little while — Mini-Bear in your shirt, to find your purpose. Was there a moment during the six months that you that hit you like lightning and you knew that this was your purpose, or was it a gradual meeting of those different Americans you kind of came across? Gen. Dave Goldfein 32:04 Definitely gradual. You know, it was something that just built up over time. I used to joke — we both knew Chairman John McCain and always had great respect for him. And I remember one time in his office, I said, “Chairman, I got to share with you that I lived in constant fear during every hearing that you were going to hold up a piece of paper on camera and say, ‘General, I got your transcript from the Air Force Academy. You got to be kidding me, right?' And he laughed, and he said, Trust me, if you looked at my transcript in Annapolis,” he goes, “I'm the last guy that would have ever asked that question.” But you know, the we made a mutual decision here, sometimes just things all come together. I'd written a paper on finding my purpose about the same time that there was a professor from Annapolis that was visiting and talking about a sabbatical program that Annapolis had started. And so they started talking about it, and then this paper made it and I got called in. They said, “Hey, we're thinking about starting this program, you know, called Stop Out, designed to stop people from getting out. We read your paper. What would you do if you could take a year off?” And I said, “Wow, you know, if I could do it, I'll tell you. I would start by going to Philmont Scout Ranch, you know, and be a backcountry Ranger,” because my passion was for the outdoors, and do that. “And then I would go join my musical hero, Harry Chapin.” Oh, by the way, he came to the United States Air Force Academy in the early '60s. Right? Left here, built a band and wrote the hit song Taxi. “So I would go join him as a roadie and just sort of see whether music and the outdoors, which my passions are, what, you know, what it's all about for me.” Well, we lost contact with the Chapin connection. So I ended up on this bicycle riding around the country. And so many families took me in, and so many towns that I rode into, you know, I found that if I just went to the library and said, “Hey, tell me a little bit about the history of this town,” the librarian would call, like, the last, you know, three or four of the seniors the town, they'd all rush over to tell me the story of, you know, this particular little town, right? And then someone would also say, “Hey, where are you staying tonight?” “I'm staying in my tent.” They said, “Oh, come stay with me.” So gradually, over time, I got to know America, and came to the conclusion when I had to make the decision to come back or not, that this country is really worth defending, that these people are hard-working, you know, that want to make the world better for their kids and their grandkids, and they deserve a United States Air Force, the best air force on the planet, to defend them. So, you know, when I came back my last two years, and I always love sharing this with cadets, because some of them are fighting it, some of them have embraced it. And all I tell them is, “Hey, I've done both. And all I can tell you is, the sooner you embrace it and find your purpose, this place is a lot more fun.” Naviere Walkewicz 35:13 Truth in that, yes, yes, well. And, Dr. Wilson, how did you know you were living your purpose? Dr. Heather Wilson 35:19 Well, I've had a lot of different chapters to my life. Yes, and we can intellectualize it on why we, you know, why I made a certain decision at a certain time, but there were doors that opened that I never even knew were there. But at each time and at each junction, there was a moment where somehow I just knew. And at South Dakota Mines is a good example. You know, I lost a race to the United States Senate. I actually had some interns — I benefited from a lousy job market, and I had fantastic interns, and we were helping them through the loss. You know, they're young. They were passionate. They, as Churchill said, “The blessing and the curse of representative government is one in the same. The people get what they choose.” And so I was helping them through that, and one of them said, “Well, Dr. Wilson, you're really great with students. You should be a college president somewhere. Texas Tech needs a president. You should apply there,” because that's where this kid was going to school. And I said, “Well, but I don't think they're looking for me.” But it did cause me to start thinking about it and I had come close. I had been asked about a college presidency once before, and I started looking at it and talking to headhunters and so forth. And initially, South Dakota Mines didn't seem like a great fit, because I'm a Bachelor of Science degree here, but my Ph.D. is in a nonscientific discipline, and it's all engineers and scientists. But as I went through the process, it just felt more and more right. And on the day of the final interviews, that evening, it was snowing in South Dakota, there was a concert in the old gym. I mean, this is an engineering school, and they had a faculty member there who had been there for 40 years, who taught choral music, and the students stood up, and they started singing their warm up, which starts out with just one voice, and eventually gets to a 16-part harmony and it's in Latin, and it's music is a gift from God, and they go through it once, and then this 40th anniversary concert, about 50 people from the audience stand up and start singing. It's like a flash mob, almost These were all alumni who came back. Forty years of alumni to be there for that concert for him. And they all went up on stage and sang together in this just stunning, beautiful concert by a bunch of engineers. And I thought, “There's something special going on here that's worth being part of,” and there are times when you just know. And the same with becoming cabinet secretary for children, youth and families — that was not in the plan and there's just a moment where I knew that was what I should do now. How I should use my gifts now? And you hope that you're right in making those decisions.   Naviere Walkewicz 38:43 Well, probably aligning with JD's point in the book of following your gut. Some of that's probably attached to you finding your purpose. Excellent. I'd like to visit the time Dr. Wilson, when you were helping President Bush with the State of the Union address, and in particular, you had grueling days, a lot of hours prepping, and when it was time for it to be delivered, you weren't there. You went home to your apartment in the dark. You were listening on the radio, and there was a moment when the Congress applauded and you felt proud, but something that you said really stuck with me. And he said, I really enjoy being the low-key staff member who gets stuff done. Can you talk more about that? Because I think sometimes we don't, you know, the unsung heroes are sometimes the ones that are really getting so many things done, but nobody knows. Dr. Heather Wilson 39:31 So, I'm something of an introvert and I've acquired extrovert characteristics in order to survive professionally. But when it comes to where I get my batteries recharged, I'm quite an introvert, and I really loved — and the same in international negotiations, being often the liaison, the back channel, and I did that in the conventional forces in Europe negotiations for the American ambassador. And in some ways, I think it might have been — in the case of the conventional forces in Europe negotiations, I was on the American delegation here. I was in Vienna. I ended up there because, for a bunch of weird reasons, then they asked me if I would go there for three months TDY. It's like, “Oh, three months TDY in Vienna, Austria. Sign me up.” But I became a very junior member on the delegation, but I was the office of the secretary of defense's representative, and walked into this palace where they were negotiating between what was then the 16 NATO nations and the seven Warsaw Pact countries. And the American ambassador turned to me, and he said during this several times, “I want you to sit behind me and to my right, and several times I'm going to turn and talk to you, and I just want you to lean in and answer.” I mean, he wasn't asking anything substantive, and I just, “Yes, sir.” But what he was doing was credentialing me in front of the other countries around that table. Now, I was very young, there were only two women in the room. The other one was from Iceland, and what he was doing was putting me in a position to be able to negotiate the back channel with several of our allies and with — this was six months or so now, maybe a year before the fall of the Berlin Wall. So things were changing in Eastern Europe, and so I really have always enjoyed just that quietly getting things done, building consensus, finding the common ground, figuring out a problem. Actually have several coffee mugs that just say GSD, and the other side does say, Get Stuff Done. And I like that, and I like people who do that. And I think those quiet — we probably don't say thank you enough to the quiet, hardworking people that just figure out how to get stuff done. Naviere Walkewicz 41:59 Well, I like how he credentialed you and actually brought that kind of credibility in that way as a leader. JD, how have you done that as a leader? Champion, some of those quiet, behind the scenes, unsung heroes. Gen. Dave Goldfein 42:11 I'm not sure where the quote comes from, but it's something to the effect of, “It's amazing what you can get done if you don't care who gets the credit.” There's so much truth to that. You know, in the in the sharing of success, right? As servant leaders, one of the things that I think both of us spend a lot of time on is to make sure that credit is shared with all the folks who, behind the scenes, you know, are doing the hard, hard work to make things happen, and very often, you know, we're the recipients of the thank yous, right? And the gratefulness of an organization or for somebody who's benefited from our work, but when you're at the very senior leaders, you know what you do is you lay out the vision, you create the environment to achieve that vision. But the hard, hard work is done by so many others around you. Today, in