Podcasts about Conley

Walking is something most of us take for granted. We do it to get from A to B, we track our steps on our phones, we might even use it as a bit of exercise. But what if walking is far more than that? What if, quite literally, your life depends on it? Dr Courtney Conley is an internationally recognised authority on foot mechanics and gait dynamics and the founder and creator of Gait Happens, which provides evidence-based foot education for athletes, movement professionals, and regular humans like you and me. She has over 25 years' worth of clinical experience, and has worked with a wide variety of organisations, including New York Yankees, New York Giants and The San Francisco 49ers. Her first book Walk: Your Life Depends On It is a fantastic read, officially comes out on May 5th, 2026 and is available for pre-order right now. In our conversation, we discuss why walking should be considered a physiological necessity, potentially on a par with sleeping and breathing, why Courtney believes that our feet are the most neglected part of our bodies and how modern footwear has put fashion ahead of function, with some serious unintended consequences. We also discuss why our big toe might be the most important joint in our body, how our walking speed can predict our future health, and why even a small increase in daily steps can dramatically reduce your risk of cancer, dementia and depression. Throughout our conversation, Courtney shares plenty of practical advice, such as simple foot assessments you can do at home, easy exercises to build strength and mobility, and a clear framework for choosing better footwear for yourself and your children. Courtney wants to help as many people as possible reclaim the true function of their feet. Her message is one of hope and empowerment and I am quite sure that this conversation will give you a different perspective about the importance of walking and inspire you to start taking a bit more care of your feet. Support the podcast and enjoy Ad-Free episodes. Try FREE for 7 days on Apple Podcasts https://apple.co/feelbetterlivemore. For other podcast platforms go to https://fblm.supercast.com. Thanks to our sponsors: https://vivobarefoot.com/livemore https://onepeloton.co.uk https://thewayapp.com/livemore   Show notes https://drchatterjee.com/629   DISCLAIMER: The content in the podcast and on this webpage is not intended to be a substitute for professional medical advice, diagnosis, or treatment. Always seek the advice of your doctor or qualified healthcare provider. Never disregard professional medical advice or delay in seeking it because of something you have heard on the podcast or on my website.

Send a textPeaches goes full savage on the Air Force soap opera. From the tragic news of CMSAF Flosi's loss, to General Allvin's early retirement, to Wilsbach's DEI flip-flops and obsession with uniforms—this episode is a rollercoaster of military drama and unfiltered hot takes. Expect snark about fat generals, the “broken windows” theory of PT standards, political rumors about Trump donors, and why Peaches thinks General Minihan is the warrior the Air Force actually needs. If you thought the Pentagon was boring, buckle up—this is the no-BS breakdown you didn't know you needed.⏱️ Timestamps: 00:00 – Peaches solo takeover and warm-up rant 02:05 – Tragic news: CMSAF Flosi's family loss 04:31 – AFA conference chaos and leadership shifts 07:19 – General Allvin retires early (no one's sad) 09:26 – Wilsbach vs. Boussier: ego battle royale 11:49 – 4-stars cashing out with defense contractors 14:12 – Wilsbach's bio and Pacific pivot cred 18:36 – Ring camera distractions and Pacific ops talk 22:47 – Patch-wearer credentials and assignments rundown 25:04 – Chief Wolfe's background and power pair with Wilsbach 27:02 – Policies, controversies, and uniform obsession 31:03 – Broken windows, fat Airmen, and Giuliani comparisons 35:26 – Political rumors, DEI baggage, and Trump connections 40:17 – Peaches' own run-ins with Wolfe (fat Tony saga) 45:00 – Security Forces “spec ops” claim and eye rolls 47:12 – Better options for CSAF: Minihan, Spain, Conley 49:24 – Minihan's savage memo: “Aim for the head” 53:24 – Risk-averse DoD vs. Minihan's kill-bad-guys mindset 55:43 – Wrap-up and member merch reminder

Gina Conley is the founder of MamasteFit, a perinatal fitness training company that supports women throughout pregnancy, birth, and beyond.  She is also the author of, "Training for Two," a book on how to use prenatal fitness to support a strong and pain-free pregnancy. Learn more at https://mamastefit.com    

Text:  Genesis 26:1-35   The Presence of God in Our Suffering (Gen. 26:1-5) A famine threatens Isaac and his family. God reaffirms His covenant to Isaac and promises His presence.   The Presence of God in Our Sin (Gen. 26:6-11) Isaac deceives Abimelech about his wife being his sister. Isaac is confronted in his sin, and God protects him.   The Presence of God in our Successes and Struggles (Gen. 26:12-35) God prospers Isaac in wealth and harvest in the land of the Philistines despite opposition from others. Isaac builds an altar of worship to God as God rehearses His promise to Isaac and reminds him of His presence. Abimelech recognizes that Isaac is blessed by God and establishes a treaty with him. Esau's life serves as a warning as he becomes a source of bitterness for his family.   Life Application We are not doomed to repeat our parent's sins. We will be tempted to repeat our parent's sins.  We must walk by faith in Christ, knowing that He will be with us.

Have you ever needed more from God than you first received?In this message from Mark 8, Pastor Harrison walks through the story of the blind man who needed a second touch and shows how spiritual clarity often comes in stages. Be encouraged to confess what you cannot see, trust Jesus through the process, and follow Him fully as He continues His work in you.

Dan Barreiro opens the show with new (old!) Wolves guard Mike Conley making his return to the show! Conley discusses the crazy few days around the trade deadline and how happy he is to have made it back to the Wolves. Dan and Gaardsy also review the epic women's hockey gold medal game with the USA scrambling to come out with the gold.

Dan Barreiro opens the show with new (old!) Wolves guard Mike Conley making his return to the show! Conley discusses the crazy few days around the trade deadline and how happy he is to have made it back to the Wolves. Dan and Gaardsy also review the epic women's hockey gold medal game with the USA scrambling to come out with the gold. See omnystudio.com/listener for privacy information.

Dan Barreiro opens the show with new (old!) Wolves guard Mike Conley making his return to the show! Conley discusses the crazy few days around the trade deadline and how happy he is to have made it back to the Wolves. Dan and Gaardsy also review the epic women's hockey gold medal game with the USA scrambling to come out with the gold. See omnystudio.com/listener for privacy information.

What if the very systems designed to protect maternal health are actually silencing the voices that matter most? Neshé Conley discovered this truth through her own traumatic birthing experiences and transformed her pain into a groundbreaking approach to public health data collection that's changing how we understand and address Black maternal health.   Resources ▶️ Website https://PublicHealthEntrepreneurs.com ▶️ Stay connected. Subscribe to our email list

Texts:  Genesis 25:19-34; Romans 9:6-16; Hebrews 12:15-17   God's Miraculous Grace (Gen. 25:19-21) God's promise of continues as He answers Isaac's prayer for children. God's miraculous grace is displayed in giving Isaac and Rebekah children in the midst of years of barrenness.   God's Electing Grace (Gen. 25:22-28; Rom. 9:6-16) In this passage, there are two sons with two predetermined destinies. God chooses who will be His own – not based on human merit, but solely by His grace. The doctrine of election eliminates pride, encourages gratitude, and propels evangelism.   God's Warning Grace (Gen. 25:29-34; Heb. 12:15-17) Esau sells his birthright for a meal in the backdrop of Jacob's deception. This serves to warn us against trusting our own deceitful desires for the instant gratification of our flesh.

What kind of faith actually moves the heart of God?In this message, we contrast empty religious tradition with the bold, persistent faith of a woman who refused to give up. As we walk through Mark 7, we're reminded that real faith hears about Jesus, comes to Him, asks specifically, refuses to quit, worships sincerely, and takes Him at His Word.

What if the very systems designed to protect maternal health are actually silencing the voices that matter most? Neshé Conley discovered this truth through her own traumatic birthing experiences and transformed her pain into a groundbreaking approach to public health data collection that's changing how we understand and address Black maternal health.   Resources ▶️ Website https://PublicHealthEntrepreneurs.com ▶️ Stay connected. Subscribe to our email list

Text:  Genesis 25:1-18   God Ordains Our Habitations (Gen. 25:1-11) God's providence extends over all peoples and all locations. God sovereignly places us in history and in our surroundings for His purposes (Acts 17:24-28).   God Ordains Our Generations (Gen. 25:12-18) God ordains the generations of all peoples, and His providence extends to the hardships we endure. The generations in Genesis all point to Christ, the final fulfillment and Abraham's promised seed who would bring salvation.

