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If you've been wondering why does nothing I try actually work and what to do instead, you're not alone. Learn why calming the nervous system—not trying harder—is the key to lasting change with Dr. Roseann Capanna-Hodge, creator of Regulation First Parenting™ and a leading expert in childhood emotional dysregulation.Parenting a dysregulated child can leave you questioning everything. You're trying so hard, yet the meltdowns, arguments, and emotional explosions keep happening. If you've ever thought, "Why does nothing I try actually work?" this is for you.This episode shares why the missing piece isn't another parenting strategy—it's understanding the nervous system. You'll learn why Regulation First Parenting™ changes everything and how calming the brain before correcting behavior creates lasting change.Why does nothing I try actually work with my child?When parents feel stuck, it's easy to believe they need a new therapist, a better consequence, or a different parenting method. But often, the strategy isn't the problem—the order is.It's not bad parenting—it's a dysregulated brain. When a child's nervous system is overwhelmed, they simply can't access the skills they've already learned.Key takeaways:Behavior is communication.Skills disappear when the brain shifts into survival mode.Regulation must happen before learning can happen.Example: Your child knows how to use deep breathing in therapy, but after a fight with a sibling, they completely forget it. That's not defiance—it's nervous system overload.Why does my child forget coping skills during a meltdown?Many parents wonder why therapy seems successful in the office but falls apart at home.The answer is simple: an overwhelmed brain can't access its thinking skills. When children enter fight, flight, or freeze, logic and emotional regulation go offline.Reward charts don't work if the brain isn't ready to learn.Consequences alone won't build regulation.Coping skills need to be practiced during calm moments—not only during crises.

In this episode, agronomist and principal consultant at Soilsmith Ag Bruce Davison talks about what to watch out for when your soils are unbalanced and what to do about it.   Subscribe for more content on sustainable farming, market farming tips, and business insights!   Get market farming tools, seeds, and supplies at Modern Grower. Follow Modern Grower:  Instagram  Instagram Listen to other podcasts on the Modern Grower Podcast Network:  Carrot Cashflow  Farm Small Farm Smart  Farm Small Farm Smart Daily  The Growing Microgreens Podcast  The Urban Farmer Podcast  The Rookie Farmer Podcast  In Search of Soil Podcast Check out Diego's books:  Sell Everything You Grow on Amazon   Ready Farmer One on Amazon **** Modern Grower and Diego Footer participate in the Amazon Services LLC. Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking to Amazon.com.

Next of Kin After Stroke: When Your 19-Year-Old Has to Decide For You Kylie Ralston was 56, living alone in Sofia, Bulgaria, and getting back into shape after a divorce. Three mornings a week she ran. On the morning everything changed, she was doing a local park run with her friend Rebecca when she slowed to a walk, then tried to run again and couldn’t. “It was like the message wasn’t getting through from my brain to my legs,” she says. No headache. No fatigue. Nothing that felt like an emergency. She finished the run, registered her time, and went home. It wasn’t until she collapsed getting out of the car that anyone understood what was happening. By the time Kylie reached hospital, she had suffered a left frontoparietal haemorrhagic stroke, a spontaneous brain bleed roughly 7.5cm across, with none of the usual risk factors. No high blood pressure. No cholesterol history. No aneurysm, no AVM. She was placed in an induced coma for four days. When she woke, she couldn’t move her right side, and she couldn’t speak. What “Next of Kin” Really Means When a Stroke Hits Abroad Kylie was a permanent resident of Bulgaria, not a citizen, divorced from her daughter’s father, and living on her own. When the hospital needed someone to authorise emergency surgery, there was exactly one person available to make that call: her daughter, then 19 years old, splitting her time between her separated parents’ homes. It’s a detail easy to skim past, but it sits at the centre of this episode: next of kin isn’t a role most of us think about until a hospital needs an answer immediately. Kylie hadn’t nominated her daughter out of any formal planning process; it simply fell to her, because she was the only adult relative in the country who met the age threshold. A 19-Year-Old Signing Consent-to-Operate Forms Kylie’s friends contacted her daughter directly. She rushed to the hospital, and unconscious, unable to advocate for herself, her mother’s care now depended on decisions made by a teenager under enormous duress. Kylie’s first memory afterward is her daughter arriving in the ICU in a hairnet and scrubs, holding her hand, telling her she loved her. It’s the kind of moment that rarely makes it into conversations about stroke recovery, because the focus so often lands on rehabilitation milestones: walking, speaking, returning to work. But before any of that, someone has to be legally empowered to say yes to surgery, and for Kylie, that someone hadn’t expected the responsibility for another few decades. The Gap Between Acute Surgery and Real Rehabilitation Bulgaria’s acute care, Kylie and her friend Nicole Nott both stress, was world-class surgery within roughly two hours of the stroke, the kind of outcome her friends still describe as a miracle given the size of the bleed. What came next was a different story. In the public hospital, physiotherapy visits totalled two sessions. There was no speech therapy. After 14 days, still unable to move her right side or speak, Kylie was expected to go home. Her partner, Guido, refused to accept it, and the couple began privately funding rehabilitation themselves. This is a distinction worth sitting with if you or someone you love is navigating stroke recovery in a country or even a region with limited public rehab funding: acute survival and functional recovery are not the same fight, and they are not always resourced the same way. When a Friend Becomes the Rehab Team Nicole Nott, an occupational therapist and Kylie’s friend since they were 16, found out about the stroke through a message she initially suspected was a scam. Within days she’d cleared her schedule and flown from Australia to Bulgaria. What she found in the private rehab hospital was a caring but under-trained care team, kind staff with, as Nicole puts it, “no rehab expertise.” Nicole spent close to two weeks restructuring Kylie’s room and routine around basic stroke rehabilitation principles: approaching from Kylie’s affected right side to address her spatial inattention, built-up cutlery to force use of her weaker hand, a balloon tapped back and forth for shoulder strength, word games layered on top for speech practice, pegs and curtains repurposed into arm exercises. She also pushed back hard against hospital staff who tried to stop her from helping Kylie transfer to a shower chair or toilet, at one point being told outright she wasn’t permitted because she was a woman. Her single goal before flying home: get Kylie toileting independently again, for dignity as much as mobility. Kylie called her from Dubai airport, mid-transit, to tell her it had happened. Living With Aphasia Fourteen months on, Kylie’s right-side weakness has largely resolved. What remains, she says, is the hardest part: expressive aphasia. “I can’t express myself like I used to.” It’s a small, telling detail of the condition that even the phrase “I can’t” is itself shaped by the aphasia; the words available to describe the loss are affected by the loss. The Unexpected Gains Both women point to what came out of the crisis alongside the hardship: Kylie’s relationship with her daughter deepened. Her circle of friends in Bulgaria proved itself in ways she hadn’t anticipated. And in the rehab hospital, her partner Guido proposed something; he told her he’d already decided before the stroke but simply hadn’t gotten around to asking. If this episode raises questions about who is legally positioned to make decisions for you and whether that person actually knows it, it may be worth a conversation with your own family before a crisis forces the issue. For a deeper account of navigating identity, recovery, and unexpected transformation after stroke, Bill’s book The Unexpected Way That A Stroke Became The Best Thing That Happened is available at recoveryafterstroke.com/book. If this show has helped you, you can support it at patreon.com/recoveryafterstroke. This blog is for informational purposes only and does not constitute medical advice. Please consult your doctor before making any changes to your health or recovery plan. Kylie Ralston: Stroke, Bulgaria, and the Friend Who Flew Across the World When Kylie had a stroke abroad, her 19-year-old daughter became her next of kin, and a friend flew in to help her recover. Bill’s Book: The Unexpected Way That A Stroke Became The Best Thing That Happened Support the Recovery After Stroke On Patreon Highlights: 00:00 Introduction – Next of Kin After Stroke03:47 The Day of the Stroke08:55 Rehabilitation Challenges in Bulgaria16:32 Coping with Language Barriers22:08 Reflections on Healthcare Systems32:50 Setting Goals and Achievements38:29 Family Dynamics and Support Systems45:36 Finding Meaning in Recovery54:44 The Impact of Caregiving58:22 Reflections on Recovery and Gratitude Transcript: Introduction – Next of Kin After Stroke Bill Gasiamis (00:00)And one of my first horrible thoughts was, is this a dreadful hoax? Is someone, you know, is this some horrible scam? And it made me feel quite sick actually And then I rang her son who lives in Australia and he’s like, Yeah, I’m so sorry. I haven’t told you. Yes, it’s true, mum’s had a stroke. Bill Gasiamis (00:16)Welcome back to Recovery After Stroke. I’m Bill Gasiamis, and today I’m joined by two guests, Kylie Ralston and her friend Nicole Nott. Kylie was 56 living in Bulgaria when she suffered a left frontoparietal hemorrhagic stroke, a spontaneous brain bleed with none of the usual risk factors. Nicole is an occupational therapist and one of Kylie’s closest friends since they were teenagers. And when she found out what happened, she got on a plane to Bulgaria to help. In this episode, we get into what it means to have a stroke far from home in a country where you don’t speak the language, and public rehabilitation funding barely exists. We talk about who becomes your next of kin when you least expect it, what it’s like to advocate for a friend inside a hospital system that won’t always listen. And what recovery actually looks like 14 months on, before we get into it, if you want a deeper look at identity, recovery, and unexpected transformation after stroke, my book, The Unexpected Way That Stroke Became, the best thing that happened, is available at recoveryafterstroke.com/book. And if this show has helped you And you can support it to keep me on the path of getting to a thousand episodes, you can do so At patreon.com/recoveryafterstroke Bill Gasiamis (01:37)Kylie Ralston and Nicole Nott, welcome to the podcast. lovely to be here, Bill. Thanks for having us, Bill. Kylie, tell me a little bit about what life was like before the stroke. I was very active and I had a full life and I was working full time. and I was living in Sofia in Bulgaria, in my on my own, in my own apartment. I was renting, actually. and I was getting back to fitness. So I was g getting I was running regularly. So two two or three times a week I was hitting the gym and hitting the tr the treadmill. And that had been happening for like a few month like six months or something like that. but before that I was very fit and active. What kind of work were you involved in? I was a HR work. I was a ha HR leader and so I had my own consultancy I had a team of people that I’ve managed. I had thirty five people, so and that they were people in Germany, Poland, Czechia, Portugal, France, so everywhere in in Europe, basically. Yeah. Wow, how how does an Aussie end up in Bulgaria with staff or clients in that many countries? short answer is I came here with my family, so with my ex husband. and shortly after I arrived we separated and and ultimately got divorced. and I stayed on because my daughter is here. So she was only eleven at the time and I could just couldn’t leave her. The Day of the Stroke So you were living at home with your daughter? she was sharing her time between between us both. Yeah. got it. Okay. So both parents are there. So your daughter was going backwards and forwards. On the night of the stroke or on the day of the stroke, can you take us through that? What were you experiencing? Was there anything unusual that happened that made you think something was wrong? How did it go down? I was with my friend Rebecca. And she was running ahead of me as she she was faster than me, so sh and she often often ran ahead of me. and I’d slowed down to a walk and when I started to run again or try to run again, it it was like the message wasn’t