the audience when we were there at Polaris Hall, was Col. Dave Herndon. So Col. Dave Herndon, when he was Maj. Dave Herndon, was my aide de camp, and I can tell you that there are so many successes that his fingers are on that he got zero credit for, because he was quietly behind the scenes, making things happen, and that's just the nature of servant leadership, is making sure that when things go well, you share it, and when things go badly, you own it. Naviere Walkewicz 43:47 And you do share a really remarkable story in there about accountability. And so we won't spend so much time talking about that, but I do want to go to the point where you talk about listening, and you say, listening is not passive; it's active and transformative. As servant leaders, have you ever uncovered challenges that your team has experienced that you didn't have the ability to fix and you know, what action did you take in those instances? Dr. Heather Wilson 44:09 You mean this morning? All the time. And sometimes — and then people will give you grace, if you're honest about that. You don't make wild promises about what you can do, but then you sit and listen and work through and see all right, what is within the realm of the possible here. What can we get done? Or who can we bring to the table to help with a set of problems? But, there's no… You don't get a — when I was president of South Dakota Mines, one of the people who worked with me, actually gave me, from the toy store, a magic wand. But it doesn't work. But I keep it in my office, in case, you know… So there's no magic wands, but being out there listening to understand, not just listening to refute, right? And then seeing whether there are things that can be done, even if there's some things you just don't have the answers for, right? Gen. Dave Goldfein 45:11 The other thing I would offer is that as senior leadership and as a senior leadership team, you rarely actually completely solve anything. What you do is improve things and move the ball. You take the hand you're dealt, right, and you find creative solutions. You create the environment, lay out the vision and then make sure you follow up, move the ball, and if you get at the end of your tenure, it's time for you to move on, and you've got the ball moved 20, 30, yards down the field. That's actually not bad, because most of the things we were taking on together, right, were big, hard challenges that we needed to move the ball on, right? I If you said, “Hey, did you completely revitalize the squadrons across the United States Air Force?” I will tell you, absolutely not. Did we get the ball about 20, 30 yards down the field? And I hope so. I think we did. Did we take the overhaul that we did of officer development to be able to ensure that we were producing the senior leaders that the nation needs, not just the United States Air Force needs? I will tell you that we didn't solve it completely, but we moved the ball down the field, and we did it in a way that was able to stick. You know, very often you plant seeds as a leader, and you never know whether those seeds are going to, you know, these seeds are ideas, right? And you never know whether the seeds are going to hit fertile soil or rocks. And I would often tell, you know, young leaders too. I said, you know, in your last few months that you're privileged to be in the position of leadership, you've got two bottles on your hip. You're walking around with — one of them's got fertilizer and one of them's got Roundup. And your job in that final few months is to take a look at the seeds that you planted and truly determine whether they hit fertile soil and they've grown roots, and if they've grown roots, you pull out the fertilizer, and the fertilizer you're putting on it is to make it part of the institution not associated with you, right? You want somebody some years from now say, “Hey, how do we ever do that whole squadron thing?” The right answer is, “I have no idea, but look at how much better we are.” That's the right answer, right? That's the fertilizer you put on it. But it's just equally important to take a look at the ideas that, just for whatever reason, sometimes beyond your control — they just didn't stick right. Get out the Roundup. Because what you don't want to do is to pass on to your successor something that didn't work for you, because it probably ain't going to work for her. Dr. Heather Wilson 47:46 That's right, which is one of the rules of leadership is take the garbage out with you when you go. Naviere Walkewicz 47:51 I like that. I like that a lot. Well, we are — just a little bit of time left. I want to end this kind of together on a story that you shared in the book about laughter being one of the tools you share. And after we share this together, I would like to ask you, I know we talked about mirror checks, but what are some things that you guys are doing every day to be better as well, to continue learning. But to get to the laughter piece, you mentioned that laughter is an underappreciated tool and for leaders, something that you both share. I want to talk about the time when you got together for dinner before you began working as chief and service secretary, and I think you may have sung an AF pro song. We're not going to ask you to sing that today, unless you'd like to JD? But let's talk about laughter.   Gen. Dave Goldfein 48:31 The dean would throw me out. Naviere Walkewicz 48:33 OK, OK, we won't have you sing that today. But how have you found laughter — when you talk about — when the questions and the problems come up to you?   Dr. Heather Wilson 48:40 So I'm going to start this because I think Dave Goldfein has mastered this leadership skill of how to use humor, and self-deprecating humor, better than almost any leader I've ever met. And it's disarming, which is a great technique, because he's actually wicked smart. But it's also people walk in the room knowing if you're going to a town hall meeting or you're going to be around the table, at least sometime in that meeting, we're going to laugh. And it creates a warmth and people drop their guard a little bit. You get to the business a little bit earlier. You get beyond the standard PowerPoint slides, and people just get down to work. And it just — people relax. And I think Dave is very, very good at it. Now, my husband would tell you that I was raised in the home for the humor impaired, and I have been in therapy with him for almost 35 years.   Naviere Walkewicz 49:37 So have you improved? Dr. Heather Wilson 49:39 He thinks I've made some progress.   Naviere Walkewicz 49:41 You've moved the ball.   Dr. Heather Wilson 49:44 Yes. Made some progress. I still don't — I used to start out with saying the punch line and then explain why it was funny. Naviere Walkewicz 49:52 I'm in your camp a little bit. I try. My husband says, “Leave the humor to me.” Dr. Heather Wilson 49:54 Yeah, exactly. You understand. Gen. Dave Goldfein 49:58 I used to joke that I am a member of the Class of 1981['82 and '83]. I am the John Belushi of the United States Air Force Academy, a patron saint of late bloomers. But you know, honestly, Heather doesn't give herself enough credit for building an environment where, you know, folks can actually do their very best work. That's one of the things that we do, right? Because we have — the tools that we have available to be able to get things done very often, are the people that are we're privileged to lead and making sure that they are part of an organization where they feel valued, where we're squinting with our ears. We're actually listening to them. Where they're making a contribution, right? Where they believe that what they're being able to do as part of the institution or the organization is so much more than they could ever do on their own. That's what leadership is all about. Dr. Heather Wilson 51:05 You know, we try to — I think both of us see the humor in everyday life, and when people know that I have a desk plate that I got in South Dakota, and it doesn't say “President.” It doesn't say “Dr. Wilson.” It says, “You're kidding me, right?” Because once a week, more frequently as secretary and chief, but certainly frequently as a college president, somebody is going to walk in and say, “Chief, there's something you need to know.” And if they know they're going to get blasted out of the water or yelled at, people are going to be less likely to come in and tell you, right, what you need to know. But if you're at least willing to laugh at the absurdity of the — somebody thought that was a good idea, you know. My gosh, let's call the lawyers or whatever. But you know, you've just got to laugh, and if you laugh, people will know that you just put things in perspective and then deal with the problem. Naviere Walkewicz  52:06 Well, it connects us as humans. Yeah. Well, during my conversation today with Dr. Heather Wilson and Gen. Dave Goldfein — JD — two lessons really stood out to me. Leadership is not about avoiding the fall, but about how high you bounce back and how your recovery can inspire those you lead. It's also about service, showing up, doing the hard work and putting others before yourself with humility, integrity and working together. Dr. Wilson, Gen. Goldfein, thank you for showing us how courage, compassion and connection — they're not soft skills. They're actually the edge of hard leadership. And when you do that and you lead with service, you get back up after every fall. You encourage others to follow and do the same. Thank you for joining us for this powerful conversation. You can find Get Back Up: Lessons in Servant Leadership, wherever books are sold. And learn more at getbackupeadership.com. If today's episode inspired you, please share it with someone who can really benefit in their own leadership journey. As always, keep learning. Keep getting back up. Keep trying. I'm Naviere Walkewicz, Class of '99. This has been Focus On Leadership. Until next time. Producer This edition of Focus on Leadership, the accelerated leadership series, was recorded on Monday, Oct. 6, 2025.   KEYWORDS Leadership, servant leadership, resilience, humility, integrity, influence, teamwork, family, trust, listening, learning, purpose, growth, accountability, service, courage, compassion, balance, values, inspiration.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