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Minnesota Timberwolves bringing back Mike Conley; How does the Timberwolves rotation look after the addition of Ayo Dosunmu and Conley's return; Timberwolves fallout from the NBA Trade Deadline; Plus other Timberwolves feedback on Flagrant Howls and more!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Minnesota Timberwolves bringing back Mike Conley; How does the Timberwolves rotation look after the addition of Ayo Dosunmu and Conley's return; Timberwolves fallout from the NBA Trade Deadline; Plus other Timberwolves feedback on Flagrant Howls and more!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Wolves Trade For Ayo Dosunmu: 2:59Mike Conley: 11:41Giannis False Alarm: 25:10Western Conference Outlook: 31:55Kwesi Fired: 46:58PGA One and Done: 55:51 DOWNLOADSUBSCRIBERATEREVIEWBLESS UP Follow US:IG @please_understand_podcastTwitter @MNPUpodcastTikTok @pleaseunderstandpod

Plus, campaign finances and updates in other races One of the seven declared candidates to challenge Rep. Mike Lawler has ended his campaign. John Sullivan, a former FBI official who lives in Rockland County, said on Instagram on Jan. 30 that he is no longer in the race for the Democratic nomination to oppose Lawler, the Republican incumbent who represents District 17, which includes Philipstown. Those still seeking the Democratic nomination are John Cappello, a Rockland native and former defense attaché at the U.S. embassies in Israel and Serbia; Peter Chatzky, a tech company founder and village trustee in Briarcliff Manor; Cait Conley, a West Point graduate from Orange County and former director of counterterrorism for the National Security Council; Beth Davidson, a Rockland County legislator; Effie Phillips-Staley, a Tarrytown trustee who is a nonprofit executive; and Mike Sacks, a lawyer and former TV journalist from Westchester. Jessica Reinmann, who founded the nonprofit 914Cares in Westchester County, dropped out in November. Rep. Pat Ryan, whose district includes Beacon, has endorsed Conley. Among the candidates, Chatzky reported having $5.5 million in campaign funds as of Dec. 31, although he has loaned his committee $5.75 million. Conley had $1.2 million and Davidson $738,000. The other three candidates reported having less than $30,000 each on hand. To appear on the June 23 primary ballot, candidates must submit at least 1,250 signatures of registered voters in the district on a nominating petition by April 6. House District 18 Ryan, a Democrat, has one challenger so far. Sharanjit Thind registered with the Federal Elections Commission last fall to run as a Republican for the District 18 seat. In his most recent campaign finance filing, through Dec. 31, he said he had not raised or spent more than $5,000. Ryan reported having $2.5 million. According to his LinkedIn profile, Thind is the founder and CEO of NuWay Media Group, a Manhattan-based marketing firm, and was a Nassau County human rights commissioner from 2012 to 2018. He grew up in a Sikh family in Kapurthala, Punjab, India, and holds an MBA and a postgraduate diploma in journalism. Putnam County Kevin Byrne, a former state legislator, is completing his first, 4-year term as county executive after running unopposed in 2022. On Jan. 22, Brett Yarris, a Democrat who ran unsuccessfully in November for a seat on the county Legislature, filed with the state Board of Elections to challenge Byrne. In a statement, Yarris said that his filing is "simply an exploratory committee and an official decision has not yet been made" about whether he will run. Yarris campaigned last year to represent District 5, which includes the hamlet of Carmel and part of Lake Carmel, but lost to Jake D'Angelo, who won 53 percent of the vote. D'Angelo had earlier defeated incumbent Greg Ellner in the Republican primary with 63 percent of the vote. According to his campaign website for the Legislature seat, Yarris is the founder and CEO of The Behavior Movement, a special-needs fitness company, and Football Behavior, an analytics platform. He also serves as vice chair and treasurer of the Putnam County Soil & Water Conservation District board. Byrne has about $119,000 on hand, according to a campaign finance report filed with the state. State Senate Two Democrats, Lisa Kaul and Evan Menist, have filed to challenge Republican incumbent Rob Rolison, who is seeking a third term in the 39th District, which includes Beacon and Philipstown. If necessary, a primary vote would be held on June 23. Ryan has endorsed Kaul. The challengers each had about $22,000 in campaign funds as of Dec. 31, and Rolison reported $15,000. State Assembly No one has filed with the Board of Elections to challenge Dana Levenberg, whose district includes Philipstown, or Jonathan Jacobson, whose district includes Beacon. Both are Democrats.

Zeteo’s Mehdi Hasan stops by to talk about Trump’s latest plot to rig the midterms.Then we’ll speak with Cait Conley about her run in New York’s 17th district, where she’s hoping to flip this swing seat and unseat Congressman Mike Lawler.See omnystudio.com/listener for privacy information.

Introduction: Host Michael Rand starts with the Wolves trade of Mike Conley. Is this just a salary dump of a once-useful player, or is it a precursor to a blockbuster move for Giannis Antetokounmpo before Thursday's NBA trade deadline? Rand gets into that as well as an ode to Conley. 8:00: Star Tribune columnist Chip Scoggins joins on a number of subjects, including Derek Falvey's departure from the Twins as well as the Vikings' path forward. 34:00: A listener wants more attention paid to one local team, and he's not wrong.

The Chicago Bulls are officially the MOST ACTIVE team at the NBA Trade Deadline… and they're not done yet.

Agradece a este podcast tantas horas de entretenimiento y disfruta de episodios exclusivos como éste. ¡Apóyale en iVoox! Analizamos los traspasos de Harden, Garland, Vucevic, Simons, Jaren Jackson Junior, Ivey, Conley, Huerter y compañía de la pasada noche y comentamos los diez partidos de la noche NBA del Miércoles en una nueva edición de DesayuNBAndo en exclusiva para fans.Escucha este episodio completo y accede a todo el contenido exclusivo de NBAdictos. Descubre antes que nadie los nuevos episodios, y participa en la comunidad exclusiva de oyentes en https://go.ivoox.com/sq/584844

30 días gratis de Prime Vídeo en este enlace: https://primevideo-eu.pxf.io/Oe2qKZ ¿Quieres anunciarte en este podcast? Mándanos un email a massiveballoficial@gmail.com Accede al grupo de O.G's, porras, y muchas otras ventajas: - Patreon: https://www.patreon.com/massiveball Redes sociales: - Tik Tok: https://www.tiktok.com/@massiveball2?lang=es - Instagram: https://www.instagram.com/massiveball_reels/ - Twitter: @massiveball https://x.com/MassiveBall - Youtube: https://www.youtube.com/@Massiveball_canal_youtube Liga Fantasy Biwenguer: https://biwenger.as.com/join/p9LZmSm7CSJC?utm_source=massiveball&utm_medium=socialmedia&utm_campaign=massiveball-25-26 Número de teléfono Línea Caliente: +34 621 09 32 04 Web: https://podcastmassiveball.com

30 días gratis de Prime Vídeo en este enlace: https://primevideo-eu.pxf.io/Oe2qKZ ¿Quieres anunciarte en este podcast? Mándanos un email a massiveballoficial@gmail.com Accede al grupo de O.G's, porras, y muchas otras ventajas: - Patreon: https://www.patreon.com/massiveball Redes sociales: - Tik Tok: https://www.tiktok.com/@massiveball2?lang=es - Instagram: https://www.instagram.com/massiveball_reels/ - Twitter: @massiveball https://x.com/MassiveBall - Youtube: https://www.youtube.com/@Massiveball_canal_youtube Liga Fantasy Biwenguer: https://biwenger.as.com/join/p9LZmSm7CSJC?utm_source=massiveball&utm_medium=socialmedia&utm_campaign=massiveball-25-26 Número de teléfono Línea Caliente: +34 621 09 32 04 Web: https://podcastmassiveball.com

The episode explores how three co-founders of Building Leaders—Dr. Kalpana Rao, Kyle Conley, and Jennifer Dubey—are reimagining school leadership by centering lifelong learning, psychological safety, and global perspectives for principals who are often “one of one” in their buildings. They trace personal journeys through classroom teaching, turnaround schools, global education, burnout, and recovery to highlight the need for more holistic definitions of success for leaders and students, beyond test scores and rigid accountability systems. The conversation surfaces post-COVID challenges like sustainability, staffing crises, and rising student needs, and shows how Building Leaders creates peer communities, reflective school visits, and coaching to reduce isolation and elevate the expertise of current practitioners. Throughout, they argue for structural shifts—shared leadership models, ongoing coaching, and deeper community engagement—so principals can lead with vulnerability, purpose, and balance instead of exhaustion and compliance.​

Text:  Genesis 24:1-67   Faith in God's Promise Renewed (Gen. 24:1-9) Abraham rehearses God's promise and blessing to his family. Abraham sends his trusted servant on a mission to find a wife for his son Isaac so that his family will multiply.   Faith in God's Promise Represented (Gen. 24:10-27) Abraham's servant displays great faith in the providence of God to enable him to find a wife for Isaac. God displays His steadfast love and faithfulness by answering the servant's prayer of faith.   Faithfulness of God's Promise Revealed (Gen. 24:28-60) God proves faithful to His promise to provide a wife for Isaac. Rebekah displays her trust in the Lord by leaving everything behind to follow God's will.   Faith in God's Promise is Rewarded (Gen. 24:61-67) God rewards the faith of his people and advances His covenant. Isaac rejoices in God's promise being fulfilled and takes Rebekah to be his wife.

What happens when you bring your deepest need to the feet of Jesus?In this message from Mark 5, Pastor Bayless Conley shows how Jesus has authority to heal the soul, restore the body, and bring life where there seems to be no hope. Be encouraged to come to Him in faith and trust His power to meet you right where you are.