getting through from my brain to my legs. And I thought, that’s strange, that’s that’s really odd. ‘Cause I didn’t feel like tired or anything and I didn’t have a headache and well stuff like that. and I just walked through the rest of the park run. And then when Rebecca saw me coming to the finish line, she waved me over and she said, come on, let’s go register your chip. and so I did that. and she said afterwards that there was a little bit of fumbling with with my phone and there’s a there was a little bit of fumbling when I put my jacket on, but other than that, I just seemed exhausted from a run. do you recall after the experience of feeling exhausted from the run where you ended up? Did you need help? Yeah, I do. So so she didn’t notice that I wasn’t talking because I n I’m normally an endless talker, so I she didn’t notice that I wasn’t talking. And she said that that that is one thing that should have alerted her to what was happening. but it it didn’t. And so I’d caught the bus to the park run and her husband was there and so he drove me home. And I j I remember the journey home and when when we when I went to get out, I just couldn’t. And so and Mark came around to my side of the car and help tried to help me out and I just collapsed against him. And so then that so then they said, quick, something’s wrong something’s I don’t remember what they  They they said, you know, they basically took me straight to the hospital. Yeah. And also rang Guido, my now fiance, but my partner at the time. Uh-huh. So you you went from the run, attempted to go home, and then from that attempt to get you out of the car, actually into your home, it was pretty clear that that wasn’t gonna happen and you ended up in hospital. so Did you guys drive to hospital? Do you recall that? Yes. Yes. We do how far is it from your home? it’s pretty close. I don’t know about kilometres or time, but it’s but it’s like ten or fifteen minutes. Yeah, so it’s not too far. But they didn’t know what was going on, of course. They just knew something wasn’t right and then they figured one of the best things to do is just get it to a hospital. You get to the hospital Do you know what happens after that? Do you get admitted? do you get tested for anything? I suppose what I’m asking is when is the first time you realise that that you’ve had a stroke? When do they report that back? When I came out of the coma. So I was put I was put into an an induced coma straight away. so I I obviously don’t remember anything of of that. and but Rebecca’s told me afterwards. so she’s filled in the f filled in the filled in the blanks for me. and by that stage her husband thought it was a stroke. So she’s he said he said to the staff at the hospital, we think she’s having a stroke. And so yeah. So how long were you in the coma, do you know? Has somebody told you how long it was? Yeah, four four days. Four days, okay. And do you know what kind of stroke you had? Yep. I had a left Frontoparietal hemorrhagic stroke. Wow, that’s a good effort. So you had a brain bleed. Yep. Do they know what caused it? No. It was spontaneous and I didn’t have any of the risk factors. So I didn’t have high blood pressure, a history of high blood pressure, but admittedly I’d hadn’t tested my blood pressure immediately before the stroke. but you know That’s un that’s unlikely to be the cause. And I didn’t have a hi a history of high cholesterol. and so they just and I didn’t have an aneurysm and I didn’t have like what’s the other thing? The An AV AVM. AVM, yeah, I didn’t have any of that. And how old were you? Fifty six. Okay. So you had a spontaneous Bleed in the brain. That happens. People do have that happen from time to time. And sometimes they don’t have any symptoms leading up to it or anything like that. and this is the bizarre nature of like there’s an unlimited number of ways, unfortunately, for people to have a stroke. Now, you woke up in hospital four days later. What kind of deficits did you have? I couldn’t move my right side and I couldn’t speak. Okay. Now I’ve got an idea of well, I haven’t got an idea, but my mind immediately kind of says like if you’re in hospital in Bulgaria, that’s not a hospital in Melbourne. That’s not the Royal Melbourne hospital where no shit is unreal, like it’s perfect and it’s got the highest technology and it doesn’t matter how many things we can bitch and moan about the system being here like compared to Bulgaria, my expectation is that we’re world class. Perhaps that’s not the case in Bulgaria. Would you agree with that statement? I would have agreed before and my my my expat friends here would have agreed before, but now we’re all saying maybe Bulgaria is better than we thought. That’s brilliant. Awesome. Okay, so Rehabilitation Challenges in Bulgaria As far as like medical interventions and all that type of stuff, you felt like that was handled like any other world class hospital would have handled it. Yeah. In that in that s it in that stage it was. but there’s no like that was a public hospital and there’s no there’s no public funded rehab after. or or very li very little. So so that’s where that’s where Australia is ahead. So when you knew you had deficits, was there any rehabilitation whatsoever? Did you get any of that while you were still in hospital? Minimal. So the the physio came to see me twice. and so that’s so that’s all and I got no speech therapy and stuff like that. and but when I was discharged from the public hospital here and went and so they they expected me to go home from the public hospital. And so Guido said she just can’t like like what what the fuck? After how many days? After how many days, how long? Fourteen. Wow, your right side was still offline and you still had problem. Yeah. Okay. So we we just paid for paid for private rehab. got it, right. Yeah. And how long were you in private rehab for? another like two months or something like that. Right. Okay, that’s pretty cool. So i even though you couldn’t access it publicly, you were still able to Access a private now. Are you a citizen in Bulgaria? Not a citizen, a permanent resident. Okay. So do you have are you as a result of the fact that you’re a permanent resident and not a citizen, do you have different things that you are able to access because of your status? No. no. I’m it’s I have the same rights as a citizen. The only one the only right I don’t have is I’m I’m not able to vote here and I’m not I’m not able to work in other EU countries. Got it. Okay. So that’s pretty traumatizing, the whole experience, and then to have to deal with overcoming your left side and your speech deficits after the two month mark, roughly where were you at where you where you are now? Because you kinda sound pretty good. Okay. No, yeah. no and and the other thing the other thing that I must say about Bulgaria is I don’t speak Bulgarian. very very little. So that was a problem. Yeah. I can imagine, yeah. so maybe you can come in here, Nicole, and and talk about where I was at when you came to see me, because that was very very very early on in my in in the private rehab hospital. Yeah, Nicole, tell me a little bit about what it’s like to receive a phone call to find out that your friend has had a stroke. I was absolutely hellish. the way I found out is I got a message through social media from someone saying, Hey, I’m a friend of Kylie’s and she’s in hospital in Bulgaria. And one of my first horrible thoughts was, is this a dreadful hoax? Is someone, you know, is this some horrible scam? And it really, you know, it made me feel quite sick actually thinking this is that’s not someone I know. It does look like a name I’ve seen in Kylie’s kind of social media world. And then I rang her son who lives in Australia and he’s like, Yeah, I’m so sorry. I haven’t told you. Yes, it’s true, mum’s had a stroke. and I was kind of beside myself because by training I’m an occupational therapist, but Kylie and I have known each other each other since we were about 16. and it was really hard to get the information that I wanted as a friend, but also as a health professional. I was wanting to understand what kind of stroke is it? Where is it? What’s the rehab? What can we do? How’s it going? And at that stage the information that I had was that you know, it was really seriously affected the speech part of the brain and obviously the hemiplegia, the weakness down the right side and knowing that Kylie was right handed. so, you know, it’s the friendship part that your heart’s breaking and it’s also the therapist part that’s wanting the information to be able to, you know, reconcile it for myself, professionally what that was going to look like as a consequence for Kylie. Yeah, and you’re so far away, so you really can’t do anything and kind of have to like take information second hand, third hand, and be kind of in a position which is really uncomfortable for, I imagine, a friend, but also a therapist, right? So as an occupational therapist, that’s not the information you work on. You work on actual facts, scans, reports, like a whole bunch of things. So are you also playing it out in your mind? Are you kind of Doom thinking it, like are you how does it affect you personally? I think for me I was all I was really very conscious of not stressing other people. So like friends, family, because sometimes when you are a health professional, you know, you have knowledge and information and you know, you sometimes you you’re keeping that to yourself to some extent because you do know what can happen to people and you do know what consequences can be. So I was really trying not to ask too many questions of people as well. but I was seriously desperate for information. And so I remember I’d gone to a party and I didn’t really want to go because I was actually, you know, upset and stressed for Kylie. And I did end up going to a party and during the party I was really kind of outside having a bit of a downer really by a campfire. but I got a phone call or a message to say that I think you’d said some words, Kylie, and were kind of waking up. so you’re still in the acute hospital then and that you’d been able to move your leg a little bit, I think. Yeah. And you know, joy in that moment. And yeah, I felt very, very far away. And then What happens over the next few days? Like do you guys continue to communicate somehow? Do you keep getting information? Are you being updated? Yeah. Yeah. I wasn’t able to get my into my phone or my any of my devices. So I wasn’t able to able to because I couldn’t remember my password, right? And so and and I tried like d different ones and I you know I just got locked out. So and when I was able to get in then that made it it made it easier t because I was able just text short messages. So so Nicole and I kept in touch that way. and before English-speaking Before you came, Nicole, I think I was talking, but not not not as well as I am now. Yeah. So was it, Nicole, in your mind, you were always going to fly over to Bulgaria and beath your friend? Or did you guys have to work that out? Like what happened now? It’s so cool that you get to have a somebody in your corner that is also a Fred, but also a medical professional in the exact field that you’re struggling with now. Right. Like how do you just drop everything and go overseas and be with your friend? Yeah, well, very grateful that I had an up to date passport. So that was that was a good thing. Kylie, it was interesting because the texting, like if I go back and look at that history, it’s like you can see the progress in the texts. So you can see that Kylie was using kind of more single words and having struggles with spelling and putting sentences together. And then over time, you know, they became more fluent. but the thing that happened was that Kylie and I were talking and she was able to you know, she got some speech back and we were talking. And she was just saying about the rehab care that the the the kind of caring staff just seemed to have no rehab expertise. So the physios were amazing. I think they were great. There was no active speech therapy for Kylie. I think we ultimately found an English speaking speech therapist but who still had Bulgarian as a first language. And there’s very few occupational therapists in Bulgaria, seems to be some expats. And Kylie was talking to me a jab about just you know, really basic things like not being taken to the toilet. and that’s probably what broke my heart. It’s like I cannot leave her in bed, not being able to go to the toilet. I just can’t do it. And so I just said to my partner, I think I just need to go to Bulgaria. And luckily I’m self-employed. So I just kind of cleared my schedule, got on a plane and yeah, I was just I suppose I’m incredibly grateful to have the skill. incredibly grateful to have the financial ability to do it. and yeah, and the skills to do it. And you know, you don’t always get an opportunity in life to do the right thing, or sometimes you don’t make that decision and later you think, Why didn’t I do X, Y, and Z? I try not to live my life like that. I try to actually do those things. So, yeah, I got on a plane and basically arrived at the airport, got on a train straight out to see Kylie at the Rehope Hospital. You’re a real superhero. I’m very