GRASSROOTS CONTROL AND VICTORY AT YORKTOWN Colleague Joseph Ellis. Ellis argues the Britishcould not win because local committees enforced the cause in the countryside, neutralizing loyalists. Cornwallis was trapped at Yorktown due to orders from Clinton and the timely arrival of the French fleet, which Ellis attributes to providence. Despite the victory, Washington remained vigilant, later suppressing the Newburgh conspiracy by refusing a military dictatorship, thereby solidifying the principle of civilian control over the military. NUMBER 61810 LONDON STREETS

CHINA'S GREAT HEIST OF AMERICAN SECRETS Colleagues David Shedd and Bill Roggio. David Sheddoutlines China's extensive cyber espionage campaigns, including "Salt Typhoon," which successfully hacked US Congressional committees. These operations aim to steal sensitive communications and embed sabotage tools within USinfrastructure, highlighting a critical failure in American defensive preparedness. NUMBER 31956

As the new year unfolds, the Front Royal Warren County Chamber of Commerce is buzzing with excitement and preparation. In this episode of The Valley Today, host Janet Michael welcomes Niki Foster for a lively conversation about the organization's signature events and the many ways residents and members can get involved. Their discussion, filled with warmth and humor, offers listeners a behind-the-scenes look at the planning, passion, and community spirit that drive the Chamber's work. Stargazers Gala: A Night to Remember First and foremost, Niki shares details about the much-anticipated annual dinner and awards gala, set for January 22nd. This year's theme, the "Stargazers Gala," promises an evening that is both elegant and imaginative, blending simplicity with extravagance. After a pandemic-induced hiatus, the event returns, bringing together business leaders, community members, and friends for a night of celebration. The gala will feature a range of awards, including the traditional Citizen of the Year, Business of the Year (now split into small and large business categories), Non-Profit of the Year, and Entrepreneur of the Year. Notably, the Chamber is introducing the new Community Spark Plug Award, designed to honor those unsung heroes who light up the community with their dedication and energy. Nominations are open to the public until January 12th, and Niki encourages everyone to participate, emphasizing the importance of community input in recognizing local achievements. Opportunities for Involvement Transitioning from awards to action, Niki highlights the many ways individuals and businesses can support the gala. Sponsorships, ticket packages, and program ads offer opportunities for involvement at every level. The event will also feature a tailored auction, with themed baskets and packages replacing the traditional table of miscellaneous items. Donations are welcome, and Niki assures listeners that every contribution helps make the evening special. Dress code? "Come as you are," Niki insists. Whether attendees prefer business casual or glittering evening wear, the focus is on comfort and camaraderie, not formality. Wine and Craft Festival: Vendor Diversity and Community Fun Looking ahead, the conversation shifts to the Chamber's next major event: the Wine and Craft Festival. Vendor applications are already pouring in, and Niki explains the careful curation process that ensures a diverse and engaging lineup. From 3D-printed goods to handmade jewelry, pottery, and even pickles, the festival celebrates creativity and variety. However, space is limited, and Niki urges interested vendors to apply early to avoid disappointment. Organizing such a large-scale event is no small feat. Niki and Janet reminisce about the logistical challenges—like moving porta-potties late at night and managing vendor placements—that come with the territory. Yet, they agree, the rewards of seeing the community come together make every hurdle worthwhile. The Power of Participation Beyond headline events, the Chamber offers numerous avenues for engagement. Committees that focus on business development, legislative affairs, and nonprofit collaboration provide members with opportunities to shape the local landscape. Niki also mentions the Chamber 101 sessions, designed to introduce new and prospective members to the organization's offerings and encourage deeper involvement. Staying in the know is easy, thanks to the Chamber's e-newsletter, "eConnections," which is open to both members and the public. Janet and Niki stress that many Chamber events, such as the Christmas Parade and Wine and Craft Festival, are designed for the entire community, not just members. A Call to Action As the conversation draws to a close, Niki and Janet reflect on the importance of community connection. Whether through volunteering, attending events, or simply staying informed, every resident has a role to play in making Front Royal a vibrant place to live and work. With a full calendar ahead and a spirit of inclusivity, the Chamber invites everyone to join in the celebration. For more information on upcoming events, nominations, or ways to get involved, visit the Front Royal Chamber of Commerce website: frontroyalchamber.com or follow them on social media. As Niki and Janet remind us, community is built by those who show up—and there's always room for one more at the table.

Common Sense didn't just make an argument for independence—it moved through a world of newspapers, pamphlets, and personal networks that carried revolutionary ideas from one doorstep to the next. So how did political news travel in 1776, and what made print such a powerful engine of persuasion? As we approach the 250th anniversary of Common Sense, Ben Franklin's World Revisited returns to Episode 156 to explore how early Americans shared, debated, and embraced revolutionary ideas. You'll discover how print and networks spread the Revolution, what made Common Sense a publishing phenomenon, and how media shaped political debate and public opinion. Show Notes: https://www.benfranklinsworld.com/156RECOMMENDED NEXT EPISODES

Sixth Annual Community-A-Thon - Hour 1, ACB Affiliates and Committees

Dan Fay serves as Chief Distribution Officer, overseeing Stadion's sales and business development teams. In this role, he is responsible for distribution through Stadion's institutional relationships, which include retirement recordkeeping partners, retirement advisor firms, and asset managers. With Dan's leadership, Stadion has expanded our nationwide distribution of retirement managed accounts and raised awareness of the benefits of personalization. Prior to being Chief Distribution Officer, he was Stadion's SVP, Sales and Business Development. Dan has spent his entire 25+ year career in the retirement industry. Prior to joining Stadion in 2018, Dan served as Senior Advisor Relations Manager at Financial Engines with responsibility for establishing and managing relationships with leading financial advisor and consulting firms. He identified and developed new business opportunities through advisors and consultants, leading to the distribution of the firm's managed account service. Prior to that, Dan was a National Accounts Manager with responsibility for business development at MassMutual Retirement Services. While there, he developed retirement plan opportunities and sales through financial advisor firms. In this episode, Eric and Dan Fay discuss:Recognizing the value of true personalizationStrengthening participant confidence through guidanceEvaluating solutions with a fiduciary mindsetLeveraging managed accounts as a strategic advantageKey Takeaways:Personalized allocations built on multiple data points lead to better decisions than age-based defaults. They guide participants toward healthier savings habits and steadier long-term outcomes.When participants feel supported, they make calmer, wiser financial choices. This confidence often leads to higher contribution rates and more consistent engagement.Committees must review fees, reporting, demographics, and engagement regularly. Documenting decisions ensures a strong, compliant process that protects participants.Advisors who bring personalized solutions early reinforce trust and stay ahead of competitors. Proactive education becomes a distinct advantage in maintaining strong client relationships.“For the advisor, it's, how do you differentiate yourself, right, from your competition?... If that competing advisor makes [the sponsor] aware of something or brings something of value to them that you haven't, that could obviously jeopardize that client relationship.” - Dan FayConnect with Dan Fay:Website: www.stadionmoney.com Connect with Eric Dyson: Website: https://90northllc.com/Phone: 940-248-4800Email: contact@90northllc.com LinkedIn: https://www.linkedin.com/in/401kguy/ Past performance is no guarantee of future results. Investments are subject to risk, and any of Stadion's investment strategies may lose money.Stadion Money Management, LLC (“Stadion”) is a registered investment adviser under the Investment Advisers Act of 1940. Registration does not imply a certain level of skill or training. More information about Stadion, including fees, can be found in Stadion's ADV Part 2, which is available free of charge.The information and content of this podcast are general in nature and are provided solely for educational and informational purposes. It is believed to be accurate and reliable as of the posting date, but may be subject to change.It is not intended to provide a specific recommendation for any type of product or service discussed in this presentation or to provide any warranties, investment advice, financial advice, tax, plan design, or legal advice (unless otherwise specifically indicated). Please consult your own independent advisor as to any investment, tax, or legal statements made.The specific facts and circumstances of all qualified plans can vary, and the information contained in this podcast may or may not apply to your individual circumstances or to your plan or client plan-specific circumstances.SMM-2512-34