In this powerful episode of The MisFitNation, host Rich LaMonica welcomes U.S. Army Veteran Cait Conley—a West Point graduate, Bronze Star recipient, counterterrorism leader, and candidate for Congress in New York's 17th District. A fourth-generation Hudson Valley native from working-class roots, Cait felt her calling to serve on September 11th while still in high school. That moment led her to the United States Military Academy at West Point, where she graduated in the top 2% of her class, later earning advanced degrees from MIT and Harvard. Cait served 16 years on active duty, deploying overseas six times to places like Iraq and Afghanistan and earning three Bronze Stars for exceptional leadership and performance in combat operations. After the military, her service continued at the highest levels of government—as Director of Counterterrorism on the National Security Council, at CISA, and working directly with Congress to protect America's national security, critical infrastructure, and democratic institutions. Now, Cait is once again answering the call—this time running for Congress to continue serving the people of her community and country. This episode dives deep into leadership, service, national security, sacrifice, and why veterans matter in public office.

In this episode of Uncover the Human, Phil Conley reminds us that even the most buttoned-up industries—fintech, B2B marketing, e-commerce payments—are still powered by human beings who long for connection, joy, and authenticity. Phil shares how he infuses creativity into spaces where it's least expected, from bringing game-show legends to trade-show booths to designing experiences that spark delight instead of sales fatigue. His approach proves that when people feel safe to laugh, play, and express themselves, they drop their guard—and that's where real relationships and real business impact begin.Phil also dives into why authenticity isn't just a personal ideal but a team game-changer. He talks about the power of leading with empathy, embracing diverse strengths, and creating environments where ideas can flow without judgment. As the conversation expands into AI, trust, and the future of work, Phil brings it all back to one truth: people buy from—and are moved by—other humans. If you want to hear how creativity, humanity, and strategy come together in unexpected ways, this episode will inspire you to rethink what's possible in your own work.

Bishop Conley visited our school for the special Eucharistic Procession and All School Mass during our Catholic Schools Week celebration.

What kind of soil is your heart right now?In this message, Pastor Harrison Conley teaches from Mark 4, showing how what we hear shapes who we become and how Jesus is both the One who sows the Word and the Savior who speaks peace in the storm. Be encouraged to listen closely, guard your heart, and trust the sovereign power of Christ in every season.

The Timberwolves lost all four games this past week, in extremely frustrating fashion, be it not making one more play, or virtually no showing in the fourth quarter. Mike Conley has played one season too many and it's time for him to retire.facebook.com/timberwolvesexplosionX: @TwolvesExhttps://www.youtube.com/@paladinolive⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠tiktok.com/@paladino.live⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram: timberwolves_explosionThreads: timberwolves_explosionEmail: paladinolive@yahoo.com

Your feet hit the ground thousands of times a day—yet most people treat them like fashion accessories instead of foundations.Toe spacers. Barefoot shoes. Miracle insoles. Bunion fixes.Social media has turned foot health into a trend—but pain, plantar fasciitis, bunions, and heel issues keep rising.In this episode, we cut through the noise with Dr. Courtney Conley, one of the most trusted voices in foot health and human movement. We break down what's actually supported by biomechanics and evidence—and what's just well-marketed hope.This is a practical, no-nonsense conversation for people who are active, successful, and quietly frustrated that their feet keep holding them back.In this episode, we cover:How to spot foot health red flags that signal marketing—not real biomechanicsToe spacers: what they help, what they don't, and how to use them safelyBarefoot and minimalist shoes—who they help, who they hurt, and how to transition without injuryBunions: what can improve pain and function conservatively—and what usually won't reverseOrthotics: when they're smart, when they're a distraction, and how to pair them with real foot strengthPlantar fasciitis and heel pain: the highest-ROI strategies people overlookHeel spurs explained—and whether injections actually make senseWhy walking is a longevity skill, and the 3 foot metrics that matter most for lifeIf foot pain has been limiting your workouts, your walking, or your confidence in movement, this episode will change how you think about your feet—and your shoes.About the GuestDr. Courtney Conley is a foot and ankle specialist, educator, and co-founder of Gait Happens, a globally recognized foot health education platform. She specializes in biomechanics, gait analysis, injury prevention, and helping people build stronger, more resilient feet through evidence-based strategies. Dr. Conley is widely known for translating complex foot science into practical tools athletes, clinicians, and everyday people can actually use. Learn more about Dr. Courtney Conley and her work: https://gaithappens.comWe are two sports chiropractors, seeking knowledge from some of the best resources in the world of health. From our perspective, health is more than just “Crackin Backs” but a deep dive into physical, mental, and nutritional well-being philosophies. Join us as we talk to some of the greatest minds and discover some of the most incredible gems you can use to maintain a higher level of health. Crackin Backs Podcast

How do we respond when God moves right in front of us?In this message, Pastor Bayless walks through Mark 3 and sees how Jesus brings healing while confronting hardened hearts. As crowds gather and miracles happen, Scripture reveals the danger of resisting the work of the Holy Spirit and the call to keep our hearts soft, responsive, and open to what God wants to do.

Texts:  Genesis 23:1-20; 2 Corinthians 4:16-18   Facing the Sorrow of Sarah's Death (Gen. 23:1-2) Abraham mourns for the death of his wife. When death comes, we sorrow, but with hope in Christ's resurrection.   Hoping in God's Future Fulfillment (Gen. 23:3-20; 2 Cor. 4:16-18) Abraham purchased a burial plot in view of God's promise. We have the hope of our future inheritance in Christ that will be revealed in God's eternal glory.