grateful to Nicole. Yeah. I rec you know, my story is kind of well, it has a similar kind of thread to it. I one of my best friends is a radiographer and he was a radiographer at the Royal Melbourne Hospital where I was a patient for nearly two and a half years because I was in and out with a number of brain hemorrhages. I had three in total in the same spot, but over two and a half years, then I had brain surgery. And I can’t tell you how many scans I had, but being a radiographer, he was the one who was in the room taking the photos through the MRI. Yeah. And then he would come out. And he would tell us what he saw in the RI, which was against the rules. that’s why I won’t name him. But but that meant that we didn’t have to wait a month to get our results and the the meeting for the results was just more of we’ll go through the process and and have the meeting. Yeah. And and and it was like and I regretted my life when at school I used to throw his books on the roof of the canteen just to mess with him going to s to class late to get in trouble. and I’ve apologised profusely for that and thanked him every day for the fact that, you know, he was able to lend his well, you know, he was able to be in the room. He was able to have that conversation with us and he was able to ease our minds. over that two and a half year period and then you won’t believe it. Like his daughter had an AVM at seventeen. And she went through that and and has recovered from that somewhat now in the last few years. and I got to be I mean I hate that I had to be this guy, but I got to be the guy that supported him through that really acute phase and There is just nothing to describe what it’s like to be able to a repay the favor. and then but B, when I was in that situation to have somebody kind of well, you know, like put their arm around me and really walk me through every stage. Me and my wife and my family walk us through every stage of that part of it, other than intervening as a brain surgeon. But he was the one that put us in char in in touch with my brain surgeon. like Everything that happened was just the most amazing experience to be able to be guided like that. And I know it’s a privilege and many people don’t get that opportunity. so I see Chris, I haven’t told him this in person. I see him as like a bit of a superhero, but he doesn’t know that. I’ve told him I love him in the way men tell each other that they love each other by s abusing him and swearing at him and telling him that the team that he follows is terrible and all that kind of stuff. Reflections on Healthcare Systems so you arrived in Bulgaria. take me from the airport to the hospital. Like what happens? How is that? Actually the flight was really good. Customs was pretty easy. There was some annoying folk in front of me who I wanted to punch in the face and tell them to hurry up, but I was just, you know, needed to to get there. Kylie’s daughter met me at the airport. And then we got the train together out to the hospital. So, you know, obviously I’m seeing my first sight of Bulgaria. I’d never been there before. so not really taking a tourist route at this point. so went out to see Kylie. And, you know, when you just eyeball someone and I, you know, just thank God I’m here, I’m in front of her. Her she’d had a shaved head. she had some pretty spectacular surgical scars, a couple of very big scabs still on her head. she looked skinny, she looked pale, she had started doing a little bit of movement and the hospital room was really kind basic and crazy. Her friends had funded a pressure mattress for her that didn’t exist. And some of these things I had been liaising with Kylie’s friends in Bulgaria about what could we do, how you know, what do we want to prevent? So we want to prevent anyone pulling on from. Her weak shoulders and like don’t let anyone pull her by the arm. this is how I want, you know, to help her with posture in bed or in sitting. and you know, like speaking in single kind of actions at a time and just take your time, say something, wait, wait, wait, wait, wait. Just allow Kylie’s brain to, you know, take that information on board. Don’t speak for her. and when I got there, it was really clear that. She had an inattention to the right hand side as an effect from the stroke. So then I was a bit of a ball breaker, rearranging the whole room. No, no, no, no, no. Where, you know, everyone come from the right, everyone sit on the right. no cutler, you’re not allowed to have your phone in your left hand, you’re having your phone in your right hand. I’d taken some things with me from Australia to Bulgaria that I thought she might need. like some built-up cutlery, because I wanted her to use her right hand to feed herself. I took a couple of kind of activities that I thought we could do to look at some retraining for the right arm. what I’ll still bring with me, try to remember now. Benjamin. So yeah, just try kind of going into early stroke rehab principles. Yeah. Did you go there well you went there as a friend. But when you were there, were you able to be a professional and also have a conversation with the local team? Kylie and I laughing. Do you want to tell that story, Kylie? Which one are you thinking about? Where I got told off. No, I don’t remember that. well, Kylie was in act like, you know, there was still quite a lot of weakness, but she was also so determined for her own rehab. And in the system there their carers really don’t have a rehab focus. They have a I’ll provide you a meal focus and I’ll occasionally do some cleaning and I’ll occasionally change the bed linen and but really not a rehab focus. So I’ve personally found it quite easy to help Kylie to like stand move. And so the very first weekend I was there, it was a long weekend and what I didn’t realise later was that they were actually quite understaffed. Which worked in our favour because I was helping Kylie to get onto a shower chair, taking her to have a shower, us taking her to the toilet, because prior to that time they were just, you know, using pads for toileting because Kylie couldn’t stand up or move on her own. And because I’m trained, I found it very easy. She’s a lightweight person and she and I just work together and I could do that. I think it was the Tuesday, person who I refer to as Nurse Ratchet. remembering now kind of intercepted me bringing Kylie back from the bathroom to her room and just like, nope, nope, nope, nope, nope, nope, nope. What are you doing? Stop that, stop that, stop that. and you know, she and I are having a bit of a a discussion. And basically she’s refused and I’m allowed to move Kylie. So Kylie is sitting out in the corridor. I think I’d luckily kind of covered you up for privacy. and she’s like, No, you’re not allowed to move her. I’m gonna go and get the physio. I think at least forty minutes went by and then she comes back, well, okay, and I said, Look, I am a trained person, it’s easy, it’s safe. no, I’ll think about it. And then after I think another fifteen minutes she pushed your chair into the bedroom. And then I think it was probably another fifteen minutes where she just decided to move Kylie herself at that point. even though that was out of policy and the physios had to do it. And then it was all this discussion with me that you can’t do it. And in the end it was you can’t do it because you’re a woman. Not strong enough, you know. so yeah. Then Kylie and I kind of would go on clandestine missions because again, from a rehab point of view, being able to stand transfer, it’s putting all the weight through the leg, it’s giving feedback to the brain. I really wanted to make sure Kylie’s bladder and bowel were gonna work properly. And you know, sitting in bed and that’s just not ideal. So then Kylie’s like, Nicole, I want to go to the toilet. I was like, I’m banned, I’m banned, Mother Nurse Ratchet, I’m not allowed to take you. And I was like, shit. So I would go on a little mission, go look down the corridor, make sure she was nowhere to be seen. And then I quickly stole the shower chair and then I found a bucket. And so Kylie and I were doing secret Wii missions in the bedroom. until w on one of our missions I just hadn’t quite got the bucket in the right place. And so then I it was also then later on a cleaning mission. So it was it was a pretty crazy environment. yeah, just for that lack of t whole team approach to rehab. Whereas, you know, in Australia the nurses would all be rehab trained. They would be transferring someone physios would come in, speech would be coming, OTs would be coming. So I was kind of desperately trying to convince Kylie or to get her rehab to a standard where she’d be able to come back to Australia to get some more rehab. You know what’s good about this conversation other than the hilarious nature of it also is that I as an as a person who hadn’t had a stroke before my hadn’t known anyone who had a stroke before my experience, if I had come across somebody who had had a stroke, I wouldn’t have known what to look out for and what to say to support them in a situation where perhaps something was being neglected. Because I don’t know what I don’t know. I’m not a professional, right? Just like those nurses and therapists that weren’t specifically trained. Yeah. In certain things. I mean, you may as well be not only talking a different language, but you may as well be making it up as you go because as far as they know, now this is what we do for stroke patients. This is how we handle that. is it a lack of understanding of what r stroke rehabilitation requires, or is it a lack of resources, or is it a little bit of both? Do you feel in Bulgaria when you were there? I think I think it’s a lack of of all all of that but it’s the lack of maybe money. So it’s a lack of training. So th there’s there’s not enough there’s not the the nurses or the orderlies or whatever they’re called here, are are aren’t paid very much. So they so And t just like, even though I was in a private rehab hospital, so you would have expected that more. It’s you would have expected more, but I just think that they just don’t have the money to to train those people. Yeah. it wasn’t really a role, was it, Kylie? Like they really were more like housekeepers in a sense. It was more like cleaning a meals. I have to say the physios were excellent. and a lot of the physios had good English as well, which was for your rehab was so important. because again a lot of the carers they would come into the room and you know, again, just from a speech therapy point of view, in Australia, say if someone came into the room who was the person who did the menus or filled up the water bottles or the cleaners, Kyler could have spoken to all of those people and had   incidental communication the whole day in English. But because of all of those p incidental people coming in didn’t speak English, you know, reasonably in Bulgaria. it just for me, I was worried about the lack of just exposure to English language as well. So not even speech therapy, just incidental language through the day. Which is very helpful and people don’t realise how helpful it is to be able to speak to a nurse about how you’re feeling or what’s happening. Yeah. And all the usual stuff. And Kylie’s chatty and friendly and she would have just been having conversations galore, but it just it it it couldn’t be. Yeah. Yeah, it’s another another barrier. so you know when you go overseas, it’s your friend and you’re a professional. How do you handle that? Because you know, like are you emotional? Are you trying to put a lid on it? Are you allowing yourself to Gonna be emotional. How does that work? We had some killer laughs, didn’t we? I mean, I’m a joker anyway. And so, like the first time Kylie got to do a poo on the toilet, I just did a poo dance for her. So I I felt half my job was you know, cheering her up and keeping it light and having fun and chatting about stuff we would just always chat about. as well as doing as much rehab because it was very exhausting because, you know, p after a stroke, it’s very fatiguing. you know, so to Kylie was really tired and needed lots of rest. So and because I had just you know, obviously dropped tools to go over quickly, I was just working sometimes. So I just have my computer and if Kylie was asleep I’d just stay with her and and her partner Guido as well, who was there with her as well. So just, you know, emotional support wise. But Yeah, I do some work. And I stayed in Kylie’s apartment. So I w was I just stayed at her place and I I train out to see her each day at the hospital. W how many hours would you spend in hospital with her? What do you think, Kylie? you would often arrive at like ten in the morning and you wouldn’t go till like five in the evening or six in the evening. Yeah. So technically visiting hours kind of finished at six. So I just try and stay most of the day. A full shift. Yeah. Yeah. Unpaid. Unpaid labour. Slave driver. Yeah. yeah. But nah. That’s what friends are for. I very what I very much wanted to stay the whole day because I did really, really wanna like especially the toileting thing. I just really wanted that. Setting Goals and Achievements I had this bit of a goal for myself for Kylie that she would be able to take herself to