"Nor have We been wanting in attentions to our Brittish brethren...They too have been deaf to the voice of justice and of consanguinity. We must, therefore, acquiesce in the necessity, which denounces our Separation, and hold them, as we hold the rest of mankind, ENEMIES IN WAR, IN PEACE FRIENDS." In this episode we explore Loyalist vs. Patriot Civil War during the Revolutionary War. Topics include: -the outbreak of violence in Lexington and Concord in 1775 and the mustering of local militias, which forced Colonial men to decide whether they supported the revolution or the King -the Sons of Liberty and the Committees of Correspondence, which urged fellow colonists both to support independence and also to engage in acts of protest against the British Empire -an exploration of Loyalists and Loyalism -British misjudgements about the extent to which Colonists--even mostly loyal Colonists--were in fact loyal to the King and satisfied with British military occupation -the use and effectiveness of loyalty oaths, which were administered an the population by both sides in the conflict -intrafamily division like that between Benjamin Franklin and his son, William, who was Governor of New Jersey and a fervent Loyalist, and that between the Patriot Officer Henry Knox and his wife's family, who were also fervent Loyalists -the post-war reconciliation, reintegration, and intentional forgetting of Loyalists

#ThisMorning | How #Retirement #Committees Can Review #Retirement #Income #Products and #Services - Part II | Andy Larson, Retirement Learning Center and Dan Long, QPFC, AIF, DoubleLine Group, LP | #Tunein: broadcastretirementnetwork.com #Aging, #Finance, #Lifestyle, #Privacy, #Retirement, #Wellness

Jennifer Giannini brings more than 30 years of experience leading independent audit engagements for corporate clients across a wide range of industries. Throughout her career, she has developed deep expertise in employee benefit plan audits, making this a primary focus area. After many years of working at Baker Tilly, a national CPA firm, Jennifer recently joined LJB CPA to lead the firm's audit practice. Passionate about building strong client relationships, Jennifer returned to a smaller firm to work more closely with clients and deliver a personalized, value-added experience. Her experience at both mid-sized and national firms gives her a unique ability to tailor services to meet each client's specific needs and complexities. In her years of auditing employee benefit plans, she has pretty much seen just about everything- and enjoys helping plan sponsors navigate the tough issues that keep them up at night. In this episode, Eric and Jennifer Giannini discuss:Protecting participants through disciplined plan auditsMaking audit readiness a year-round responsibilityOwning fiduciary controls that cannot be outsourcedAvoiding costly errors through informed governanceKey Takeaways:Plan audits protect participant assets and confirm the plan follows its governing documents. They ensure contributions, matches, distributions, and eligibility are applied consistently. They also help identify fraud or embezzlement risks early.Audits run smoothly when preparation happens throughout the year. Developing processes that represent a living checklist keeps documentation complete. Retaining internal records prevents gaps that auditors will flag.Some fiduciary duties remain with the plan sponsor at all times. Regular reconciliations and documented committee oversight demonstrate prudence. Simple tracking helps surface issues before they escalate.Operational errors often stem from payroll misalignment with plan terms. Early engagement with experienced ERISA auditors reduces surprises. Committees must weigh cost, complexity, and fiduciary risk together.“The early bird always gets the worm. The earlier you start that process with your auditor, the better.” - Jennifer GianniniConnect with Jennifer Giannini:Website: https://ljbcpa.com LinkedIn: linkedin.com/in/jennifer-giannini-875071a Connect with Eric Dyson: Website: https://90northllc.com/Phone: 940-248-4800Email: contact@90northllc.com LinkedIn: https://www.linkedin.com/in/401kguy/ The information and content of this podcast are general in nature and are provided solely for educational and informational purposes. It is believed to be accurate and reliable as of the posting date, but may be subject to change.It is not intended to provide a specific recommendation for any type of product or service discussed in this presentation or to provide any warranties, investment advice, financial advice, tax, plan design, or legal advice (unless otherwise specifically indicated). Please consult your own independent advisor as to any investment, tax, or legal statements made.The specific facts and circumstances of all qualified plans can vary, and the information contained in this podcast may or may not apply to your individual circumstances or to your plan or client plan-specific circumstances.

The OECD Report for Regional Policy for Greece Post-2020 (https://www.oecd.org/en/publications/regional-policy-for-greece-post-2020_cedf09a5-en.html) revealed that 32% of the population lives in predominantly rural regions which is significantly higher than the OECD average share of rural population which is around 25%. Of those living in predominantly rural regions (~3.4 million people), roughly 3 million live in remote rural regions meaning Greece has one of the largest shares in this demographic among OECD countries. Recorded live from the OECD Rural Development Conference in Rio de Janeiro, Greek officials Vasiliki Pantelopoulou (Secretary-General of the Partnership Agreement) and Christos Kyrkoglou (General Director of Monitoring and Implementation) explain Greece's approach to rural urban development under the European Union's Cohesion Policy and the role of Integrated Territorial Investments (ITIs). They describe their respective roles in coordinating and implementing programmes financed through the Partnership Agreement, stressing the importance of integrating urban and rural policies. Sit back, relax and take a listen! Vasiliki Pantelopoulou is a lawyer and a Member of Athens Bar Association. She graduated from School of Law of the National and Kapodistrian University of Athens and holds two postgraduate degrees (LL.M. in Commercial and Business Law from East Anglia University, U.K., and MSc in Business Administration for Law Practitioners from Alba Graduate Business School, The American College of Greece, Greece). She is a Member of the Board of the Hellenic Development Bank. She has worked for twenty years as an in-house lawyer at STASY – Urban Rail Transport S.A., specialized in the field of public procurement (Law 4412/2016). Since April 2023, she has been the Director of Legal Services at Metavasi S.A. – Hellenic Company for Just Transition S.A. She is a Member of investing Committees such as EQUIFUND I & II, TEPIX III Loan Fund and others. Christos Kyrkoglou is the General Director of Monitoring and Implementation for the ESPA, which operate under the Secretary General. Mr Kyrkoglou holds a Bachelor's Degree in Sociology from Panteion University of Social and Political Sciences, as well as a Master's Degree in Urban and Regional Development from the same institution. In 2023, he was appointed Head of the Special Service for the Coordination of Regional Programs of the General Secretariat for the Partnership Agreement of the Ministry of Economy and Finance. Since 2025, he is Head of the General Directorate for Monitoring and Implementation. His professional interests and fields of expertise span the full spectrum of development interventions under the Partnership Agreement for Regional Development 2021–2027, with a particular focus on employment, human resources development, innovation and entrepreneurship, social policy, territorial development, culture, and the environment. As Public Affairs and Communications Manager, Shayne engages with policy issues concerning SMEs, tourism, culture, regions and cities to name a few. He has worked on a number of OECD campaigns including “Going Digital”, "Climate Action" and "I am the future of work". **** To learn more, visit OECD Latin American Rural Development Conference www.oecd.org/en/events/2025/11/…nt-conference.html and the OECD's work on Rural Development www.oecd.org/en/topics/policy-i…l-development.html. Find out more on these topics by reading Reinforcing Rural Resilience www.oecd.org/en/publications/re…e_7cd485e3-en.html and Rural Innovation Pathways www.oecd.org/en/publications/ru…s_c86de0f4-en.html. To learn more about the OECD, our global reach, and how to join us, go to www.oecd.org/about/ To keep up with latest at the OECD, visit www.oecd.org/ Get the latest OECD content delivered directly to your inbox! Subscribe to our newsletters: www.oecd.org/newsletters