Has organizational change redefined your job role? If it hasn't yet, it will at some point. Whether acknowledged or ignored, every organizational change at a company impacts you. This is broader than just layoffs and more employees under a single manager. What are the organizational changes we might see, and what can we do to stand out and stay the course? This week in episode 355 we're joined by guest Ryan Conley. Listen closely as we uncover different patterns of organizational change and provide practical tips to take action when those changes happen. Ryan helps us understand the corporate lifecycle and how to reframe this concept to understand where we are in the career lifecycle. You'll hear from Ryan's personal experience why the most resilient (and successful) technologists can identify and fill the gaps left after an organizational change whether that means working for a new boss, joining a different team, or changing job roles. Original Recording Date: 11-13-2025 Topics – Framing Our Focus on Organizational Change, Observations and Patterns, Defining the Career Lifecycle, When Colleagues Leave the Company, Layoff Resources, Working for a New Boss, Becoming Part of a Different Team, Shifting Job Roles or Job Level Changes, Parting Thoughts 2:58 – Framing Our Focus on Organizational Change Ryan Conley is a global field principal with 11p years of technical pre-sales experience. Before this, Ryan accumulated 13 years of systems administration in industries like education, finance, and consulting. In a recent episode of our show, guest Milin Desai compared organizations to living, breathing organisms that change. Nick posits that we don't always think changes at our company will or can affect us as employees, but they do. Ryan references Aswath Damodaran's writings about organizational change through the frame of a corporate lifecycle. We can relate by considering where our company might be in that lifecycle. As we experience the impacts of organizational change, Ryan encourages us to consider where we are in our career lifecycle. 4:19 – Observations and Patterns We see organizational change in different ways. What are some of the things Ryan has seen that he would classify as organizational changes? Let's take a step back, past the current headlines, and look at the wider industry. Companies are growing inorganically (through mergers and acquisitions) or organically through investments in R&D (research and development), for example. Ryan has worked with companies that grew by acquiring 2 new companies each year to give an example. When you're on the IT side of the acquiring company, there is a lot involved in the process like integrating e-mail systems, networks, and CRM systems. This process also involves getting 2 teams to work together. If one team needs to move from Office 365 to Gmail, it can be a big adjustment to employees' daily workflow. The acquiring and acquired companies may have the same or very different cultures. In some cases, a company will want to acquire others with similar cultures, while some may not be concerned about the culture and choose to focus on the intellectual property (products or services, knowledge of how to build or manufacture something, etc.) of the company to be acquired. Nick says the experience for people on the side of the acquiring company and that of the company getting acquired can be quite different. Nick worked in IT for a manufacturing company for about 9 years, and over the course of his time there saw the company acquire several other companies. Nick usually had to go assess technology systems of companies that were going to be acquired and figure out how to integrate the systems in a way that would best service the user base. From what Nick has seen, some employees from the acquired company were integrated into the acquiring company, while others were eventually no longer with the company. Anxiety levels about an acquisition may be different depending on whether you work for the acquiring company or the acquired company. “The people are just as much of the intellectual property of the company as, in many cases, the actual assets themselves. And in some cases, that culture just isn't a fit.” – Ryan Conley Ryan shares the example of someone he knew who left after another company acquired their employer because the culture was not a fit. Losing a key leader or a key subject matter expert after an acquisition could create a retention problem because others may want to follow them or start looking elsewhere. "So how do you protect the culture internally? How do you integrate a different culture in? But also, how do you kind of protect the long-term viability of the team as individuals, first and foremost, but then also the organization long-term? Depending on the intellectual property the acquiring company is after, we don't usually know the level of due diligence completed to understand the key resources or subject matter experts who must be retained for longer-term success. Ryan encourages to imagine being the CTO or VP of Research and Development at a specific company that is suddenly acquired. People in these roles drive the direction of the technology investment for their company today as well as years to come. After being acquired, these people might be asked to work in lower levels of leadership with different titles, which could result in “title shock” and require some humility to accept. This scenario is a leadership change that happens as a result of an acquisition, but we might see leadership changes outside of acquisitions. Some leadership positions get created because of a specific need, others are eliminated for specific reasons, and some get shifted down or changed. Each of these changes has a downstream impact on individual contributors. Ryan talks about the positive impacts of leadership changes and gives the example of when a former manager was promoted to senior manager and allowed that person to hire a manager underneath him. There isn't always internal mobility, but leadership changes could create these opportunities for individuals. Nick talks about the potential impact of a change in our direct boss / manager. If a boss who was difficult to work for leaves the company, getting a different boss could make a huge positive impact on our daily work lives. Similarly, we might have a great boss leave the company or take a different role, requiring that we learn to work for someone else who may operate very differently. Ryan tells us he has worked for some amazing leaders and says a leader is not the same as a manager. Ryan cites an example of getting promoted into a role that allowed him to have more strategic conversations about the focus of a team with his boss. We can choose to mentor members of our team so that when opportunities arise from structural change, they are equipped to seize those opportunities. Change can be viewed as an opportunity. A company's overall priorities may have changed. Shifting priorities may require a company to operate very differently than it has in the past, which can cause changes to people, processes, and technology. Nick references a conversation with Milin Desai on constrained planning from Episode 351. Milin encourages regularly asking the question “is this still how we want to operate?” The way a company or team operated in the past may not be the best way to do it in the future. Changes to operations may or may not create opportunities for our career. Ryan loves this mindset of reassessing, which could apply to the company, a team, a business unit, the technology decision, etc. “I love the mindset of ‘what was best, why did we do it, and why was it best then?' And then the follow up question is ‘is that still best today?' And it's ok if the answer is no because that leads to the next question – ‘how should we be doing it today…and why?'” – Ryan Conley, commenting on Milin Desai's concept of constrained planning Ryan talks about companies reassessing their core focus. We've seen some companies divest out of a particular space, for example. Nick says this reassessment could result in a decision to pursue an emerging market which could lead to the creation of a new business unit and new jobs / opportunities for people. It could also go in the other direction where the company decides to shut down an entire business unit. 15:30 – Defining the Career Lifecycle Going back to the analogy Ryan shared about corporate lifecycle, we can reframe this and look at the career lifecycle. “Where are you at in your individual career journey? Where are you at in that lifecycle?” – Ryan Conley People close to retirement may be laser focused on doing well in their current role and hesitant to make a change. Others earlier in the career may want to do more, go deeper, or be more open to making a change. Ryan recounts speaking to a peer who is working on a master's degree in AI. “With challenge comes opportunity, so do you want to try something new? And it's ok if the answer's no. But if there is an opportunity to try something new and you're willing to invest in yourself and in your company, I think that's worth considering.” – Ryan Conley We've talked to a number of former guests who got in on a technology wave at just the right time, which led to new opportunities and an entirely new career trajectory. Becoming aware of and developing expertise in emerging technologies can lead to new opportunities within your company (i.e. being able to influence the use of that technology within your company). “I think as technologists, whether you're a business leader over technology, whether you're day in / day out in technology as an individual contributor…emerging technology brings new challenges, just with a learning curve…. There's hard skills that have to be learned. You get beyond the education it's then also sharing with the peers around you…. So, what was best yesterday? Is it still best today? And tomorrow, we'll ask the question again.” – Ryan Conley Ryan says this goes back to our analogy. Should we be doing certain things manually now, or is it better to rely on tools that can help automate the process? If we go back for a second to Ryan's previous mention of integrating the technology stack for different companies, being part of the integration process might enable someone to learn an entire new technology stack. We might have to assess what is best between Google Workspace and Microsoft 365, for example, and develop the transition plan to move from one to the other and perhaps even capture the business case for using both within a company. To Ryan, this is an example of seeing a problem or gap and working to fill it. “If you want to be just a long-standing contributor to the team and your individual organization, I think it's worth calling out…those who stick around longer and get promoted faster are the ones who see a gap and they plug it.” – Ryan Conley Ryan shares a personal story about a co-worker who attended a Microsoft conference on their own dime. This person worked over a weekend to setup a solution that saved the team significant time doing desktop imaging. But then, Ryan's colleague took it a step further and trained the team on how to use it. Nick highlights the fact that we should remember to document our accomplishments to keep track of how we've changed as a result. We can use this information when searching for new opportunities or even in conversations with our leader. 20:34 – When Colleagues Leave the Company Another form of organizational change we've seen is outsourcing specific business functions. Daniel Paluszek spoke about companies outsourcing functions outside of their core business in Episode 338. If IT is outside the core business, a company might decide to outsource it. It doesn't mean that's the right decision, but it could be a possibility. Companies may outsource other functions like HR and payroll as well to give other examples. If IT was internal and it gets outsourced, that is an organizational change and will affect some people. Similarly, insourcing a function which was previously outsourced will have an impact. Ryan has learned in the last few years that some people are more adaptable to change than others. “And it's not just looking at the silver lining. It's recognizing the change. Maybe there's a why, and maybe there isn't a why. Or maybe the why hasn't been clearly articulated to you. Being able to understand, what does this mean to me…. As an organization do I still believe in them? Do I still believe in the technology as a technologist? Do I still enjoy the people I work with? Those are all questions that come up, but ultimately you have to decide…is this change I want to roll with? Is this change I don't want to roll with?” – Ryan Conley To illustrate, Ryan gives the example of a peer who left an organization after seeing a change they didn't like in order to shift the focus of their role from technology operations to more of a site reliability engineering focus. While this type of change that results in a talented individual leaving an organization can be difficult for teammates to accept and for a manager to backfill, these types of changes that are beneficial to someone's career should be celebrated. When we assess whether the changes made at a company are those we can accept and roll with, we can first make sure we understand what we are to focus on as individuals operating within the organization. We have an opportunity to relay that to other members of our team for the benefit of the overall team culture and to build up those who do not adapt to change well. Understanding organizational changes and what they mean for individuals may take repetition. While Ryan understands that he responds well to change, he remains empathetic to those folks to need to hear the message a few times to fully understand. Nick says we can learn from the circumstances surrounding someone leaving the company. For those we know, what interested them about taking a role at another company? Perhaps they took a role you've never thought about for yourself that could be something you pursue in the future. If a member of your team leaves the company, sometimes their role gets backfilled, and other times it may not. If the role is backfilled, you get to learn from a new team member. If not, the responsibilities of the departing team member will likely be divided among other team members. Though it would result in extra work, you could ask to take on the responsibility that would both increase your skill set and make you more valuable to the company. When Ryan worked for a hedge fund, the senior vice president left the company. This person was managing the company's backups. Ryan had experience in this area from a previous role at a consulting firm and volunteered to do it. Shortly after taking on this responsibility for backups, he found that restoring backups from tape and needing to order new servers posed a huge risk to the company in a disaster scenario (i.e. would take weeks to restore everything). Ryan was able to write up a business plan to address the business continuity risk and got it approved by the COO. “Being able to see a gap and fill it is the central theme, and that came from change.” – Ryan Conley Ryan says if you're willing to do a little more work, it is worth the effort to see a gap and work to fill it. 27:34 – Layoff Resources We acknowledged some of the byproducts of organizational change like layoffs and flatter organizations in the beginning of our discussion. We are not sidestepping the fact that layoffs happen, but that is not the primary focus of our discussion today. Here are a few things that may help if you find yourself being impacted by a layoff: First, know that you are not alone in experiencing this. “When a layoff hits, it's important to remember…it's extremely rare that that's going to be personal. Once it's firmly accepted, look for the opportunity in a forced career change. It's there.” – thought shared with us by Megan Wills Check out our Layoff Resources Page to find some of the most impactful conversations on the topic of layoffs on our show to date. We also have our Career Uncertainty Action Guide with a checklist of the 5 pillars of career resilience as well as reusable AI prompts to help you think through topics like navigating a recent layoff, financial planning, or managing your mindset and being overwhelmed. 