the toilet before I left the country. So just from a dignity point of view, from a mobility point of view, transfers, you know, bladder control. So yeah, that was one of my big goals. And she rang me when I was in transit at Dubai Airport on my way back to Australia and said, Nicole, I just took myself to the toilet. Wow, that’s cool. Yeah. Yeah. And and I was having physio two physio sessions a d a wi a day. So I was having other than Nicole. So I was having like about one session about of about an hour in the morning and one session of about an hour in the in the afternoon. Got it. You Kylie seem like pretty mm chill, pretty calm. how are you handling it though, emotionally? How’s the aftermath Treating you because there’s a little bit of you know, there’s all that acute stuff. It’s awesome when your friend is there, but then your friend goes home, right? So how how does that transition kind of happen? Yeah, I might start crying. because I’ve just recently spent seven months in Australia. So I I went to Australia in October last year and I came back in just in May. and I had more rehab there. So I had I had student led rehab at at first and then I got in got accepted into Birch, which is the brain injury rehab community and home in Ad in Adelaide. so that’s that is is a whole team of people. So I had I had physio and I and a occupational therapist and a a e exercise physiologist and a speech therapist and stuff like that so I th that’s really good. now the most frustrating part for me is the aphasia so I I can’t I can’t express myself like I used to. Yeah. You know what I love about interviewing people who have aphasia is when they say I can’t in a sentence to describe something to me it triggers the part of the condition which doesn’t allow the words to come out. It’s so interesting. That happens so so often. And it’s just a for me, I noticed this I’m saying it just from a perspective is maybe I can’t is not the right word. I don’t know. You might remember this, you might not, but maybe I can’t is not the right word. Maybe the right word is Something that helps you get to the word that you need to get to. And okay, now that’s just me, the uneducated stroke survivor on a phasia guy. Like I don’t know about that. But it’s so interesting, it happens every time. but then Nicole goes home, you go home, your partner is kind of now taking over the caregiving role, and you still have some deficits. phage is one of them. what about your right side? How offline was it? I I also moved in with Guido after the after the stroke. So so that was that was a has was ha was and has continues to be a challenge because we’re still getting used to living together because we weren’t living together before. and I was very in very independent before. And I was living in Sofia and he and he and I now live in a in a village. So I live in in a village just outside of Sofia. And I’m not driving yet. but I was medically cleared to drive in Australia before I left. So I’m going through the process here. so anyway, all of all of those things together make it very challenging. don’t get me wrong, I I l I love him, but but you know, and and I d and and I made that decision because my apartment is was was on the fourth floor and th there was no lift. Wow. Yeah. So back to your question. When I was when I was when I came here, when I was discharged, I continued with as an outpatient and and the physio continued to come at home twice a week. So I was having more physio maybe like five times a week. and like it were ha had started to come my right side had was all already back online, but I would I was just working on building strength and and I would get still very tired. Yeah. And did your daughter end up coming to live with you as well? No. but she she at the beginning she she was my next of kin. So at the ripe old age of nineteen, she signed the consent to operate forms. yeah, so that was that was very difficult for her. I didn’t know that at the time, obviously. but yeah. And did that happen, did she become your next of kin because your former partner, her dad, and you had separated and then his that role wasn’t gonna be his anymore. It’s just passed down to the person who was the closest to you. Like how did that happen? Family Dynamics and Support Systems We’re divorced. I I’m divorced from her dad. Yeah. So he’s definitely not my next kin. Right. So that ha changed after the divorce and she was the only person you could nominate because she was over is there an age limit to the next of kin? Eighteen. Yeah. Okay. So she had hit that criteria, you nominated her and then at nineteen she got to make a decision. Which she never and you never would have expected ever for that to be a thing. I didn’t nominate her, it would just happen. So I was I I was unconscious at the time that she signed those forms. So yeah. So my friends actually contacted her. and she she rushed to the hospital. so it was all under duress. It was like this is what happened to your mum, you’re her Next of kin, whether you like it or not, you have to decide. Yeah. Far out. Okay, that’s pretty full on for a 19 year old. Yeah. Yeah, seems like she did a good job. How did she handle this whole mum’s not well situation, this stroke thing? Like how did she deal with it? she was very good. my first memory actually is of her coming into the ICU with with the with the whole, you know, the whole like the the hairnet and the mask and the and the and the what’s it called the scrubs. Scrubs, yeah. and she held my hand and said t that she loved me. so that was pretty special. And incidentally I have an a another memory of Guido coming into the ICU as well and singing singing to me. So he he said that he said that I always wanted him to sing and he refused before. And so did did I want him to sing to me now? And I squeezed his hand or on the on the left he’s was holding my left hand and I squeezed his hand and so he knelt down beside my bed and started singing. Wow. Can he actually hold the tune or is he hard to hear? Yes, see he’s he’s very musical. Okay. Thank God. If my wife had asked me to sing a w if I had asked my wife to sing, it wouldn’t have been a good experience at all for either of us. Yeah, he was he was a busker in i in his younger years. Yeah. and now he decided to come good. Fair enough. Well that that’s important. You know, things like that are important. It lightens the the mood and it makes Yeah. You kind of feel like your family’s around and that you know you know, maybe kind of things might be all right. Like it gives that glimmer of hope. Is that how you received it? Yeah, I did. yeah, but I’m also very, very determined. So I’m a I’m a very normally very strong woman and so everyone said to me that if if well not to me, but w we had a we had a group WhatsApp chat so and I was added to it later and everyone said in that that if anyone can get through this, Kylie can. Yeah. So you know when you’re told you’ve had a stroke, you wake up with all the deficits and everything. Are you like how do you take it? I woke up, couldn’t use my left side. I I did not for one minute. It did not cross my mind like for one minute that this is not a good thing. Like I mean, clearly I wasn’t able to move, etcetera. But it never kinda went a lifesaver, I’m fucked. Like I never had that happen. Me as well. yeah. I I’d I’ve never thought that. I don’t know whether I even thought that It was n like you said, that was not a good thing. I just put one foot in front of the other and or not literally, but the Yeah. Metaphorically. Yeah. Metaphorically. so one foot in front of the other and just got on with it. Yeah. Nicole, like you come across in your work, you come across a lot of different versions of patience, right? Like you get people who might just be by design more negative to a bad experience and then people that are half class full to a bad experience. Just from a professional perspective, what’s the difference like when you’re trying to rehabilitate somebody that has kind of that different mindset? From perhaps what Kylie and I described. Yeah, I mean I’m probably in the last half full camp as well. So as an OT, I suppose we always meet people where they’re at. because everyone is a combination of their past experiences, aren’t they? So and cultural things, like there’s a very significant cultural differences in how people respond to pain or disability and expectations of kind of family and I suppose cultural expectations in Australia are even about you know, what what what should be publicly available. So, you know, from an expectations point of view, I think a lot of it is based on, you know, previous experience. So as a therapist, we’re obviously there to support, you know, emotional well being, physical well being, and try and find the things for people that connect with them. So meaningful, like OTs are our absolute core is meaningful occupation. So how do we find something that’s meaningful to that person that we think is going to get them from kind of, you know, here to there and it’s gonna be very different different motivators, you know. Kylie is probably, you know, very self motivated as described. Sometimes it’s about people really have a d strong desire to get back to work, or people have a really strong family structure that they want to be able to get back to do something with their family. So finding the way or the thing hopefully that’s going to motivate them. But we certainly work with people who you know, have a high level of distress from what’s happened to them and and on an ongoing basis. One of the things I’ve got a little quote on my desk that you can’t see here, but it says, I’m still me, just a different version of me. And it’s what someone one of my clients told me recently who has MS. and often we find need to find the new version of someone. and the new meaning for someone if that, you know, needs to happen. So that’s our great challenge, I suppose. That’s a big job, especially very early on when identity is so tied up into who they were literally days ago. You know, like a week ago. The mobile person, the working person, the money making person, the father, the mother, the whatever. Finding Meaning in Recovery And then, you know, you’re dealing with a physical crisis, the existential crisis, the identity crisis, like you’re dealing with it all in the one moment, and you’re trying to get them to sort of see, well, you know, you’re still you and how we’re gonna move forward with the still you person, like we’re still gonna move forward with that person. And then later does come an adjustment of what that you looks like. did for me like it’s a massive adjustment into what me looks like. But my identity wasn’t so much tied up in a one label specifically, although, you know, I s I was the person who felt like they needed to be the main breadwinner, you know, that you know ran a business that did all these things. I I had a big strong identity. But I think one of the things this is going to sound weird or might even sound logical depending on like w who you are and why you’re listening to this podcast. But for me, the fact that my brain went offline was a really good thing because it and that allowed my emotional side to come to the fore. Like it really enabled me to see things with a different intelligence, you know, and access part of me that my emotional intelligence perhaps that I hadn’t that I perhaps suppressed previously, you know, and just battled through things. And that kind of allowed my identity to come with me, it allowed me to leave some stuff behind and allowed me to bring into my identity this emotional side of me, you know, which who cried, who got excited about new and different opportunities, you know, that my head didn’t convince me out of. You know, so there was a lot of silver linings that I didn’t I wasn’t able to iterate back then. I wouldn’t have been able to tell you that it was a silver lining. But now and a few years later, after it all happened, I was definitely able to talk about those silver linings. Kylie Do you you’re fourteen months or so out, right? So maybe you’re not there yet, I don’t know. But are there some silver and I know a hundred percent Nicole was one of those silver linings, I get it. but do you see some silver linings in this whole saga? Yep. I do. my relationship with my daughter got stronger. Yep. So that was all s that was definitely a silver lining. and you know, I I’m was very grateful before, but it cemented how g how grateful I am for my circle of friends. Yeah. Kylie’s friends were amazing. Yeah. Your friends were amazing. Yeah. Yeah. Yeah. Big family still in Australia is is there a big family in Australia, Kylie? Not not a big one, but my mum and dad are still still alive. So they’re they’re in Melbourne. and my sister is in on the Gold Coast and my brother is in Melbourne as well. Yeah. And my and my son is in Adelaide. Okay. So you still have some family here, but then you were able to create a community in the years before the stroke in Bulgaria. Yeah. you you were doing it a little bit tough after the stroke. Yeah. Correct. Yep. So that’s spot on. Did you Nicole tag team with some of those people as well? Yeah, so Kylie’s friends were beautiful and they were looking after me too. So When I was in