#ThisMorning | How #Retirement #Committees Can Review #Retirement #Income #Products and #Services | Andy Larson, Retirement Learning Center and Dan Long, QPFC, AIF, Doubline Group, LP | #Tunein: broadcastretirementnetwork.com #Aging, #Finance, #Lifestyle, #Privacy, #Retirement, #Wellness

How important is research before-or during-medical school? We get asked this all the time, ESPECIALLY by those students aiming for top, competitive programs. In this episode, we'll break down when research meaningfully strengthens an application, and what kind of research to aim for.  Like the podcast? Schedule a Free Initial Consultation with our team: https://bemo.ac/podbr-BeMoFreeConsult   Don't forget to subscribe to our channel and follow us on Facebook, Instagram, and Twitter for more great tips and other useful information!   YouTube: https://www.youtube.com/c/BeMoAcademicConsultingInc Facebook: https://www.facebook.com/bemoacademicconsulting Instagram: https://www.instagram.com/bemo_academic_consulting/ Twitter: https://twitter.com/BeMo_AC TikTok: https://www.tiktok.com/@bemoacademicconsulting

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald, interviewed Jocelyn Pearson. Purpose of the Interview The interview on Money Making Conversations Masterclass with Rushion McDonald and Jocelyn Pearson aimed to: Share Jocelyn’s journey of graduating debt-free by securing $126,350 in scholarships. Educate families on how to avoid student loan debt through her proven system, The Scholarship System. Dispel myths about scholarships and provide actionable steps for parents and students. Key Takeaways Scholarship System Approach Jocelyn developed a six-step process to simplify scholarship applications and avoid overwhelm. Focus on breaking the process into small, manageable steps rather than a vague “go get money” directive. Common Myths Debunked Too early or too late to apply: Start by junior year; it’s never too late—even college seniors can apply. Only perfect students or low-income families qualify: Many scholarships don’t require high GPA or athletic ability. All good scholarships are gone: Smaller, local scholarships ($500–$5,000) add up over time. It takes too much time: With a system and reusable materials, effort decreases each year. Avoiding Scholarship Scams Beware of “easy,” “enter to win,” or sweepstakes-style scholarships—they often sell personal data. Real scholarships require effort and personalization. Role of Parents Parents should help with planning and identifying legitimate scholarships but not complete applications for students. Committees can detect when parents write essays. AI in Scholarship Applications Jocelyn warns against copy-pasting AI-generated essays. Her platform introduced TESS, an AI assistant for ethical guidance and support. Financial Aid Basics Submit FAFSA even if you think you won’t qualify; some colleges and states require it. Combine all sources—government aid, institutional aid, and private scholarships. For Current College Students Check with financial aid offices, academic departments, and organizations for scholarships available after freshman year. Entrepreneurial Journey Jocelyn turned her passion into a business by starting with a book, building an email list, and launching webinars. She emphasizes persistence and ignoring naysayers. Notable Quotes “I had to accumulate my way to getting college paid for—the mere mortals’ way to going to college without tons of debt.” “Most families want scholarships, but they get stuck in the overwhelm.” “There’s no big red easy button—but with clear steps, it feels less daunting.” “We’re saying no to the broken system… It takes, on average, 21 years to pay off student loans.” “With great power comes great responsibility—AI can help, but only if used ethically.” #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald, interviewed Jocelyn Pearson. Purpose of the Interview The interview on Money Making Conversations Masterclass with Rushion McDonald and Jocelyn Pearson aimed to: Share Jocelyn’s journey of graduating debt-free by securing $126,350 in scholarships. Educate families on how to avoid student loan debt through her proven system, The Scholarship System. Dispel myths about scholarships and provide actionable steps for parents and students. Key Takeaways Scholarship System Approach Jocelyn developed a six-step process to simplify scholarship applications and avoid overwhelm. Focus on breaking the process into small, manageable steps rather than a vague “go get money” directive. Common Myths Debunked Too early or too late to apply: Start by junior year; it’s never too late—even college seniors can apply. Only perfect students or low-income families qualify: Many scholarships don’t require high GPA or athletic ability. All good scholarships are gone: Smaller, local scholarships ($500–$5,000) add up over time. It takes too much time: With a system and reusable materials, effort decreases each year. Avoiding Scholarship Scams Beware of “easy,” “enter to win,” or sweepstakes-style scholarships—they often sell personal data. Real scholarships require effort and personalization. Role of Parents Parents should help with planning and identifying legitimate scholarships but not complete applications for students. Committees can detect when parents write essays. AI in Scholarship Applications Jocelyn warns against copy-pasting AI-generated essays. Her platform introduced TESS, an AI assistant for ethical guidance and support. Financial Aid Basics Submit FAFSA even if you think you won’t qualify; some colleges and states require it. Combine all sources—government aid, institutional aid, and private scholarships. For Current College Students Check with financial aid offices, academic departments, and organizations for scholarships available after freshman year. Entrepreneurial Journey Jocelyn turned her passion into a business by starting with a book, building an email list, and launching webinars. She emphasizes persistence and ignoring naysayers. Notable Quotes “I had to accumulate my way to getting college paid for—the mere mortals’ way to going to college without tons of debt.” “Most families want scholarships, but they get stuck in the overwhelm.” “There’s no big red easy button—but with clear steps, it feels less daunting.” “We’re saying no to the broken system… It takes, on average, 21 years to pay off student loans.” “With great power comes great responsibility—AI can help, but only if used ethically.” #SHMS #STRAW #BESTSee omnystudio.com/listener for privacy information.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald, interviewed Jocelyn Pearson. Purpose of the Interview The interview on Money Making Conversations Masterclass with Rushion McDonald and Jocelyn Pearson aimed to: Share Jocelyn’s journey of graduating debt-free by securing $126,350 in scholarships. Educate families on how to avoid student loan debt through her proven system, The Scholarship System. Dispel myths about scholarships and provide actionable steps for parents and students. Key Takeaways Scholarship System Approach Jocelyn developed a six-step process to simplify scholarship applications and avoid overwhelm. Focus on breaking the process into small, manageable steps rather than a vague “go get money” directive. Common Myths Debunked Too early or too late to apply: Start by junior year; it’s never too late—even college seniors can apply. Only perfect students or low-income families qualify: Many scholarships don’t require high GPA or athletic ability. All good scholarships are gone: Smaller, local scholarships ($500–$5,000) add up over time. It takes too much time: With a system and reusable materials, effort decreases each year. Avoiding Scholarship Scams Beware of “easy,” “enter to win,” or sweepstakes-style scholarships—they often sell personal data. Real scholarships require effort and personalization. Role of Parents Parents should help with planning and identifying legitimate scholarships but not complete applications for students. Committees can detect when parents write essays. AI in Scholarship Applications Jocelyn warns against copy-pasting AI-generated essays. Her platform introduced TESS, an AI assistant for ethical guidance and support. Financial Aid Basics Submit FAFSA even if you think you won’t qualify; some colleges and states require it. Combine all sources—government aid, institutional aid, and private scholarships. For Current College Students Check with financial aid offices, academic departments, and organizations for scholarships available after freshman year. Entrepreneurial Journey Jocelyn turned her passion into a business by starting with a book, building an email list, and launching webinars. She emphasizes persistence and ignoring naysayers. Notable Quotes “I had to accumulate my way to getting college paid for—the mere mortals’ way to going to college without tons of debt.” “Most families want scholarships, but they get stuck in the overwhelm.” “There’s no big red easy button—but with clear steps, it feels less daunting.” “We’re saying no to the broken system… It takes, on average, 21 years to pay off student loans.” “With great power comes great responsibility—AI can help, but only if used ethically.” #SHMS #STRAW #BESTSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