28:43 – Working for a New Boss Let's move on to section 2 of our discussion. If you're still at a company after an organization change has happened, we want to talk through some of the ways you can take control, take action, and succeed. We want to share a thought from former guest Daniel Lemire as we begin this discussion: “Companies are the most complicated machine man has ever built. We build great machines to accomplish as set of goals, objectives, or outputs. The better you can understand the value the company delivers…the faster you can understand where you fit in that equation. If you don't understand where you contribute to that value, there's work to be done. That work may be on you, may be on your skills, or perhaps it's your understanding of where you fit into that equation.” – Daniel Lemire Let's say that you're impacted by an organizational change and will be working for a new boss. What can we control, and how to we make a positive impact? Ryan says we can be an asset to the team and support larger business goals by first giving some thought to who the new boss is as a person. Try to get to know them on a personal level. Ryan wants to get to know a new boss and be able to ask them difficult questions. Similarly, he wants a boss to be able to ask him difficult questions. Meeting a new boss face-to-face is ideal if that is possible, but this can be more difficult to arrange if your boss lives a large distance from you. Make sure you understand the larger organization's mission statement. As individual contributors, we may lose sight of this over time. “If that is important to the team and the culture, I think it's worth making sure you're aligned with that. I think it's worth understanding your direct manager's alignment toward that and then having that kind of fuel the discussions…. What are you expecting of me? Here are my expectations of you as my manager. Where do you see change in the next 6, 12, 18 months?” – Ryan Conley, on using mission to drive conversations with your manager A manager may not have all the answers to your questions. They could also be inheriting a new team. Ryan encourages us to ask how we can help our manager to develop the working relationship further. This is something he learned from a previous boss who would close every 1-1 with “is there anything else I can do to help?” Nick says a manager may be able to contextualize the organization's mission statement for the team and its members better than we can do for ourselves. For example, the mission and focus of the team may have changed from what it once was. A new manager should (and likely will) set the tone. Nick would classify Ryan's suggestions above as seeking to learn and understand how your new manager operates. Back in Episode 84 guest Brad Pinkston talked about the importance of wanting to know how his manager likes to communicate and be communicated with. This is about understanding your manager's communication preferences and can in some ways help set expectations. A manager may be brief when responding to text messages, for example, because they are in a lot of meetings. But if they tell you this ahead of time, it removes some assumptions about any hidden meanings in the response. Ryan gives the example of an executive who used to respond with Y for yes and N for no to e-mails when answering questions. We can also do research on a new boss in advance. We can look on LinkedIn to understand the person's background and work history. We can speak to other people inside the company to see what they know about the person. Ideally, get a perspective from someone who has worked for the manager in the past because a former direct report might be able to share some of the context about communication preferences and other lessons learned from working with that specific manager. We can also try to be mindful of how the manager's position may have changed due to organizational flattening. They may have moved from managing managers to having 15 direct reports who are individual contributors, for example. “Their time might be stretched thinner, and they're just trying to navigate this new leadership organizational change with you.” – Ryan Conley The manager may or may not have wanted the situation they are currently in. How is your boss measured by their boss, and how can you help them hit those metrics? You may not want to ask this in the first 1-1, but you should ask. Ryan suggests asking your boss what success looks like in their role. You can also ask what success for the team looks like in a year and what it will take to get there. Based on the answer, it might mean less 1-1s but more in depth each time, more independence than you want, or even more responsibility than you wanted or expected. Ultimately, by asking these questions, you're trying to help the team be more successful. We want our manager to understand that we are a competent member of the team. Understanding what success looks like allows us to communicate with our manager in a way that demonstrates we are doing a good job. Some of the time in our 1-1s with a manager will be spent communicating the things we have completed or on which we are actively working. We need to demonstrate our ability to meet deadlines, for example. Daniel Lemire shared this book recommendation with us – The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter. It's a great resource for new leaders but also excellent for individual contributors. Ryan tells us to keep track of our wins over the course of any given year (something that was taught to him) so we have it ready for performance reviews. He encourages keeping a journal that we start in January. Keep track not only of what you did but the outcomes your work delivered and the success metrics. For example, if you gave a presentation, note the number of people present. The company culture may have some impact on the language you need to use to word your accomplishments (i.e. using “I” statements). “I didn't want to be the only person who could do it. I'd rather learn it and then enable 5 other people to do it. And then those 5 people go do it, and that is a much bigger outcome.” – Ryan Conley, on the outcome of efforts at work and being a force multiplier Have a journal of the things you do at work that you update consistently. This could be screenshots, a written description, etc. “What are the metrics that you should be tracking? Mentally think about that because…when you have your annual review, you're going to miss something. You're going to miss a detail. You're going to miss an entire line item versus if you started in January and you just get into the practice of ‘I did this.' And then when you're having your first annual review with this brand-new manager, it's far easier to have a more successful conversation.” – Ryan Conley, on the importance of documenting our work in a journal somewhere Ryan reminds us it is ok to use generative AI tools to check our work. Use multiple different tools to get suggestions on how you might want to phrase the outcomes you delivered and the metrics you tracked. Nick says we should document our accomplishments as Ryan mentioned, but we should make sure we keep a copy of them so that we do not need to rewrite them from nothing in the event we are impacted by a layoff. If the journal containing all of your accomplishments is sitting in the corporate OneDrive or cloud storage, you will lose access to it when you leave the company. Be sure you have a disaster recovery plan for your accomplishments! The new boss is probably going to have team calls of some kind. While what you experience may vary from this, in Nick's experience the first time a manager hosts a call with their team they will share some career background, how they operate, and give team members some idea of what to expect. This kickoff team call usually happens before 1-1s begin. Listen really carefully when this first team call happens. Write down some questions you can ask the boss in that first 1-1 conversation. The manager will have to lead that first 1-1 conversation a little bit, but coming into it prepared with questions will be far easier than trying to think of questions in the moment. A simple follow up question Ryan suggests is how the manager wants to handle time off. Is there a shared team calendar, a formal process, carte blanche, specific blackout dates to be aware of, etc.? We can handle the simple things about how this new manager operates and what their values are early on in our working relationship. Ryan tells us he learned far too late to ask how managers handle promotion / raise / career growth conversations. One of Ryan's past managers scheduled a quarterly checkpoint to specifically talk about career growth items. Ryan was in charge of making the agenda in advance, and his manager would come prepared to talk about each agenda item. It's ok to ask for these regular career discussions. If your manager has a large team, these may be less frequent than otherwise. Ask the manager about the best way for both you and them to come into these discussions prepared. Nick likes the idea of an individual owning the agenda for these conversations. Nick tells us about a manager who sent out 1-1s to team members and provided a menu of options for the types of things that could be discussed during the 1-1 time in the body of the meeting invitation. It helps give people ideas for things to discuss but also lets them know the overall intention of the 1-1s. For the very busy manager, we could ask to use a specific 1-1 to talk about career-related items rather than in a separate meeting (if needed). Nick mentions a recent episode of Unicorns in the Breakroom Podcast in which Amy Lewis talks about using a shared document for 1-1s to hold an employee accountable for bringing agenda items and to document what transpired in previous conversations. Along the lines of trying to be helpful to a new manager, ask how they want to handle team calls when on vacation. Will team calls be cancelled when the manager is on vacation, or are they looking for team member volunteers to host these calls? This may be an opportunity to step up and do more if you want that, especially if you want to gain some leadership experience. Ryan tells us at one point he was a team lead, and part of his responsibility was leading team calls in his manager's absence. This involved leading the call, taking notes, and taking action on follow up items from the meeting. We should bring up time sensitive items to the boss quickly, especially if something needs attention. Communicate things that have a financial impact to the company (a subscription renewal, drop dead due date to exit a datacenter facility, point at which access to something will be lost, etc.). Do not assume your manager knows if you are unsure! Ryan recounts a story from earlier in his career when a CFO wanted a specific number of users added to the Exchange server. There were several cascading impacts of completing this task that went well beyond the scope of licensing and involved procuring more hardware. Ryan took the time to explain the implications. “This is a simple ask. You want the answer to be yes, but I'm going to give you more context…. There is a deadline. I want to make sure we hit it as a team, but there are some implications to your ask. I want to make sure you're fully aware.” – Ryan Conley, on giving more context to leadership Share what you have in flight and the priorities of those items. The new manager may want you to change the priority level on some things. 