Bulgaria, they were looking after me, you know, giving me dinner and what have you, and kind of giving me emotional support as well. And I think they were grateful that I was there from a skills point of view, like they were doing a beautiful job of supporting Kylie emotionally. But and I did kind of train them up a little bit in in some rehab as well, you know, how to help with approaching from the right and how to communicate and also just even doing some activities. Kylie and I had the balloon and we were tapping it back and forward to each other for strengthening up the right arm. And then we’d play some kind of word games as we were doing that for some speech therapy. So I was educating her friends around that kind of stuff. But the other thing, Kylie, that you and I have spoken about is, you know, after the stroke is knowing what’s important and how to let some sh shit go that would have been, you know, annoying or you know. focus on something and now it’s just you you just know it’s just not important. Yeah. Being able to just let crap go. Correct correct. and the other silver lining is that I got engaged. Yes. Did he propose soon after? Yes, in the in the rehab hospital. what a romantic Yeah. But he but he said that he’d already decided before the stroke that he wanted to marry be ma be married to me. So he just hadn’t got around to asking me yet. Yeah, fair enough. That stroke has a way of interrupting people’s plans and the things that they think they’re gonna do. so Nicole you normally treat your patients. They get to a stage. Usually they’re a lot better than they were when they first met you. And part of what you do is you send them off into the big wide world like a kid. I’ve grown you know, I’ve raised them, you know, like they know how to comb their hair now. And you kinda send them off and it’s kind of bittersweet, I imagine, but also a very important part that the people who you’re helping get better actually go off into the world on their own. And stop needing to be supported by you. I know there’s some people who need more support and that continues for longer and some people who don’t get enough and it and it’s never enough. But what’s it like knowing the job is not done, but you still have to leave and go home? that was heartache. I mean, Kylie and I both balled our lies out. it was a long flight home. Yeah. Yeah, it was a long flight home. with lots of reflections. I suppose the good thing at that point was Kylie was easily able to speak on the phone or message each other. So and also, you know, I think at that stage maybe I got to see the brain scan and I was just like, my god, how have you even survived this? ‘Cause I think was it about a seven centimeter bleed, Kylie? Yep. seven and a half. Yeah. To be precise. It truly felt like a a miracle. And again, full kudos to the surgeons in Bulgaria, truly, for that acute care. Because I think Kylie, I feel like you were in surgery in about within about two hours or something after the stroke, which is phenomenal. And, you know, your friends really saved your life. taking you straight to the hospital and prevented like, you know, more serious outcomes from the stroke. So yeah, so for me, I was proud of myself as well. and I, you know, I like to live my life by thinking I can look myself in the mirror. And I felt like I can really I’ve got a tear, really look myself in the mirror. Yeah. Doing the right thing. Yeah. Yeah, yeah. Yeah. You came to the need of somebody who was in need and needed specifically not only your love and support as a friend, but also your skills. Like you had the complete package for them at that time. How long did you end up staying in total? Was I ra away about just under two weeks probably with the flights and everything like that? So yeah. so yeah, leaving was leaving was horrible. But the goal of being able to go to the toilet was met. and also just the skills for, you know, skilled up a few other people and Kylie, you know, had her good networks. I also went out to Kylie’s property out in the village to have a look at any home modifications. So that was another kind of OT type role that that was done. and she’s got an amazing property out there, but it is kind of needs a bit of love and so that was also just reassuring her partner too, like reassuring Guido that no, look, Kylie’s got this. There were a few times where it was like, Nicole, I don’t want her to do this. Like I’m like Guido, she’s safe. She can do it. She’s got sitting balance. She’s okay to sit over the side of the bed. She can wiggle sideways. But he was anxious. And so again, part of my job was to reassure him to make sure that he let her do things. and didn’t step in too quickly. And so as an O T, we’re all used to like sitting on our hands and taking time and letting people struggle a bit. And it was hard for him to let Kylie struggle. So to just encourage him to let her struggle a bit so that she could do it herself and just wait. Just take the time, especially with communication. so yeah, I I kind of obviously knew there was a lot more rehab to be done, but I also had seen Kylie’s determination and that, you know, she kind of knew what to do. and and so that was I I was grateful again for that. Kylie, what was it like when your friend had to leave? I was heartbroken. The Impact of Caregiving I felt like she was a lifeline and I felt like that that had been cut because obviously she speaks English and obviously like Obviously we have a really good relationship. and I felt like I was in a like how do I describe it? In a in a sea of not n of people not understanding. So yeah, not my friends, but the hospital staff, basically. So not the not the physios. Like Nicole said, the physios were exceptional. but, you know, just the hospital staff. Yeah, just generally speaking. So did you feel like she had put you on the right path? Were you more confident with kind of where she left you as opposed to where you guys started and was that enough to kind of give you the foundation for what you needed to take responsibility for when she left? Definitely. yeah, definitely. Yeah. Man, w what a kind of interesting whole situation. You know, if this was fifty years ago, there’s no way anyone’s going anywhere to help anyone with anything. you know, like your hospital s experience in country like Bulgaria after what they’ve been through would have been completely different. You know, your s the chance of surviving telling your story is probably s you know, very much decreased. I know this is gonna sound weird, but like it’s never been a better time to have a stroke in in most of the world. Like let’s face it. the the possibilities are just endless. I’m a miracle from all the medical professionals that put all their time and effort in. I am eternally grateful to my occupational therapists and physios and surgeons and people who invent X ray machines and people who make C T scanners and The plastic bottles where drips go in, like every single thing is just an an absolute miracle of God or medicine or science or I don’t care what, like whatever you want to call it. And it just to me, it you know, here’s a really terrible situation and here and and but look at all the amazing things that came out of it. Somebody from the other side of the planet to be able to come over and intervene in that way, train people up. Like, man, it’s the Perfect like feel good story, you know. Everything’s going okay, things turn shit, and then something good comes out of it and yeah hopefully there’s more good to come, you know. Like, man, it’s just an amazing experience. I just feel really privileged to be able to hear it and share it further. No, not not not me, personally. but now that you say that I will s I will think about it now. the most thing that that Nicole and I reflect on is, you know, like like we’ve already said, how good was that my friends got me to the hospital quickly? How good was the the surgeons the surgeons because it could have all gone wrong. or gone gone a different way. so that’s the stuff we reflect on more. and just just like my amazing recovery. Reflections on Recovery and Gratitude Because I recovered so quickly and so well, like I’ve thrown everyone away here. So so my new my neurologist, my my physios, ever everyone here is like well, back then was like really surprised. So we it’s when I first walked into the n neurologist, she said, like, wow, No one expected you to recover that quickly from such a severe stroke. Yeah. That’s such a good outcome. I like to I like to think that those things wouldn’t have been possible without your most amazing superhero friend Nicole. Nicole, your final thing I’d like to kind of run by you is that your whole career you’re working towards making things better. Yep. Like for people who are going through all really difficult times. have you had you ever dealt with a family member who needed your intervention or family friend or someone like that that needed an intervention with your specific skills before this? man. yes. So when I was quite a young therapist, probably in my early twenties, my dad told me that his One of his like great aunts or cousins elderly relative had had a stroke and she was in hospital and I didn’t really know her. Like she wasn’t someone in the family that I I had knew had known. And I said to Dad, I’ll go and visit her in hospital. And and so I went to the hospital and I found out she was in this room and I walk into the room and there were four people. And I see this gorgeous little old lady who is all crumpled in her chair and squashed and nearly falling out. And I I just walked in and I was horrified. And I just walked straight over to her. And I just said, look, can I help get you more comfortable, get you into a better position? And then I realized it was it was my own relative. and I said to her, I’m Nicole, I’m John’s daughter. you know, dad’s asked me to come and see you. And and she just said the most cutest thing ever. She said, when you walked into the room. You just look so lovely and I hoped you were here to see me, but I I wouldn’t have known what I could have done to deserve that or something something dead cute. anyway, she’d had a very dense stroke and they were basically saying that she wasn’t a candidate for rehab and that she should go straight to a nursing home. And her daughter was a nurse. And she said, Nope, Mum’s not going to a nursing home and she ended up taking her home and I used to go every night after work and do rehab with her. she ended up being able to walk quite with a pretty awkward gait and a and a stick. but she got back to, yeah, walking and living at home and I just again always think that if she didn’t have her daughter, the nurse and myself, she probably would have ended up not not walking. Yeah, being in a nursing home. It’s not that quality of life. So there’s people who definitely go through that. And what I love about you sharing that part of the story is there’s people listening and they’re paying attention and maybe they haven’t been given the amount of therapy that they feel they deserve or need. And maybe that’s going to trigger people to go, you know what, stuff this, I’m gonna find a way to get more therapy, I’m gonna ask. I’m gonna hassle some people, I’m gonna be a pain in the butt to some people, I’m gonna do more. for myself to get me further. I love that you shared that part of the story. That’s kind of the unique experience that a that a a seasoned occupational therapist can kind of impart on us who are early on in the recovery about like how you need to advocate for somebody or yourself for more physical therapy. And and even if you Can’t access that people listening and watching YouTube channels. Go to YouTube. There are a ton of awesome therapists on YouTube showing people how to do exercises at home. Yeah. And I mean, I just took some really basic things. We s I, you know, stole some things out of Kylie’s flat to take in. And Guido’s son gave me some toys and we use those like stacking things to, you know, do rehab with Kylie’s hand. I took some pegs from her house and we made an activity of pegging up the curtains to do shoulder and arm rehab. So you can often do a lot without, yo

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Pastor Rodney speaks about the correct posture to have and mindset to have a relationship with Christ.

The gospel wasn't just spread. It was intentionally sent...In this next part of our journey through Acts, we see how the early believers move beyond their borders to carry the message of Jesus to the ends of the earth. From the shores of Antioch to the heart of Rome, they step into the unknown, navigating cultural barriers, trials, and shipwrecks along the way. What looks like a dangerous journey is actually God's direction. As the Church is sent, the gospel transforms the world, and that same mission is handed to us today.

Mike brings back an interview with the CEO of Correct Craft, Bill Yeargin. Bill shares on the importance of his faith, as well as some fond boating memories. Child Evangelism Fellowship's Jeff Nichols on their outreach to children, and finally a chat with Bristan Heaven on the Central Florida's Christian Chamber's new luncheon venue - meeting now at Andretti's Indoor Karting and Games.