On Nov. 24, Mayor-Elect Zohran Mamdani introduced 402 New Yorkers who will serve on 17 different transition committees. We spoke with City & State Editor Peter Sterne about who Mamdani selected and what role these committees might play in helping him staff his administration and with setting policy goals

In our first segment, we speak to City & State Editor Peter Sterne about who Mayor-Elect Zohran Mamdani selected for his transition team. He explains what role these committees might play in helping him staff his administration, along with setting policy goals. In our second segment we talk to Sarah Ahn and echo - two Flushing Workers Center organizers. We discuss why they oppose billionaire Mets owner Steve Cohen's push to open a casino in their working class Queens community. In our final segment we tune into gratitude and the spirit of giving with Palestinian restaurant owner, Abdul Elenani. We talk about a Friendsgiving meal event at Ayat in Astoria, Queens and why he believes in embracing his culture and identity through food.

Paul and Randy break down a terrific win over the Aggies, lament the state of the playoff committee and their fixation on loss column bias, discuss the shifting landscape of college football, and do talk about what Texas should try to get out of its bowl game. The time is now for your new mortgage or refi with Gabe Winslow at 832-557-1095 or MortgagesbyGabe. Then get your financial life in order with advisor David McClellan 312-933-8823 with a free consult: dmcclellan@forumfinancial.com. Read his retirement tax bomb series at Kiplinger! https://www.kiplinger.com/retirement/retirement-planning/605109/is-your-retirement-portfolio-a-tax-bomb Need a great CenTex realtor? Contact Laura Baker at 512-784-0505 or laura@andyallenteam.com.

Mayor-elect Mamdani Press release as referenced by OneLegUpAlex (https://bricartsmedia.org/abou...:~:text=Committees%20to%20focus%20on%20NYC's,emergency%20preparedness%20and%20economic%20development) Article referenced : http://onelegupalex.com/2025/1...

Mitch Harper and Alex Kirry host First & 12: Big 12 Football Podcast with Brett Yormark on Texas Tech and BYU’s Playoff chances. 

Yes we're frustrated with Justin Jefferson, Khalil Shakir, Rico Dowdle and others but we've also got a big winner (4:15) to talk about! But also a big loser (6:55)! And we've got news and notes (11:30) as well with a Justin Herbert update ... Some advanced metrics (16:30) from Week 13 and then we get into the winners (19:40) including Bucky Irving and Alec Pierce and losers (26:15) including Jaylen Waddle and Travis Etienne ... Goal line work and Almost Touchdowns (39:00) and then we recap each game (41:00) with our Fantasy thoughts ... Email us at fantasyfootball@cbsi.com Fantasy Football Today is available for free on the Audacy app as well as Apple Podcasts, Spotify and wherever else you listen to podcasts Watch FFT on YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ https://www.youtube.com/fantasyfootballtoday⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Shop our store: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠shop.cbssports.com/fantasy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  SUBSCRIBE to FFT Dynasty on Apple: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://podcasts.apple.com/us/podcast/fantasy-football-today-dynasty/id1696679179⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ FOLLOW FFT Dynasty on Spotify: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://open.spotify.com/show/2aHlmMJw1m8FareKybdNfG?si=8487e2f9611b4438&nd=1⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ SUBSCRIBE to FFT DFS on Apple: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://podcasts.apple.com/us/podcast/fantasy-football-today-dfs/id1579415837⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Get a Fantasy Life Subscription to the Utilization Report: https://www.fantasylife.com?utm_source=bdge (use code "BDGE" at checkout for 20% off any subscription!)Become a Big Dog Member here: https://bdge.co/memberships/fantasy_football/pricingsubscribe to the bdge dynasty channel: https://ytube.io/3pZklisten to the bdge dynasty podcast: https://bityl.co/NzJ1bdge nfl trivia youtube channel: https://ytube.io/3jmJjoin the BDGE discord: https://discord.gg/77BxrqCF6Fsubscribe to the BDGE podcast | https://linktr.ee/bdgefollow me on the socials | https://linktr.ee/nickercolanoContact▪️ business inquiries | business@bdge.co▪️ customer support/help | help@bdge.co▪️ fantasy questions can go in our discord | https://discord.gg/AvpY3QJTAythis video is about (fantasy football,fantasy football advice,fantasy football 2025,fantasy football recap,2025 fantasy football rankings,waiver wire week 9, week 8,week 8 nfl,week 8 recap,week 8 highlights,fantasy football week 8,week 9 waiver wire,waiver wire week 9,bdge,bdge fantasy football,bdge week 8 rankings,bdge waiver wire week 9,nick ercolanoSupport this podcast at — https://redcircle.com/bdge-fantasy-football/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Dave Roberts: Restoring OUR Republic & GOD Stories!Join Amanda Joan of Heart and the Typical Skeptic Podcast as we sit down with Dave Roberts — common‑law advocate, believer of our founding‑fathers' documents, and activist of “Committees of Safety” under the Constitution's First Amendment “The right to assemble”, and the Seventh Amendment, “The right to a common-law grand jury”. In this episode we also explore Dave's personal journey — his God‑stories, spiritual encounters across higher realms and dimensions, and how those experiences fuel his mission for lawful restoration, awakening, and real American sovereignty.

Read more  Youngkin advisers 'cautiously optimistic' about future tax revenues  State regulators partially OK Dominion Energy bill increases    Other links  Official obituary of Solomon W. Jefferson (1977–2025)  Virginia drivers navigate new seat belt law, express lanes during Thanksgiving week (Virginia Mercury)  Virginians on health insurance marketplace see monthly premiums rise to ‘astonishing' levels (Cardinal News)  Speciality schools provide unique experiences for Richmond students (The Richmonder)  Theft of $24,000 wine bottle spurs high-speed chase through Va. countryside (The Washington Post)*  *This outlet utilizes a paywall.  Our award-winning work is made possible with your donations. Visit vpm.org/donate to support local journalism. 

Vital to the running of a golf club, or paralysed decision makers that just get in the way? Do we still need golf club committees and, if so, how could they be improved? Tom Irwin and Steve Carroll have some experience in this field. Both have served on golf club committees and they debate the pros and cons of these institutions. Who are they meant to serve, and are they achieving that? Do clubs still need committees as we turn into 2026? The NCG Golf Podcast is produced in association with GolfClubs4Cash. Website: https://www.nationalclubgolfer.com/ X: https://x.com/NCG_com Facebook: https://www.facebook.com/NationalClubGolfer Instagram: https://www.instagram.com/nationalclubgolfer/?hl=en

This the All Local morning update for November 25, 2025.