45:21 – Becoming Part of a Different Team You could end up working on a completely different team of peers as a result of organizational change. You might work on the same team as people you already know but might not. You may or may not work for the same boss. Ryan and Nick have experienced very large reorganization events and ended up in different divisions than they were previously. Ryan had a change of manager, change of a peer he worked closely with, and joined a new team of individuals reporting up to the same boss all at once. “A little bit of the tough lesson is you go into a bigger pond…. I think it's ok to take a moment and pause. For me, I had to kind of reassess and kind of figure out…what are these changes? What are the new best ways to operate within this new division so to speak? …within my team, no one on my prior team was on my team, so it was like this whole new world.” – Ryan Conley After this change, Ryan saw an opportunity to go deeper into technology and chose to take a different role. Ryan worked for a new (to Ryan at least) leader who was very supportive of his career goals. This leader helped Ryan through the change of roles. “If you do good work, even through change…if you're identifying gaps, you're filling it, you're stepping up where the team needs you to step up, you're aligning with the business direction to stay focused…I think there can still be good outcomes even if in the interim period you're not 100% happy.” – Ryan Conley If you don't know anyone on your new team, you have an entire set of people from which you can now learn. Does your job function change as a result of joining this new team? Make sure you understand your role and its delineation from other roles. Maybe you serve larger customers or work on different kinds of projects. Maybe you support the technology needs of a specific business unit rather than what we might deem as working in corporate IT. Maybe you focus on storage and high-level architecture rather than only virtualization. It could be a chance to learn and go deeper in new areas. Did the focus of the overall team change (which can trickle down and impact your job function)? Maybe you're part of a technology team that primarily manages the outsourced pieces of the technology stack for your company. So instead of working with just employees of your company you now work with consulting firms and external vendors. Ryan says we can still be intentional about relationships and he illustrates the necessary intentionality with the story behind his pursuit of a new role. Ryan was intentional about his desire to join a new team after the reorganization, but it didn't work out on the timeline he wanted. He remained patient and in constant, transparent communication with a specific leader who would eventually advocate for him with the hiring manager. Just doing our job can be difficult when we're in a challenging situation like a manager we do not get along with, trying to evolve with a top-level strategy change, etc. This can involve internal politics. Stay the course. Ryan tells us about a lesson he learned when interviewing for a new role he wanted. “Maybe be a little bit more vocal. Pat yourself on the back in a concise way. Again…go back to your journal, know your metrics, and stick by them.” – Ryan Conley, on interviewing and humility Nick says the intentionality behind building relationships applies to your relationship with your boss (a new boss or your current boss that has not changed). This also applies to new teammates! What are the strengths in the people you see around you? Who volunteers to help? Who asks questions when others will not? Ryan shares a story about 2 peers who on the surface seemed to disagree a lot but ended up making each other better (and smarter) by often taking opposing sides on a topic. When one of them left the company, the other person missed getting that perspective and intellectual challenge. Ryan suggests we pay attention to the personalities of team members and the kinds of questions they ask. If a specific teammate tends to do all the talking in meetings, find ways to enable others to speak up who have valuable perspectives but may be quieter. This at its heart is about upleveling others. We can do that when we join a new team, but we can also do this for former teammates by keeping in touch with them over time. This could apply to former teammates who still work at the same company as well as those who have left the company. Ryan tells us a story about when he first made the transition from working in IT operations to getting hired at a technology vendor in a very different role. “It's very different being face-to-face as a consultant, face-to-face as a vendor. And I had a buddy. He started going back 11 years almost to the day here. We were each other's lifeline…. He would have a bad day, and he would call me. Most of the time I was just there to listen…. And then the next week it was my turn, and I would call him…. So having a buddy in these change situations I think is a great piece of advice.” – Ryan Conley It can be easy to fall out of touch with people we no longer interact with on a daily or weekly basis. This takes some effort. We've met people who try to setup a 1-1 with someone in their professional network once every 1-2 weeks. Ryan has a tremendous amount of empathy for others who have recently had a child, for example. We can buddy up with specific professional or life experience and take the opportunity to learn from them. Ryan refers to building an “alumni network” of people you want to remain close with over time. While this helps build our own set of professional connections, we can do this by mentoring others as well (a chance to give back, which is usually much less of a time commitment than we think). Ryan has mentored a number of new college graduates and managed to keep up with their progress over time. Listen to the way he describes the career progression of his mentees and the long-term relationships it produced. We might be mentoring others (on our own team or beyond). This could act as relatable experience for a future role as a team lead or people manager, but highlighting this experience to your manager is something you should do in those career conversations. In those 1-1s with your manager you are asking how you are doing but also how you can do better. Sometimes that means doing more of something you have done in the past. Ryan reminds us that the journal is a tracking mechanism for specific actions and their impact. Whether it's mentoring or helping the manager with hiring or candidate evaluation, be sure to track it! There might be a gap in expertise on your team that you can fill (either because you have a specific skill or because you learned a new skill to fill that gap). When joining a new team, do some observing and stay humble before you declare there is a gap and that you are the one to fill it. Ryan says we can raise gaps with our manager. For example, maybe there is only one person on the team who knows how to do something. Could you pair with that person and cover them while they are on vacation? “I think it goes back to recognizing that you cannot learn it all and then revaluating…what do I need to learn? So, there's certain functions that you have to know how to do, and that's where your manager's going to help you set those expectations…. We're in technology, so as a technologist, what do you want to learn? What do you want to do more of? And that could be a gap that you see, and you have that conversation….” – Ryan Conley If there is not an opportunity at work to learn what you want to learn (i.e. your manager might not support you doing more of specific work, etc.), you can learn it on your own time and then re-evaluate longer term what you want to do. 59:46 – Shifting Job Roles or Job Level Changes We talked about this a little bit earlier. Maybe you stay an individual contributor, move into leadership, or change leadership levels entirely within an organization. Ryan talks about the new expectations when you change your daily role. There are expectations we put on ourselves and those expectations put on us by our leaders. There are both opportunities and challenges. Ryan shares that he has been approached in the past to lead a team, but when this has happened, he took the time to think through what he wanted (his career ladder, his motivations, and his desired focus). “Leading people is not something that I want to currently focus on. I know what I'm motivated by. I'm a technologist at heart. I want to keep learning, and I personally like the technology that I'm focused on right now. And it's not that leadership would necessarily remove technology entirely…. It's just it would be a different focus area. And I think in your career journey it's worth just kind of keeping tabs on where you're at in your career (the ladder of change that we keep mentioning, that lifecycle)…. Do you want to go up the ladder as part of your lifecycle and get into a management role? I think mentorship can be very fulfilling. I think leading people can be very fulfilling. But in my case, I've decided I still want to stay an individual contributor. There's still aspirations that I have there….It's ok to say no is really what I'm getting at…. Really think about the job that you're in at the company that you're in. What are the opportunities within? What motivates you? And stay true to that.” – Ryan Conley Ryan has said no to being a people leader as well as to technical marketing roles. He had a desire to get through the principal program. He encourages listeners to think about whether they would be happy in 1-2 years if they took a new role before making the final decision. Nick mentions the above is excellent when you have the choice to take a new role. But what if it's forced on you as the result of an organizational change? We can recognize where we are in the career lifecycle even if an organizational change places us in a new role that was not our choice. Make sure you understand what the new role is, and think about how you can align it with where you are in the career lifecycle (including the goals you have and the things you want). Nick had a manager who encouraged his team to align their overall life purpose to the current job role or assignment. In doing this, it will be easier to prevent intertwining your identity with your job or your company. We may have to put out heads down and just do the work for a while. But maybe there is an opportunity to align with the things you want and the type of work you want to do which is not immediately obvious. In this job market, if you are employed, be thankful and do a great job. Ryan hopes listeners can think back to an unexpected change that happened which led to new opportunities later. “Pause, recollect, align your focus with your new manager, align your focus with either the changing mission statement or the current mission statement…. What is fulfilling you personally (your own internal values)? If they are being conflicted, I think there's a greater answer to some of your challenges, but they're not being conflicted how can you be your best self in a company without the company being all of yourself? …The cultural identity of the workplace and the home can sometimes be a little too close, a little to intertwined…. Maybe you're just way too emotionally invested in your day job and it's just a good moment to reset…. What is your value system? Why? And then how can you be your best self in your workplace? And I think far too often we want to have our dream job…. ‘A dream job is still a job. There are going to be days when it is just a really difficult day because it's a really difficult job. It's still your dream job, but every job is going to have a difficult day.'” – Ryan Conley Every job will be impacted by some kind of organizational change multiple times throughout your career. 1:06:18 – Parting Thoughts Ryan closes with a funny anecdote about a person who worked on the same team as him that he never had the chance to meet in person. In this case, the person invested more in their former team than meeting members of their new team. Maybe a good interview question for those seeking new roles could be something about organizational changes and how often they are happening at the company. Ryan encourages us to lead with empathy in this job market and consider how we can help others in our network who may be seeking new roles. Ryan likes to share job alerts on LinkedIn and mentions it has been great to see the formation of alumni groups. “Share your rolodex. Help people connect the dots. And lead with empathy.” – Ryan Conley To follow up on this conversation with Ryan, contact him on LinkedIn. Mentioned in the Outro A special thanks to former guest Daniel Lemire and listener Megan Wills for sharing thoughts on organizational change that we were able to include in this episode! Ryan told us we can lead with empathy when helping others looking for work in this job market, but Nick thinks it's empathy at work when we're asking a new boss or team member how we can help. If you want to bring more empathy to the workplace, check out Episode 278 – Uncovering Empathy: The Greatest Skill of an Inclusive Leader with Marni Coffey (1/3) in which guest Marni Coffey tells us about empathy as her greatest skill. It's full of excellent examples. If you're looking for other guest experiences with organizational change, here are some recommended episodes: Episode 210 – A Collection of Ambiguous Experiments with Shailvi Wakhlu (1/2) – Shailvi talks about a forced change of role that was actually an opportunity in disguise Episode 168 – Hired and Acquired with Mike Wood (1/2) – Mike Wood's company was acquired, and the amount of travel went up soon after to increase his stress. Episode 169 – A Thoughtful Personal Sabbatical with Mike Wood (2/2) – Mike Wood shares another acquisition story that this time ended with him taking a sabbatical. Episode 84 -Management Interviews and Transitions with Brad Pinkston – Brad Pinkston shares what he likes to do when working for a new boss. Contact the Hosts The hosts of Nerd Journey are John White and Nick Korte. E-mail: nerdjourneypodcast@gmail.com DM us on Twitter/X @NerdJourney Connect with John on LinkedIn or DM him on Twitter/X @vJourneyman Connect with Nick on LinkedIn or DM him on Twitter/X @NetworkNerd_ Leave a Comment on Your Favorite Episode on YouTube If you've been impacted by a layoff or need advice, check out our Layoff Resources Page. If uncertainty is getting to you, check out or Career Uncertainty Action Guide with a checklist of actions to take control during uncertain periods and AI prompts to help you think through topics like navigating a recent layoff, financial planning, or managing your mindset and being overwhelmed.