Noah Hopton, CEO and Founder of Finvisor, helps startups and growing businesses simplify operations by building integrated back-office teams that combine accounting, finance, payroll, HR, insurance, and technology. By combining experienced financial professionals with modern technology, Noah enables businesses to streamline operations, stay compliant, and focus on sustainable growth.  In this conversation, Noah introduces The Adjacent Extension Framework—Earn the Trust, Build the Relationship, Listen for Other Problems, Connect Other Specialists, and Empower the Team with Tech. He explains why proactive service creates lasting client relationships, how solving adjacent business challenges leads to sustainable growth, and why integrated back-office teams outperform disconnected vendors. Noah also shares how AI is reshaping finance operations by automating repetitive work, empowering finance professionals to focus on strategic decision-making, and helping businesses leverage technology to enhance—not replace—human expertise. — How to Outsource Your Back Office with Noah Hopton  Good day, listeners. Steve Preda here with the Management Blueprint Podcast, and my guest today is Noah Hopton, the CEO and Founder of Finvisor, helping seed and Series A companies that have outgrown spreadsheets and part-time bookkeepers but aren’t ready for a full-time finance team yet. Their job is to give you the financial clarity to make good decisions at every stage of growth. Noah, welcome to the show.  Yeah. Pleasure to be here, Steve.  Well, great to have you here, and I’m very curious about your career and your business and what you built here. I’m particularly curious about your personal ‘Why’ and how you manifest it in your business.  Personal ‘Why.’ That’s great. Well, I’ll be honest, I didn’t go in thinking I was going to be an accountant or run an accounting firm. You know, I studied accounting in school. Eventually, I thought I was going to probably be more in a kind of front-of-house sales relationship because I enjoyed the people part—making relationships and meeting people.  But I was very fortunate that I found the consulting, fractional CFO world, where I got to discover a love of problem-solving, creating relationships, and creating value for clients. For me, it was kind of this love of helping clients understand their business, helping clients understand what to think about around the corner, where it's not just being in-house with one set of books that you're closing.Share on X  When you’re at Finvisor, my day-to-day, at least when I started, was probably working with 10 to 12 clients a month and helping them understand, “Okay, how did they perform last month? Can they hire a certain number of people? And what’s the plan going forward?”  Yeah, I mean, that’s super helpful. I started life in accounting as well with KPMG, and what attracted me was to essentially have that language of business so that I would be able to understand how a business works and have this confidence of not flying blind, right? That’s really, really cool. So how did you evolve from a CFO into a founder? What was the trigger point for you?  So I was very fortunate. I actually was at a prior firm at one point when I started my career, and they were a little bit like the cobbler with bad shoes, where eventually they decided they had to close shop, and clients were going to be given notice. I, myself, was given notice saying, “Hey, in a week, you’re not going to have a job, Noah.” And so I was really given this moment in life, saying, “Hey, if I enjoy what I’ve been doing, do I think I could do it better than the firm I’d been at?  And do I want to make this leap into being a founder and starting a business?” And so my co-founder and I both talked to each other and said, “Look, we love our clients. We love what we’ve been trying to build. I think we just need to do a little bit of a refresh and restructuring of how this operates.” And so we started our own company. I was very lucky that I started with about, I had about 30 clients and a team of four on day one, which I think is unusual.  Most people in the accounting space start off as a one-person shop, trying to grow from one to two, and having to double their clients or double their size to get there. We were fortunate to have five team members and 30 clients on day one. Originally, our vision was just, “Hey, let’s help with the fractional CFO and the bookkeeping,” but that really evolved over time as we added additional services and really understood where our clients were having problems in their back office.  What are the areas where maybe the insurance brokers they’d been working with weren’t very hands-on and kind of came in once a year? Our clients were asking us, as their CFO, “Hey, can you help us select our health insurance?” And we’re like, “Well, we’re kind of doing the broker’s job. Why don’t we build out our own team?” So that was one of the first verticals we moved into and added by building an insurance brokerage. From there, we kept building, where now not only do you have your CFO and accountant helping you, but you also have them with the ability to go out to market, help you compare quotes, and help get your insurance in place. So you’re essentially expanding the array of virtual services that you’re providing, or fractional services that you’re providing, to your clients?  Correct. Yeah. We really try to own the full back office end to end because I think a lot of people deal with, “Okay, great, I have a bookkeeper, I have a tax accountant, I have an R&D tax provider,” and they’re dealing with four or five different vendors that don’t really communicate. The client is the person playing telephone between the two, and we’re like, “Wait, stop. Why is this the solution?” We should just build a different business where it’s all under the Finvisor umbrella.  It’s all full-time team members who are actually working together on behalf of the client, even if fractionally. Some of our clients only need five hours of a payroll specialist, but they need someone to own that role, and they need that person to be able to talk to their sales tax team because it’s like, “Oh, we hired someone in a new state. Is sales tax applicable there?” And connect those dots because, when you have these disconnected providers, you have a lot of things that can drop because they’re not in people’s field of view.  Yeah, I mean, it’s a great service. If you can get a competent team that will take care of your back office, then you can focus on figuring out message-market fit and then essentially scaling revenue. You don’t have to worry about it, and you don’t have to babysit inexperienced people that maybe you can afford to hire, but who would not be able to own the job.  Yeah, exactly. I mean, it’s kind of the, “Do you want to…” You know, I think at least when we started in 2014, there was more of a generalist bookkeeper. That’s kind of the typical solution people went with. Nothing against that, but it’s kind of nice to have dedicated specialists in the different back-office areas that you need. I mean, bookkeepers are great.  They’re usually not your best payroll and HR people. They’re not thinking about California final-paycheck laws, or whether you need to offer a 401(k) if you hire someone in California. Whereas, if you have someone whose entire job is payroll and HR, and you need Finvisor to help run your payroll, they’re going to be thinking about those edge cases and helping you along so that you can just build your business, get to the next milestone, and not worry about tripping yourself up because of compliance, taxes, or a lack of visibility in your reporting. Yeah, that’s great peace of mind. So this podcast is about frameworks, and I wonder, what is your framework? How do you help your clients, or how do you figure things out? What have you developed? We’re about 400 frameworks in, so I’m looking for something unique that helps you and is easy to explain—three to five steps maximum.  Yeah. I mean, one of the ones that comes to mind for us is what we’ve really called the Adjacent Extension Framework. So, first, do really good work and earn your client's trust in one area. Makes it easy for them to approach you.Share on X For us, it’s historically been accounting. People think, “Great, get my books put together.” But for us, it’s really about creating a relationship and earning the client’s trust.  Then, as step two, listen for the other problems they’re having. What are the adjacent problems they’re asking you to solve? And then for us, what we’ve really done is double down in those other areas by building specialists in those verticals. Once you’ve earned the client’s trust, if you’re doing their accounting and all of a sudden they’re struggling with invoicing or collections, you can say, “Hey, we can also help you with accounts receivable and collection efforts because we see your AR balance increasing on your financial statements.” At that point, they’re already thinking, “Great, I like working with this person.  Let’s give their team a try and help us solve another problem.” So, for us, it’s really been about finding those adjacent problems, building a team that specializes in them, and then connecting the client with the right expert. The last piece that’s really coming to market now is using technology to empower the team. Historically, a lot of our value came from having experts who could handle the edge cases or the gray areas between payroll, accounting, taxes, and sales tax. Now, with technology, you can also build the data infrastructure to highlight what’s happening for the client while helping guide the team as they manage those clients.  Love it. So what I’m hearing is, number one—or maybe even number zero—is do a great job, right?  The trust.  Okay. So that’s maybe another way of saying it: earn the trust. But is doing a good job enough to earn that trust, or is there more to it?  I mean, I think in any service business, you want to be proactive. A lot of bookkeepers, accountants, and even legal professionals are usually waiting for the client to ask a question before providing an answer. I think the goal should be to think ahead for the client and proactively provide guidance. That came naturally for us because we sit in the fractional CFO seat.Share on X  But even if you’re just doing bookkeeping, you can still catch these things for clients and help them out. Or if you’re selling P&C insurance and helping clients with their general liability coverage, you can think about what other types of coverage they may need. So I’d say the more proactive you can be, the better. The other thing is meeting clients where they already are.  For us, a lot of our clients are on Slack, so we connect with them on Slack. We chat with them as if we were full-time employees because we don’t want the experience to feel different. We don’t want you to feel like you’re emailing a generic support inbox and not knowing when someone is going to get back to you. If you only need fractional-level support, it shouldn’t feel like you’re getting fractional value or a fractional level of communication.  I love it. So you actually own the function inside the organization, so it feels like you’re part of the team, or your people are part of their team. So that builds the trust. So, do a great job, or earn the trust, number one. Number two, build the relationship. Number three, listen to other problems that they might have. Number four, connect them to other specialists. And number five, empower the team with technology.  Yeah. That’s a lot of it. I mean, as an advisor, we’ve grown… I mean, 60% of our growth comes from client referrals. So I think you know you’re doing something right if clients are recommending you to their friends and network. And so hopefully, if someone’s listening to this and you’re not getting referrals, you should be thinking about, “How do we either create more trust for our clients to be referring us, or how do we become more top of mind when clients are having these conversations?”  That’s great. So 60% of your growth comes from referrals. What’s the other 40%? How do you drive growth? What drives growth for you? What’s the other way to drive growth besides referrals?  Yeah. I mean, I think it’s also being connected with the ecosystem that you’re in. In our space, there are a lot of technology partners. Think about Xero, which is an accounting software, QuickBooks Online, NetSuite, payroll software like Rippling, Bill.com. They all have accounting partnerships, and the more you can build with them and grow your team alongside them, clients will reach out to them and say, “Hey, do you have someone who can help us set up Bill.com or help us set up Rippling?  We don’t have a payroll team to do our state tax registrations.” So we’ve seen a lot of good momentum as our software partners start sending us clients to help us grow. I think the other area is trying to figure out where you can have partnerships that will do introductions. We’ve been very fortunate in partnering with a number of VCs. Obviously, the VCs have worked with us because we’re on the board, or we had a mutual client. A lot of them will start to build partnership channels, and it’s a great opportunity.  They’ll say, “We just invested in this company, and you should go talk to Noah’s team to help with your accounting or your fractional CFO.” So it’s really about finding those tangential operators or entities that complement whatever you’re doing.  So are these primarily personal relationships that need to scale, or do you have a way to scale this across other people in your organization—this ability to develop partners? Or is it mainly you?  It depends on the role. A lot of our fractional CFOs on the team continue to build relationships. I would say probably 40% of our new clients come through a channel that’s not through me. There’ll be other people on our team who have built relationships with another VC or another software company. I think one of the key things we’ve always focused on is hiring people who are very, I would say “doers” might be the wrong word, but people who can self-manage and be project managers.  If you find the right people who can take a step back and look at the bigger picture, I mean, sometimes people come to Finvisor and they don’t realize that we ourselves are a business. Yes, you’re doing accounting like you were in-house and getting the books closed, but if you do good work and you realize clients are having problems, you have to think, “Hey, how can I help clients more and also help Finvisor create a win-win?” A lot of times, when we’re hiring, we’re trying to find people who have that type of drive to continue building and helping us internally, and not just do one part of the puzzle they’re responsible for. That might not be the most direct answer, but I would say a lot of it is hiring—making sure it's not just me leading the growth, but me building a team that can help lead the growth outside of just me.Share on X  Yeah. So how do you share the context so that your team members can connect the dots as well as you can? What’s your approach to that?  There’s a couple of ways we’ve done it. One way is we use a note-taker that then feeds into our CRM. For all client communication, whether they meet with us on Zoom or Google Meet, the transcripts are put into a centralized hub for us. It also connects to our CRM in terms of what we’re doing for the clients. At any point in time, someone can ask, “Hey, what’s going on with this client?” They can understand, “Great, this is what the payroll team talked to them about this week.  