Jocelyn Pearson. Purpose of the Interview The interview on Money Making Conversations Masterclass with Rushion McDonald and Jocelyn Pearson aimed to: Share Jocelyn’s journey of graduating debt-free by securing $126,350 in scholarships. Educate families on how to avoid student loan debt through her proven system, The Scholarship System. Dispel myths about scholarships and provide actionable steps for parents and students. Key Takeaways Scholarship System Approach Jocelyn developed a six-step process to simplify scholarship applications and avoid overwhelm. Focus on breaking the process into small, manageable steps rather than a vague “go get money” directive. Common Myths Debunked Too early or too late to apply: Start by junior year; it’s never too late—even college seniors can apply. Only perfect students or low-income families qualify: Many scholarships don’t require high GPA or athletic ability. All good scholarships are gone: Smaller, local scholarships ($500–$5,000) add up over time. It takes too much time: With a system and reusable materials, effort decreases each year. Avoiding Scholarship Scams Beware of “easy,” “enter to win,” or sweepstakes-style scholarships—they often sell personal data. Real scholarships require effort and personalization. Role of Parents Parents should help with planning and identifying legitimate scholarships but not complete applications for students. Committees can detect when parents write essays. AI in Scholarship Applications Jocelyn warns against copy-pasting AI-generated essays. Her platform introduced TESS, an AI assistant for ethical guidance and support. Financial Aid Basics Submit FAFSA even if you think you won’t qualify; some colleges and states require it. Combine all sources—government aid, institutional aid, and private scholarships. For Current College Students Check with financial aid offices, academic departments, and organizations for scholarships available after freshman year. Entrepreneurial Journey Jocelyn turned her passion into a business by starting with a book, building an email list, and launching webinars. She emphasizes persistence and ignoring naysayers. Notable Quotes “I had to accumulate my way to getting college paid for—the mere mortals’ way to going to college without tons of debt.” “Most families want scholarships, but they get stuck in the overwhelm.” “There’s no big red easy button—but with clear steps, it feels less daunting.” “We’re saying no to the broken system… It takes, on average, 21 years to pay off student loans.” “With great power comes great responsibility—AI can help, but only if used ethically.” #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Jocelyn Pearson. Purpose of the Interview The interview on Money Making Conversations Masterclass with Rushion McDonald and Jocelyn Pearson aimed to: Share Jocelyn’s journey of graduating debt-free by securing $126,350 in scholarships. Educate families on how to avoid student loan debt through her proven system, The Scholarship System. Dispel myths about scholarships and provide actionable steps for parents and students. Key Takeaways Scholarship System Approach Jocelyn developed a six-step process to simplify scholarship applications and avoid overwhelm. Focus on breaking the process into small, manageable steps rather than a vague “go get money” directive. Common Myths Debunked Too early or too late to apply: Start by junior year; it’s never too late—even college seniors can apply. Only perfect students or low-income families qualify: Many scholarships don’t require high GPA or athletic ability. All good scholarships are gone: Smaller, local scholarships ($500–$5,000) add up over time. It takes too much time: With a system and reusable materials, effort decreases each year. Avoiding Scholarship Scams Beware of “easy,” “enter to win,” or sweepstakes-style scholarships—they often sell personal data. Real scholarships require effort and personalization. Role of Parents Parents should help with planning and identifying legitimate scholarships but not complete applications for students. Committees can detect when parents write essays. AI in Scholarship Applications Jocelyn warns against copy-pasting AI-generated essays. Her platform introduced TESS, an AI assistant for ethical guidance and support. Financial Aid Basics Submit FAFSA even if you think you won’t qualify; some colleges and states require it. Combine all sources—government aid, institutional aid, and private scholarships. For Current College Students Check with financial aid offices, academic departments, and organizations for scholarships available after freshman year. Entrepreneurial Journey Jocelyn turned her passion into a business by starting with a book, building an email list, and launching webinars. She emphasizes persistence and ignoring naysayers. Notable Quotes “I had to accumulate my way to getting college paid for—the mere mortals’ way to going to college without tons of debt.” “Most families want scholarships, but they get stuck in the overwhelm.” “There’s no big red easy button—but with clear steps, it feels less daunting.” “We’re saying no to the broken system… It takes, on average, 21 years to pay off student loans.” “With great power comes great responsibility—AI can help, but only if used ethically.” #SHMS #STRAW #BESTSee omnystudio.com/listener for privacy information.

Jocelyn Pearson. Purpose of the Interview The interview on Money Making Conversations Masterclass with Rushion McDonald and Jocelyn Pearson aimed to: Share Jocelyn’s journey of graduating debt-free by securing $126,350 in scholarships. Educate families on how to avoid student loan debt through her proven system, The Scholarship System. Dispel myths about scholarships and provide actionable steps for parents and students. Key Takeaways Scholarship System Approach Jocelyn developed a six-step process to simplify scholarship applications and avoid overwhelm. Focus on breaking the process into small, manageable steps rather than a vague “go get money” directive. Common Myths Debunked Too early or too late to apply: Start by junior year; it’s never too late—even college seniors can apply. Only perfect students or low-income families qualify: Many scholarships don’t require high GPA or athletic ability. All good scholarships are gone: Smaller, local scholarships ($500–$5,000) add up over time. It takes too much time: With a system and reusable materials, effort decreases each year. Avoiding Scholarship Scams Beware of “easy,” “enter to win,” or sweepstakes-style scholarships—they often sell personal data. Real scholarships require effort and personalization. Role of Parents Parents should help with planning and identifying legitimate scholarships but not complete applications for students. Committees can detect when parents write essays. AI in Scholarship Applications Jocelyn warns against copy-pasting AI-generated essays. Her platform introduced TESS, an AI assistant for ethical guidance and support. Financial Aid Basics Submit FAFSA even if you think you won’t qualify; some colleges and states require it. Combine all sources—government aid, institutional aid, and private scholarships. For Current College Students Check with financial aid offices, academic departments, and organizations for scholarships available after freshman year. Entrepreneurial Journey Jocelyn turned her passion into a business by starting with a book, building an email list, and launching webinars. She emphasizes persistence and ignoring naysayers. Notable Quotes “I had to accumulate my way to getting college paid for—the mere mortals’ way to going to college without tons of debt.” “Most families want scholarships, but they get stuck in the overwhelm.” “There’s no big red easy button—but with clear steps, it feels less daunting.” “We’re saying no to the broken system… It takes, on average, 21 years to pay off student loans.” “With great power comes great responsibility—AI can help, but only if used ethically.” #SHMS #STRAW #BESTSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

State government is flush with efforts to study everything from the state's incarceration rates to how the new men's prison might impact programming. Jean Hunhoff and Linda Duba offer a big-picture look at how the state funds corrections.

When the next General Assembly goes into session in January, the House of Delegates committees will have more Democrats and fewer Republicans. Michael Pope explains. 

November 14, 2025 ~ Butch Hollowell, lead of Mary Sheffield's transition team, joins Chris, Lloyd, and Jamie to discuss mayor-elect Mary Sheffield announcement to form 18 policy committees to support the Rise Higher Detroit transition effort. Photo: Mandi Wright ~ USA TODAY NETWORK Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Pharmacy and Therapeutics (P&T) committees historically operated at the individual hospital level but have evolved into enterprise-wide governance programs due to health system expansion, unprecedented clinical and financial complexity of care, and the emergence of high impact and novel therapeutics. To address this, the Vizient Center for Pharmacy Practice Excellence convened an expert panel that concluded health system enterprise P&T committees are uniquely positioned to balance clinical value with financial stewardship and minimize practice variation. They issued best practice considerations representing a dynamic framework designed to evolve alongside emerging therapies, evolving technologies, and the ongoing transformation of health systems. Joining us today are two members of the expert panel. We have Connor Hanrahan, AVP, enterprise pharmacy services, medication outcomes and stewardship with Intermountain Health and Prabashni Reddy, who at the time of the panel was the executive director of medication use and policy at Mass General Brigham.   Guest speakers:  Prabashni Reddy, RPh, PharmD, MMedSc (former) Executive Director of Medication Use and Policy Mass General Brigham Connor Hanrahan, PharmD, MHA, MS, BCPS, CPHQ AVP, Medication Policy, Outcomes, and Stewardship Intermountain Health, Enterprise Pharmacy Services Host: Kerry Schwarz, PharmD, MPH   Senior Clinical Manager, Evidence-Based Medicine and Outcomes  Center for Pharmacy Practice Excellence (CPPE)   Show Notes:  [01:02-03:38] The value Prabashni and Conor saw in joining the expert panel [03:39-05:33] What Prabashni and Conor learned from interactions during the expert panel  [05:34-10:55] Intriguing actionable enterprise P&T program insights panelists brought to the table that listeners can use [10:56-14:01] Use of criteria and principles to create successful and broadly applicable best practices [14:56-16:00] How our listeners can put this panel's best practices into action   VerifiedRx Listener Feedback Survey: We would love to hear from you - Please click here   Subscribe Today! Apple Podcasts Spotify YouTube RSS Feed