In episode 157, we're joined by Hell Cat Cait Conley - a decorated combat veteran and national security expert running for Congress in New York's 17th District. From protecting our democracy to fixing what's broken in Washington, Cait shares why it's time for leaders who know how to get sh*t done.Resources:* Cait Conley for Congress Website* Hell Cats Website* Donate to Cait's Campaign:* ActBlue* Numero* Cait's Social Media:* Instagram* Facebook* X/Twitter* BlueskyConnect with USS:* Substack* Instagram* TikTok* YouTube* ThreadsThis episode was edited by Kevin Tanner. Learn more about him and his services here:* Website* Instagram This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.unitedshestands.com/subscribe

San Antonio Spurs vs. Minnesota Timberwolves NBA Pick Prediction by Tony T. Spurs vs. Timberwolves Injuries Vassell is out for San Antonio. Shannon is doubtful with Conley questionable for Minnesota. Recent Box Score Key Stats Spurs at Timberwolves 7PM ET—San Antonio is on a back-to-back after playing at Boston on Saturday night and winning 100-95. Minnesota is on a back-to-back after playing at Cleveland on Saturday afternoon and winning 146-134.

Episode 207: The Murder of Carlene ConleyIn March 2015, Paige Conley called 9-1-1 to report she had found her mother dead. When officers arrived, they found Paige covered in her mother's blood. Paige's statements as to what happened were ever changing, and soon the history of Paige's violence toward her mother was revealed. It wasn't until a trial in 2017 that the truth came out. US National Domestic Violence Resources: thehotline.org; Call 1800-799-7233, or text START to 88788 Tune in to this episode to learn more!Email us at: abouttime4tc@gmail.comFollow us on IG: about.time.for.true.crime.podLinktreeDon't forget to rate, follow, download, and tell a friend!Sources: 123456Evil Lives Here S14E06

What does it really mean to say that Jesus is King?In this message, Pastor Harrison Conley teaches through Mark 1 and introduces the Gospel as a bold declaration of Jesus' authority and reign. He unpacks how the arrival of King Jesus calls for repentance, faith, and a complete reordering of our lives around Him. Be encouraged to respond to the gospel not as information, but as a call to follow Jesus with full allegiance.

In this special short episode of Gangland Wire, Gary Jenkins presents a wild and largely forgotten chapter from Bob Cooley’s life—the former Chicago Outfit fixer, gambler, and lawyer whose career straddled the worlds of organized crime, corruption, and courtroom drama. Fresh off a long-form interview with Cooley, Gary pulls out a standalone story that feels almost too strange to be true: Cooley's first real legal case, involving the infamous Chicago martial arts cult figure Count Dante, self-proclaimed “Deadliest Man Alive.” The episode revisits 1970s Chicago, when Count Dante ran multiple dojos across the city and cultivated a fearsome public image. A rivalry with a competing martial arts school—the Green Dragon Dojo—boiled over into violence when Dante and his followers stormed the school armed with medieval-style weapons. The confrontation ended with one man dead, and Dante charged with murder. At the time, Bob Cooley wasn't even officially a lawyer yet—he had just taken the bar exam and was still working as a Chicago police officer. Despite that, Count Dante tracked him down, hired him on the spot, and insisted Cooley would be his attorney. What followed was a surreal two-year relationship involving Chicago nightlife, the Playboy Club and Mansion, mob figures, bar fights, and mounting public attention. When the case finally went to trial, the courtroom devolved into chaos as rival martial artists from both sides reenacted the violence with shouting, threats, and theatrical testimony. The judge, fed up with the spectacle, dismissed the case outright—instantly launching Bob Cooley's reputation as a lawyer who had “beaten” a murder charge. Get Bob Cooley’s book When Corruption Was King. Hit me up on Venmo for a cup of coffee or a shot and a beer @ganglandwire Click here to “buy me a cup of coffee” Subscribe to the website for weekly notifications about updates and other Mob information. To go to the store or make a donation or rent Ballot Theft: Burglary, Murder, Coverup, click here To rent ‘Brothers against Brothers’ or ‘Gangland Wire,’ the documentaries click here.  To purchase one of my books, click here. [0:00] Hey guys, this is a little shorty, uh, part of the long interview I did with Bob Cooley, former Chicago outfit, mob fixer, lawyer, uh, general man about town gambler been in, uh, not in witness protection, but he has been off the radar for several years and in hiding. He recently came back and he got hold of me and he wanted to come on the podcast. And you know, I’ve done one story about him, part of his story. This is another part of his story that’s kind of separate from everything else. It’s about a guy by the name of Count Dante. Now, he was kind of well-known in Chicago at the time back in the 70s. You’ll see some images of him in the show. He liked Bob. He got hold of Bob, and he wanted him to defend him. And Bob wasn’t even out of law school yet, but he wanted him to defend him. He had got in an argument with something called the Green Dragon Dojo. He had a dojo, and he had a whole bunch of dojos around town. [1:04] And he was pretty successful, but he built himself as a deadliest man alive. And this other dojo, they said something bad about him or something. I don’t know exactly how it started. So he took a crew of his and went over to the Green Dragon Dojo and kicked in the front door and went in. they had a big battle and they had maces and spears and, and a huge big fight. And somebody ends up getting killed in this fight. So they charged the count with murder and end up going to trial. Uh, Bob’s got, he’ll talk a little bit about it and, and, and his relationship with the count. They became good friends and he did a lot of stuff with the count over two years. It’s, uh, he didn’t say a lot, but, uh, enough to let you know that he and the count were, were pals for a while. In the end, Bob defends him. He’s just out of law school. It was first case, really first client, I think maybe. And they go to trial and, and both the prosecution puts on all their. [2:03] Prosecution witnesses, which are people of this Green Dragon dojo. And then Bob puts on the count and some of his people. And by the time they get done screaming and yelling and almost replaying this whole fight in the courtroom, the judge is so fed up with the whole thing that he just dismisses the whole case. And of course, when the count, he goes around telling everybody how Bob Cooley helped him beat a murder case. And from then on, you know, that’s the start of his reputation as a lawyer so it’s a it’s a hell of a story i’ll tell you that right now it’s a it’s a heck of a story so i’m in the police station now i’m in in fact after that that’s when i got involved out there with all the mobsters and the rest of them in the 18th district when i wasn’t able to work i was i was working undercover out there with them because it was something to do and uh. [2:58] I’m in the police station. I get a call to come into the police station because I’m in law school. I had just taken the bar. I had just taken the bar, and I knew I passed it. I just did. I never had a problem with anything. I knew that it was just a matter of when I’d be practicing law. I get a call to come into the police station. And when I come in there, there was this silly looking guy with a cape, with one of those, a C-tooth mesh outfit with a cape on and using blue eyes and with what I call the Dante beard. And he says, you’re Bob Foley? Yeah. Yeah. He says, you know, can I talk to you? [3:46] Can I talk to you? And I said, he says, John Began told me that, you know, this is where you’re working now. He said, I’d like to talk to you. He said, I have a little problem. And we go upstairs. His little problem was it was front page news in the papers. And I didn’t notice it or realize it. He was involved. He was charged with murder because he had been involved in that situation up there at the Green Dragon. He had broken in there, and they had killed, and his friend Jim Concevic had gotten killed. But anyhow, he said, and I’m charged with murder. He says, and I want to hire you. I says, you want to hire me? I says, I’m not a lawyer yet. He says to me, I’ve been following you. I’ve been, he says, I’ve noticed, I’ve known who you were for a long time, he said, and I’ve really been anxious to maybe get to, you know, I didn’t know where you were or whatever happened to you, he said, but he said, he said, I knew you at Mount Carmel, he said, you were a wrestler, he said, I was a wrestler too, he said, I was a wrestler too, and I didn’t remember his name, because it was John Kean at the time, I didn’t, I didn’t remember him, you know, for anything. He says, I haven’t passed the bar yet. He says, but John, sure you are, and I’m sure you will. [5:16] And if you don’t pass the bar, I want you to find me somebody. He says, because John tells me, you know all kinds of people. You have a lot of connections, which I did. I had been friendly with a lot of judges and a lot of other people who had known me for a number of years as a policeman and whatever. And when I first started practicing, even before I started practicing, a lot of these were friends of mine at the time. But anyhow, he says, so he gives me $5,000, and he says, and he said to me, if you don’t, he said, I said, well, then here’s what you can do. I said, and he had one of the big-name lawyers in Chicago. I think his name was Conley. He was one of the top lawyers in the city. Just tell him, tell him, continue. You don’t want to, because the case was set for trial. It was supposed to go to trial in a couple of weeks. Oh, yeah. I says, tell him you want to get it continued. Yeah. No way. This is front page. This is front page. Newspaper. Yeah. [6:26] The deadliest man in the world. And it was, you know, when they broke into this place and constipated a spear put through him, the count had pulled the guy’s eye out or whatever. This is at this Green Dragon. It was like a Green Dragon. It was a restaurant. No, no, no. The Green Dragon was a school. It was a Kung Fu school. Oh. In the Kung Fu school, they teach you how to use weapons, maces and swords and daggers. The Count had a number of skulls, but they were skulls just to teach you how to fight with your hands and teach you how to do it, you know, not with weapons, just by your hands. They broke the count. [7:12] The place itself had like one of those real thick wooden doors. I don’t know how he did it, but he broke it off the hinges when he went in there, and he came in with like four people. There were four people and himself, Joey Casello, Konsevic, and I forgot the other two guys’ names. But they broke in there. When they broke in there, one of the guys came at the count with one of those maces, those big ball things that you throw around. And the count took his eye out. He blocked it, took his eye out. Wow. In Konsevic, they threw a spear through him. They first hit him with a, and they put a spear right through him. What was this all about? What was the deal? What had happened was the count, the count got a call from the guy, the guy who owned it. They were competitors. The count had all kinds of these schools. And the other guy from the other school, the count had about six schools all throughout the city. [8:17] The other guy that owned that called the count and called him a pussy. He called him because he was upset because a lot of his students were going to the count. And he calls up there and basically said, you’re nothing but a pussy or something like that. Whatever he said, I don’t know what it was. But the count told him, you motherfucker, I’ll see you. And with six of his guys he went over there and broke in the door during one of the classes, and that’s when this quick fight broke off but when Tonsavik got stabbed he ran about a block away and that’s when he fell over for dead, so anyhow so you got a continuance I assume you got a continuance so then what happened at trial was this one of your early fixes you got put in for this dude. [9:13] Well as i said i’m i’m not even practicing yet i just said i just get them i i had taken the bar already and the results were going to be coming out the results are going to be coming out real soon because it had been about maybe two months or three months since i had taken them and uh and i told them i said well i said if or he said let me too if you can’t if you don’t pass the bar I’d still like you to find me Find me a good lawyer or whatever Because I have, you know, John has all kinds of faith in you And I’ll have all kinds of faith in you, And I won’t. [9:53] And that same night, in fact, the same night, we go out together. He wants to go out. He wants to take me out to dinner over at the Playboy, and he wants to take me over into the mansion and take me to the mansion with him. And why not? You know, so anyhow, we go out that night, the very first night we go out and went to the Playboy Club itself. We had dinner, and we went over to the mansion, and he introduced me to Hugh Hefner and some of those people there. He tells me this is going to be my lawyer, he says, this is going to be my new lawyer. He’s a policeman in that district yeah, I’m there in 18 at the time I’m there in 18 at the time. They all probably thought he was crazy too a lot of people thought he was crazy when he indicated I’m continuing to make a case until I, until i get him but anyhow uh now during that same period he’s calling me all the time he wants to go out with me and and he’s going out we’re getting we’re getting into two or three different fights in different areas he was after you know i think he was looking to start fights with people, and and he’s telling the people now everybody uh. [11:15] I’m one of the toughest people he’s ever met. This is what he’s telling everybody. Here’s the deadliest man alive, and he’s telling these people that. Yeah, be careful what that guy would claim. [11:30] Including, you know, with all these people, with all these people that I’m involved with now, Marco D’Amico and Ricky Borelli and all these mobsters. And I took him one time over to the club and introduced him so he could say hello to these people. [11:53] What happened at trial? Yeah. Oh, I’m not guilty. Okay. It was about maybe about two weeks later when I got the results, I passed the bar. Yeah. Now the lawyers were going to be sworn in, and it was going to be two or three weeks afterwards. My father knew a judge in Springfield. And my father, we took a train ride down to Springfield, and I got sworn in the next day. The judge in Springfield swore me in. So now I’m a lawyer. Now I’m a lawyer. And so I go and I file my appearance right away. Right away on him. The same day, I quit the police department. I resigned. I resigned from the police department. In fact, I had already had four or five other cases already lined up before I even got on. before I even got off the job. And we went to trial. We went to public sites. Now we’ve got a new lawyer. [13:05] A new lawyer. Bob Cooley. Who the hell is he? I mean, a lot of people knew me in the court system because— But not like that. Well, not just—yeah, because I was involved in all kinds of trials. I had made all kinds of arrests, and I knew a lot of these people. Thanks a lot for listening and keep coming back. I keep putting something out all the time. Thanks guys.