This is what the CFO team talked to them about last month. These are the problems they’ve been bringing up.” So we can capture that information without it having to be provided orally every single time, and without having to rely on a chat or an email to the team. There are some moments when it’s useful to give the team a larger update, but in general, it’s good to figure out a way to capture the essence of what you’re doing for your clients so that the team can then, in an AI chat-specific way, talk through, “Hey, great, what’s going on with this client? What are their needs? What has changed in the last six months? Who’s working on the client?”  I’ll have a VC that we’re talking to say, “Oh, we’re looking to invest in the CPG space and this type of vertical. Do you have any clients?” We’re at a point now where I don’t know every client. I usually have an idea about most clients, but there are definitely clients where I don’t know everything that’s happened in the last six months because I don’t talk to all 200 clients.  But I can go to our central hub to gain that information and understand, “Okay, great, which client is looking to fundraise and might want to be connected to this VC?” It’s a nice way to connect the dots. They’re looking to invest. The client is looking to raise. We also do brown-bag sessions. We’re a distributed team, so I think you have to be a little more intentional about how you educate the team. We’ll have weekly meetings where we walk through new technology, new changes in what we’re offering, new positioning, and continue educating the team in a more structured format.  The other thing we’ve done to help the team understand what’s going on is to make information as accessible as possible, similar to how we communicate with clients. So the team doesn’t have to log in to a pretty outdated CRM to pull information on a client. It’s either available directly in the Slack conversation or in a more modern tool like Notion, where you can easily search and find the information you want. So basically, you’re managing and harvesting your data and using that to feed people information about how they can develop partnerships. Is that what I’m hearing?  Yeah. And I think a lot of it is also figuring out which playbooks and processes are repeatable, documenting them better, and then educating the team around them. For example, with our fractional CFOs, we want to be in the board meeting. If we can be in the board meeting, A, we can help clients answer questions about their finances more easily, and B, it’s good to have visibility into what the board is saying about the business and where they want to go.  Then, obviously, the VCs are going to say, “Oh, great, this is Ian at Finvisor.” If he reaches out to me about a partnership, they’re going to have a better understanding of what we do because they’ve been in the room with us—or they’ve been in a virtual or in-person boardroom with us.  So you’re basically sharing the playbook so that they have a better understanding of what they can refer you for. Correct. Yeah.  So, switching gears here, Noah, what’s one thing that you’re trying to actively figure out in your business right now?  I mean, the question everyone is trying to figure out, at least in my space, is how they’re going to use AI in some fashion. That’s the kind of million-dollar question everyone keeps talking about—AI in accounting, AI in finance. Right now, we’re really structured in how we’re trying to use it and apply it. But the question I have is, what’s the next year going to look like? What’s five years going to look like as this technology gets more legs and more trust behind it? We’re pretty intentional about what we’re building and how we’re using some of the newer technology with AI. But I think there’s a lot that, at least for me, you have to continue to iterate. The world today feels different than it did three months ago. I’d say for most of Finvisor’s history—and this has been 12 years—it hasn’t felt like that, where a year later things might feel marginally different because we’re maybe 20% bigger or whatever might have happened.  Now, I think there’s a lot more excitement and unknown around technology and how it can either make people more efficient or help highlight and surface better issues that clients need to talk through. But I also feel like we’re in a moment where everyone’s trying to throw AI into every technology. So we're also trying to stay true to who we are, which is people first, relationships first—technology powering us, not being the solution.Share on X  So as you’re scaling AI to improve the information that your people have, your CFOs have, that presumably is going to lead to people doing less of the mechanical, repeatable tasks and more of the judgment tasks. So how do you scale judgment as you’re scaling the impact with AI?  On our side, I think it’s A, trying to organize and structure the data coming in. B, trying to create tooling that isn’t unique to one client but is built in a way that can be customized for each customer. A lot of the firms I talk to that are in the Finvisor space just take a blanket approach—turn Claude on for every fractional CFO, let them connect it to QuickBooks, and try to figure out their own playbooks.  That’s not how we’ve ever run the business. We don’t just hire accountants and let them run the accounting and see how the output turns out. We’re more focused on figuring out what is actually useful for review. Right now, I think AI has been most helpful around quality. It can definitely check that things are consistent and make sure edge cases are being caught.  I think we’re going to get to a future state where it’s not only making sure quality is at the 95th percentile of confidence, but also giving visibility into metrics like CAC, LTV, and churn—things that would normally take longer to pull together. Your fractional CFO might currently spend hours reviewing Stripe data or Shopify data to come to a conclusion. AI can cut out maybe 40% of that data-cleanup layer, where it’s like, “Okay, now they have the tools to dig in and understand what the underlying problem is,” instead of spending so much time cleaning up the data and getting everything organized.  So currently, at least my thesis is that it’s going to allow us to manage more clients because some of the day-to-day—I don’t want to call it busy work—but the work you have to do before you get to the exciting parts of the job will become more automated and less manual, like pulling data out of Stripe, Shopify, your CRM, or NetSuite.  So does that mean you’ll have a different type of people, maybe higher-level thinkers? Or do you think you can elevate your current team to that level?  Yeah. I think you’re… Sorry, I know I was originally answering this through the fractional CFO lens. Most of our fractional CFOs are already at the top of that organizational pyramid. For them, it’s really about helping them have cleaner data, better visibility into the actions they need to take, and better insight into what they should be reviewing and discussing with the client.  If I think more broadly about the back-office finance team, I do think a lot of the more generalist staff accountant and AP specialist roles won’t be spending as much time on the day-to-day blocking and tackling. If a client has 1,000 transactions a month flowing through their bank and credit cards, historically that accountant would sit in QuickBooks Online clicking “Okay, okay, okay,” reviewing every transaction and coding it. Eighty percent of those transactions will simply be coded automatically in real time as they come in. That leaves them to focus on the 20% that actually requires human judgment.  For me, the question is, can we continue to empower those people to be more impactful with that 20%? Are they the right people for that 20%? We’ve always tried to hire people who are proactive and broader thinkers, so I think we have the right team to step into that. If we’d built a traditional BPO model with an outsourced accounting team made up of people who were really just coding transactions at a basic level, I’d be more worried because getting those people to step up and handle edge cases is difficult.  But that’s not how we’ve historically built Finvisor. We’ve always tried to find people who are a little more… I’d rather hire an A-plus player than a B-player just because there’s some savings in the cost structure. I’d rather have the right people who can perform 80% of the time when they’re at bat than just hire someone because they’re cheaper.  Yeah.  Wrong baseball analogy there, but yeah.  Yeah, I understand. So you have A-plus people. Maybe the people who are doing more bookkeeping-type services—their jobs may become automated—but your A-players are going to have best-in-class information, and they can serve more clients that way.  Yeah. I still think that if you think about the typical accounting structure—if you’re working in-house and you have a bookkeeper and a controller—it’s still helpful. Depending on the size of the company, if you’re a small company, you probably won’t need that bookkeeper.  The controller can handle the edge cases and close the books. But at a certain scale, you’ll still want that junior resource supporting the controller so the controller can focus on the higher-level, more strategic work. I think people will simply be able to do more with less if they’re the right person. There will be people who, if they aren’t good at staying on their toes and figuring out edge cases, won’t be the right fit.  AI will probably replace some of those roles. But I think there’s a great opportunity for people who can think more strategically. They don’t have to be a CFO. They can just be a really smart bookkeeper who’s good at handling edge cases. They’ll simply be able to manage three times as many clients as they could when they had to code every single transaction.  Okay. If you had a magic wand and you could fix one thing in your business over the next 12 months, what would it be?  One area that we probably haven’t prioritized enough because of growth is SEO, AEO, and our overall sales build-out. Our paid advertising hasn’t been the strongest part of our business because it hasn’t been the top priority. If I had a magic wand, I’d have someone clean up our SEO and AEO visibility because I know clients love us and we do great work, but I don’t think we’re showing up the way I’d like from an SEO and AEO perspective. So that would be it. Yeah.  Yeah. Yeah. Love it. So, who are your ideal customers? Who do you want knocking on your door? Is it venture-backed companies primarily, or do you also work with private company founders? Who are your sweet-spot customers?  A lot of our clients are going to be in that 5-to-50-employee range, where they don’t need a full-time back office, a full-time accountant, a full-time CFO, or a full-time payroll specialist, but they need someone to own those roles. That way, we can put together the right Finvisor team to support them. We’ve intentionally made ourselves pretty modular, so while the largest group of our clients is in the tech VC world, we also have a lot of SMBs—law firms, beauty businesses, and other professional services businesses.  I would say that, if you looked at the Finvisor client base as a whole, you’d probably see a lot of startups. But we’re also starting to see more SMBs and more traditional businesses that don’t have VC funding but still need help with their accounting, bookkeeping, and modernizing their back office. So it’s a bit of both. Most of our clients are going to be in that 10-to-50- or 100-employee range, where they’re complex enough that they care about their financials and want to understand what they spent last month, where they’re going, and how they’re going to get there.  Earlier-stage companies are sometimes just a little too early. If you’re a one- or two-person company with just an idea, there’s a reason people think about their financials on more of a cash basis. They can think about the five clients they’re working with. Their bank balance ties pretty closely to their financials. There’s not a huge difference between the two when you’re a sole proprietor.  But as you start to evolve, that’s where Finvisor can provide more value. For all of our clients, we do accrual accounting, so we’re recognizing your revenue and your costs over the life of the service. As you start to grow and build, that’s really helpful. Obviously, if you’re at day one, it’s less impactful because you’re living more day to day, week to week, and month to month.  Steve Preda: Okay. So if we have those kinds of companies—which we do among our listeners—and they hear about this and want to fix their back office and outsource it to a reliable partner who can help them own those functions and give them good advice, what’s the best entry point? Where should they go, and how can they connect with you personally as well?  Yeah. hello@finvisor.com comes to me and the sales team. There’s probably a 95% chance you’ll talk to me if you reach out because I still love connecting with most new businesses that come through the door. The other area I wanted to call out that could be helpful for businesses is PEOs. PEOs are great, but I think at some point clients need to graduate from the PEO, and Finvisor is uniquely positioned to be both your insurance broker—helping you quote large-group plans—and your payroll and HR team to help you leave the PEO.  For a lot of our clients, once they pass that 100-employee mark, it’s like, “Great, we now qualify for a large-group plan,” which might have better rates than what they’re getting through the PEO. They just don’t have the team or bandwidth to get off the PEO. We’ll come alongside those larger companies and say, “Great, let’s quote a large-group plan for you. We’ll also put together a transition plan to register you in the 20 states where your employees are currently located.  We’ll make sure you get your workers’ compensation and employment practices liability insurance in place so there’s really no difference—apples to apples—from being in the PEO to running your own payroll.” We help with that transition because I’m always surprised to see companies with hundreds of employees still on a PEO, where the savings could be in the hundreds of thousands of dollars if they left. They just don’t have the internal team because they’ve always been on a PEO. They’ve never had to do state registrations, so they don’t know how to do them. Because of that, they’re usually not looking for an alternative path to get off that structure. We can at least review it with them and help them out if it’s a good fit. And just to remind our listeners what a PEO is, in case they don’t know.  Oh, sorry. Yeah. A PEO is a Professional Employer Organization. If you’ve heard of companies like TriNet or Justworks, they’re PEOs. In the health insurance space, there are four primary ways you can get health insurance. Most companies start with small-group plans in the early days because they’re state-mandated. For example, in California, if you’re under 100 employees, the rates my company gets would be the same rates Steve’s company gets if we’re both under 100 employees and we’re asking Blue Shield for a quote from the same ZIP code. That’s small-group insurance.  Then there’s level-funded, where carriers quote specifically based on your employee group. There’s large-group, which is somewhat similar but designed for larger organizations. Then there’s the PEO. Let’s say you’re a 10-person company. You don’t have enough employees to qualify for large-group health insurance, which is usually discounted because the risk is spread across hundreds of employees. The PEO says, “We’ll employ your team. Instead of you directly employing 10 people and buying health insurance for only those 10 people, we’ll employ your team and give you rates based on the 10,000 employees we already have.” PEOs are really popular in places like California and New York, where health insurance is very expensive.  But once you get above about 100 employees, you can usually qualify for your own large-group rates, which are similar to what the PEO is getting. The difference is that the PEO is generally marking up those rates because they need to make a margin on the plan. You can often get those rates directly yourself.  Yeah. That makes perfect sense. Okay. So if you’re listening to this and you’re building a venture-backed startup, or you’re the founder of a professional services firm, a law firm, or another small business with 10 to 100 employees, and you don’t yet have the budget—or maybe you simply don’t need—a full-time CFO, insurance advisor, HR leader, and other functional specialists, then reach out to Noah and Finvisor.  Check out what they have to offer and see what services might be a good fit for your business. Thanks, Noah, for coming on the show and sharing your expertise. It’s fascinating to see how this field is evolving, how you’re tapping into technology, and how you’re focusing on the highest-quality CFOs to help your clients. If you enjoyed this conversation, stay tuned.  Follow us on YouTube, Apple Podcasts, or wherever you get your podcasts. Make sure you don’t miss an episode. Every week, we bring you exciting entrepreneurs and their best management frameworks. Thanks for coming, Noah, and thanks for listening.  Thanks, Steve. Appreciate it. Important Links: Noah's LinkedIn Noah's  website Noah's email: hello@finvisor.com