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Bill Clinton continues to dodge a formal deposition about his ties to Jeffrey Epstein despite having ample time for public appearances, marathons, and speeches. The same lawmakers who claim that “no one is above the law” have shown no urgency in questioning the former president who welcomed Epstein to the White House seventeen times, accepted his seed money for the Clinton Foundation, and invited Ghislaine Maxwell to his daughter's wedding. While they posture about accountability, their silence and inaction reveal a political double standard that shields their own. Clinton's carefully managed image — complete with polished smiles and “I don't recall” evasions — remains intact because those in power prefer the illusion of justice to the risk of truth.The spectacle has become political theater. Committees hold hearings, the media offers soft profiles, and the powerful continue to protect each other while victims are left waiting for real answers. Clinton's absence from the witness chair is more than an oversight — it's proof that justice in America operates on a sliding scale determined by status and influence. Every public event he attends is a reminder that accountability is optional for the elite, and every unasked question deepens the rot at the core of the system that claims to serve justice but exists only to preserve power.to contact me:bobbycapucci@protonmail.com

In this key conversation, Dave Thomas Foundation for Adoption President & CEO Rita L. Soronen maps out a modern playbook for governing with purpose while sustaining momentum after years of change. She begins with the Dave Thomas legacy—not as a branding exercise, but as a lived journey that shaped a national public charity with a singular focus: permanency for children in foster care. “If you can do one good thing in life,” Rita reflects, “the fact that he created two iconic brands—the Wendy's Company and the Dave Thomas Foundation for Adoption—is just remarkable.” That origin story still informs board design, revenue strategy, and leadership cadence today. The throughline for governing is respect for leaders' time and a culture where advice is welcomed, staff are empowered to execute, and collaboration fuels outcomes for children and families.Rita details a deliberately blended board: seats for Wendy's C-suite leaders (tone from the top), franchisees who steward restaurant-level campaigns, Thomas family members, and public members—researchers, policy experts, legal leaders, and child welfare practitioners—who bring depth to complex decisions. The result is governance that can guide a mission working at local, state, and federal levels without being mistaken for a corporate foundation. “We want donors to see a public charity doing serious work,” she notes, “and not assume we're fully funded by Frosty sales.”Her approach to engagement is disciplined and human. Board meetings are two in-person and two virtual per year, each paired (for the in-person sessions) with intentional social time to build trust. Meetings themselves are crisp—two and a half hours—because the real work happens in committees that meet quarterly, report out, and keep decisions moving. Between meetings, Rita runs a high-touch communication rhythm: January one-on-ones with every director, timely updates to the executive committee, and monthly check-ins to prevent surprises.On fundraising, she favors shared responsibility over quotas: franchisee-driven campaigns; a gala at Wendy's convention; personal giving from all members; and thoughtful introductions to new corporate and individual partners. Equally important is recognizing non-monetary value—when a board member's policy expertise or research acumen is as catalytic as a major gift.Finally, Rita describes their operational maturity: a formal platform (Nasdaq Boardvantage) for materials; a consent agenda; predictable deadlines; and smart seasonality—virtual meetings in December and June to avoid travel disruptions.#TheNonprofitShow #BoardGovernance #AdoptionFind us Live daily on YouTube!Find us Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits! 12:30pm ET 11:30am CT 10:30am MT 9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Bill Clinton continues to dodge a formal deposition about his ties to Jeffrey Epstein despite having ample time for public appearances, marathons, and speeches. The same lawmakers who claim that “no one is above the law” have shown no urgency in questioning the former president who welcomed Epstein to the White House seventeen times, accepted his seed money for the Clinton Foundation, and invited Ghislaine Maxwell to his daughter's wedding. While they posture about accountability, their silence and inaction reveal a political double standard that shields their own. Clinton's carefully managed image — complete with polished smiles and “I don't recall” evasions — remains intact because those in power prefer the illusion of justice to the risk of truth.The spectacle has become political theater. Committees hold hearings, the media offers soft profiles, and the powerful continue to protect each other while victims are left waiting for real answers. Clinton's absence from the witness chair is more than an oversight — it's proof that justice in America operates on a sliding scale determined by status and influence. Every public event he attends is a reminder that accountability is optional for the elite, and every unasked question deepens the rot at the core of the system that claims to serve justice but exists only to preserve power.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

Bill Clinton continues to dodge a formal deposition about his ties to Jeffrey Epstein despite having ample time for public appearances, marathons, and speeches. The same lawmakers who claim that “no one is above the law” have shown no urgency in questioning the former president who welcomed Epstein to the White House seventeen times, accepted his seed money for the Clinton Foundation, and invited Ghislaine Maxwell to his daughter's wedding. While they posture about accountability, their silence and inaction reveal a political double standard that shields their own. Clinton's carefully managed image — complete with polished smiles and “I don't recall” evasions — remains intact because those in power prefer the illusion of justice to the risk of truth.The spectacle has become political theater. Committees hold hearings, the media offers soft profiles, and the powerful continue to protect each other while victims are left waiting for real answers. Clinton's absence from the witness chair is more than an oversight — it's proof that justice in America operates on a sliding scale determined by status and influence. Every public event he attends is a reminder that accountability is optional for the elite, and every unasked question deepens the rot at the core of the system that claims to serve justice but exists only to preserve power.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Urge Governor to Veto Latest Wrongful Death Bill and Preserve Patient Access to Healthcarehttps://p2a.co/FEYuad4

In the newest episode of the Blue Ribbon College Basketball Podcast, hosts Chris Dortch—editor and publisher of Blue Ribbon College Basketball Yearbook—and Kevin Ingram—the radio voice of Vanderbilt men's basketball—discuss a variety of college basketball (and other) topics:• Blue Ribbon College Basketball Yearbook is shipping every day! If you still haven't ordered your essential companion to the 2025-26 season, go to blueribbonyearbook.com.• Kevin and Chris talk title contenders ahead of college basketball's opening day on Nov. 3.• Discussing an imaginary committee—or commissioner—proposed by friend of the show Fran Fraschilla that could help resolve many of college basketball's biggest issues.• Also, a real committee is formed by the NABC to help the NCAA Tournament selection committee. This is a big win for the tournament.All Blue Ribbon college basketball podcasts are available on Apple Podcasts and Spotify.You can also listen in your email client or click on the “Listen In Podcast App” link above to listen in your podcast player of choice. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit blueribbon.substack.com

In today's episode, we're unpacking an important yet often misunderstood component of effective publication planning: the Publication Steering Committee (PSC).We're joined by industry leaders Cindy Toste, Senior Director of Publications at GlaxoSmithKline, and Paul Ricigliano, Senior Director and Head of Oncology Global Publications at Daiichi Sankyo, Inc.Together, we explore what makes a PSC truly successful, from establishing clear governance and managing cross-functional dynamics to defining roles across medical affairs and clinical teams. Cindy and Paul also share real-world lessons on how to navigate disagreement, maintain momentum, and ensure decisions don't stall progress.Whether you're forming your first PSC or optimizing an existing one, this episode offers practical guidance on turning conflict into collaboration, and collaboration into meaningful publication outcomes.To join ISMPP, visit our website at https://www.ismpp.org/This episode is generously sponsored by Avalere Health.