Text: Revelation 4-5   The Enthroned Creator Who is Holy (Revelation 4) This scene is marked by awesome displays of God's power and glory. This scene displays God sitting on His throne and receiving the praise that is due His Name.   The Enthroned Lamb Who is Worthy (Revelation 5) Jesus is the worthy Redeemer who alone can open the title deed to the earth, which seals represent God's plan for judgment and the establishment of His eternal kingdom. Jesus is the Lamb of God who was slain for our redemption. Therefore, Jesus is worthy of all praise, honor, glory, and blessing.   Application: Because Jesus is the Lamb on the throne, we must give Him our unswerving devotion and unending worship.

Christmas Eve Service   Texts: Isaiah 53:1-6; 1 Peter 2:24-25   Jesus Suffered as the Rejected Servant (Is. 53:1-3) Jesus came to earth in humility to a people that did not recognize or accept Him. Jesus' experience on earth was marked by grief and rejection.   Jesus Suffered as our Sin-Bearing Servant (Is. 53:4-6) Jesus entered into our sorrows and griefs by bearing the weight of our sin. Jesus' death led to our spiritual healing and our sins being forgiven.   Jesus Succeeded as our Victorious Savior (1 Peter 2:24-25) Jesus' death was effective to save us, empower us to die to sin, and live righteously. In Jesus, we have a Shepherd who loves and pursues us.

In this Christmas Eve message, Pastor Bayless Conley reminds us that God's work is generational and that we are called not only to burn brightly, but to help others do the same. Be encouraged to pass on your faith, invest in the next generation, and let the light of Jesus continue to shine through your life and those who come after you. Merry Christmas, Cottonwood.

Texts: Matthew 1:18-25; John 3:11-15; Matthew 9:1-8, 20:17-28; Daniel 7:9-14; Matthew 25:31-34, 41; Revelation 1:12-18   The Son of Man Condescended to Us as the God-Man (Matt. 1:18-25; John 3:11-15) Jesus came to earth as both fully God and fully man. Jesus came to earth as the prophesied Messiah to save His people from their sins.   The Son of Man Came to Sacrifice His Life to Forgive Sinners (Matt. 9:1-8; 20:17-28) Jesus came with the authority to forgive our sins. Jesus came with the mission to give His life as a ransom for sinners.   The Son of Man Will Come as the Eternal King and Exalted Judge (Dan. 7:9-14; Matt. 25:31-34, 41; Rev. 1:12-18) Jesus is the eternal King who will judge the wicked and bring His people into His glory. Jesus is the glorious King whose kingdom will never end.   Application: Because Jesus is the Son of Man, we have a God who became like us, a Savior who forgave us, and a King who welcomes us. O come let us adore Him!

In this message, Harrison Conley reflects on the star that led the wise men to Jesus and what it reveals about our lives today. Just as God used a light to point the world to Christ, He still desires to use our lives to shine clearly and lead others to Him.As we approach Christmas Eve, this message invites us to belong fully to Jesus, stay in motion toward Him, and stop looking for fulfillment anywhere else. A timely reminder that Jesus is enough and that the Light of the World continues to shine through surrendered lives.

Foot and gait specialist Dr. Courtney Conley connects plantar fasciitis, bunions, knee and back pain to weak feet—and explains why foot health may influence longevity and brain health.15 Daily Steps to Lose Weight and Prevent Disease PDF: https://bit.ly/46XTn8f - Get my FREE eBook now!Subscribe to The Genius Life on YouTube! - http://youtube.com/maxlugavereWatch my new documentary Little Empty Boxes - https://www.maxlugavere.com/filmThis episode is proudly sponsored by:Puori provides IFOS-certified, high potency fish oil to satisfy all of your omega-3 needs! Plus a ton of other high quality, rigorously tested supplements (protein, creatine, and more). Visit ⁠Puori.com/MAX⁠ and use promo code MAX to get 20% off site-wide.Momentous holds its products to rigorous quality and purity standards set by the NFL and NBA. I use their creatine and protein regularly. Head to livemomentous.com/genius or use code GENIUS for 35% off your first subscription.Our Place makes beautiful, toxin-free home cookware, free of PFAS and Teflon! Save up to 35% sitewide now through January 12th at http://fromourplace.com/max

Emily Conley, CEO of Berkeley, CA-based Renasant Bio, on developing small molecule correctors and potentiators for autosomal dominant polycystic kidney disease (ADPKD).

Why did God choose angels, shepherds, and lambs to announce the birth of Jesus?In this message, Pastor Bayless Conley teaches from the Christmas story in Luke and shows how every detail points to Jesus as the Lamb of God who came to bring salvation and forgiveness. Be encouraged to reflect on the meaning of Christ's birth and the hope He offers to every person.