AI is everywhere, but are property management companies asking the right questions before implementing it? In this episode of the #DoorGrowShow, Jason Hull sits down with Mo Hussain to discuss why successful AI adoption has far less to do with technology and far more to do with operational clarity. Instead of chasing the latest AI tools, Mo introduces his Measure, Map, Automate framework to identify operational bottlenecks, uncover hidden profit leaks, and build workflows that actually improve business performance.  Together, they explore why clean data is the foundation of automation, how undocumented processes create costly inefficiencies, and why AI should enhance human decision-making rather than replace it.   You'll Learn [00:00] Meet Mo Hussain and the Measure, Map, Automate Framework [03:20] Why Most Companies Ask the Wrong AI Questions [08:10] The Role of Clean Data in AI Success [12:45] Mapping Workflows Before Automating Them [15:30] The Process Myth and Better Operational Systems [21:10] Building Accountability Into AI Workflows [25:15] Designing AI Agents That Actually Perform [27:45] Turning Operational Data Into Business Growth [29:15] Final Advice for Property Management Leaders Quotables "AI value really truly is workflow value." Mo Hussain  "AI depends on trusted operational data." Mo Hussain  "The winners are not gonna be the companies that have the most amount of data, but they're the ones that can convert data into consistent operating actions." Mo Hussain  Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) welcome everybody. I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry.   At DoorGro, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show. And my guest today is Mo Hussain, and we're going to be talking about how property management companies can stop drowning in data and start turning it into real operational growth. In this episode,   Mo is breaking down the measure, map, and automate framework that he has built and approach an approach to uncovering hidden margins, reducing manual oversight, and getting more value out of every door in your portfolio.   right.   is Mo Hussain. Mo, welcome to the show.   Mo Hussein (01:01) Hey Jason, happy to be here.   Jason Hull (01:03) So today we're going to be chatting a little bit about how property management companies can stop drowning in data and start turning it into real operational growth. And Mo's going to break down the measure, map, and automate framework, his approach for uncovering hidden margins, reducing manual oversight, and getting more value out of every door in your portfolio. So cool, measuring is important. We'll get into that. So before we get into that, Mo,   Can you give people a little bit of background on yourself? How did you get into entrepreneurism? How did you get connected to property management? And help everybody understand who Mo is. Yeah.   Mo Hussein (01:42) Yeah.   great question. So I I've been in this industry now for probably coming up on 20 years at this point. I I worked at some of the prop tech and software providers that are prevalent in the space. Namely, I worked at both YARTI App Folio, which are both kind of headquartered in in Santa Barbara. and a little bit over ten years ago, I started a consultancy and accounting CPA practice that specifically focuses on   Jason Hull (01:56) Namely, I worked at both YARDIE and at Folio, which are both kind of headquartered in in Santa Barbara. a little bit over ten years ago, I started a consultancy and accounting TPA practice that specifically focuses   on prop tech and real estate. So we offer consultations with implementations, custom reporting, operationalizing around technology, which is which is now the buzz around kind of AI and automation at this point.   Mo Hussein (02:11) Prop tech and real estate. So we offer consultations with implementations, custom reporting, operationalizing around technology, which is which is now the buzz around kind of AI and automation at this point. and then   we've also built products for the space to help with automations, help with you know accounting compliance and bringing visibility and custom reporting capabilities to operators. So kind of leveraging all the experience.   Jason Hull (02:25) And then we've also built products for the space to help with automations, help with you know, accounting compliance and bringing visibility and custom reporting capabilities to operators. So kind of leveraging all the experience   Mo Hussein (02:40) from working as a consultant and also as an accountant and even working as some of these tech providers now being a actual supplier in the industry.   Jason Hull (02:41) from working as a consultant and also as an accountant and even working as some of these tech providers now being a aqua supplier in the industry. Very cool. Very cool. So you're a little bit nerdy.   Mo Hussein (02:52) A little bit. Data. I love data. Right.   Jason Hull (02:53) Okay, so am I. So am I. All right. So   cool. So let's talk nerdy to me, Mo. All right. So let's let's chat about this. So let's get into it. So t tell us about this. Wha why is this wh how'd you come up with this framework? Why is this important? I love frameworks because frameworks are usually where we take something that we notice a pattern in, there's some complexity involved, and we make it simple. So explain to us.   Mo Hussein (02:59) Yeah.   Jason Hull (03:18) Where does the measure map and automate framework kind of come from?   Mo Hussein (03:22) Right, right. And this is this kind of stems from a conversation you probably have with plenty of your your clients and even prospects when you start engaging, you know, the the the very popular question now of how do we use AI? I want to streamline and automate. And it's a very loaded, it's a very loaded, fairly ambiguous question, right? How do we use AI? We want to implement AI into our operations, right?   Jason Hull (03:23) And this is this kind of stems from a conversation you probably have with plenty of your   You know, the the the the very popular question now, how do we use AI? It's a very loaded, fairly ambiguous question, right? How do we use AI? We want to implement AI more.   Mo Hussein (03:48) when conversely, like you know, operators and property managers should be starting with a different qu set of questions, right? Like how like where are we losing things like NOI, margin, time, control, or even consistency, right? AI really only matters when it connects and automation really only matters when it connects to a to a revenue lever or some type of a cost lever or productivity gain or or risk reduction, right?   Jason Hull (03:50) Conversely, like you know, operators, property managers should be starting with a different set of questions, right? Like how like where are we losing things like NOI, margin, time, control, or even consistency, right? AI really only matters when it connects in automation really only matters when it connects to a to a revenue lever or some type of a cost lever, productivity gain or or risk reduction,   right? Yeah. there's there's a couple   Mo Hussein (04:14) and there's there's a couple of key components   Jason Hull (04:16) key components in even conversations that you've probably even had with with property managers today is that firstly like you know operators today they already have a lot of data. They probably have access to a lot of different data sets across, you know, operations, but it's probably, you know, disconnected and disjointed and different reports and disconnected systems, hidden in spreadsheets and and dashboards that probably don't drive much much action, right? and everybody wants   Mo Hussein (04:17) in even conversations that you've probably even had with with property managers today is that firstly, like, you know, operators today, they already have a lot of data. They probably have access to a lot of different data sets across, you know, operations, but it's probably, you know, disconnected and disjointed and different reports and disconnected systems hidden in spreadsheets and and dashboards that probably don't drive much much action, right? and everybody wants to   Jason Hull (04:43) to automate and execute   Mo Hussein (04:43) automate and execute an   operational kind of workflow. But the hard part is not whether, you know, AI can really do something, but the hard part is whether a company even knows where value is leaking and who owns that action and and whether these workflows are even clear enough to to be able to automate. And that's kind of the premise of this framework is to kind of measure what that pain is, you know, map that workflow, automate that repetitive work and manage   Jason Hull (04:45) an operational kind of workflow. The hard part is not whether you know AI can really do something, but the hard part is whether a a company even knows where value is leaking and who owns that action and and whether these workflows are even clear enough to to be able to automate. And that's kind of the premise of this framework is to kind of measure what that pain is, you know, map that workflow, automate that repetitive work, and   manage ideally performance through some type of closed loop accountability. We just put an actual word to it, right? A framework to it, I'm sure   Mo Hussein (05:07) ideally performance through some type of a closed loop accountability. We just put an actual word to it and a framework to it, but I'm sure very   similarly to the conversations that you're probably having also even with customers.   Jason Hull (05:15) Very similarly to the conversations that you're probably having also with customers.   Yeah, yeah, got it. Yeah. it's interesting because we're now seeing a lot of these tech companies or tech forward companies that are kind of backtracking on AI a little bit. They were giving out basically blank checks to use AI as much as they could. Some were even creating sort of a contest internally, incentivizing like who could use the most tokens.   Mo Hussein (05:29) Mm.   Right.   You're right.   Jason Hull (05:41) Which is a little bit insane   to just give people a blank check as if that always the more tokens you burn, the more productivity is being created, right?   Mo Hussein (05:51) Right, right, right. And we're seeing, yeah, and you know, as we're seeing these newer models that are coming out, whether it's, you know, through Cloud, Anthropic or even these other these other LLMs, the token utilization is becoming more and more expensive, especially with these newer models. And so now the question of just like, hey, how is that utilization actually translating to actual business value? Right. And this was a question that eventually would have been would have been pushed, right?   Jason Hull (05:54) Yeah and you know.   Of just like, hey, how's that utilization actually translating to actual business value? Right.   Yeah. Yeah. Yeah. I love it. Like how to use AI. Yeah. Bad question. A better question is how do we actually make sure we're creating more profit? How do we actually make sure we are lowering costs? Like   And that's the the idea, they think, well, AI must be so much cheaper than people. And what's interesting, I've also seen some reports lately showing the amount of money these different LLMs are losing right now. They're spending a massive amount of money to deliver AI to us at a super cheap price right now. And but they're losing money. Every time we're chatting, they're losing money.   Mo Hussein (06:47) Mm-hmm.   Right.   Right.   Jason Hull (07:01) And that's that's a wild business model. They're obviously hoping to win some sort of AI race. They're hoping to get us maybe in the future. And there's a lot of talk lately as well of people thinking we gotta shift to local models. Like we gotta I gotta run this AI stuff on my own computer and not be giving all my money to anthropic or open AI you know, open AI or whatever. So okay.   Mo Hussein (07:15) Mm-hmm.   Right, right.   Right.   Jason Hull (07:26) Cool. So let's continue on. Me measure, map and automate. Yeah. Yeah.   Mo Hussein (07:29) Yeah. Yeah. And   by the way, going on your point, Jason, it's you know, you you also, you know, creating automation and leveraging these models locally, it there's definitely value in that. But you know, now more than ever, f you know, teams are kind of distributed, right? And so ideally, if you've built automations and leveraging these L LMs and   Jason Hull (07:35) Yeah, y you also you know   Locally it is definitely that   Teams are kind of distributed, right? Yeah. Ideally, if you've built automations and leveraging these LLMs   and   Mo Hussein (07:52) And things of that sort.   You probably want to have like some type of an interface that's like cloud based, right? Or for folks to be able to kind of collaborate in some type of a ideally like a safe environment, right? and so measure, map and and automate. So you know, there's there's kind of those three components to be able to actually fully ideally leverage leverage AI. But   Jason Hull (07:55) some type of a an interface that's like cloud based, right? Or for folks to be able to kind of collaborate in some type of a ideally like a safe environment, right? yeah. So measure, map and and automate. So you know there's there's kind of those three components to be able to actually fully ideally leverage leverage AI but   there's there's a couple like kind of key core components that feel like   Mo Hussein (08:20) There's there's a couple of like kind of key core components that I feel like   is very important for folks to to really understand before they can they they can even take advantage of of AI, right? so one is you know AI, AI value really truly is workflow value. And so like the most the biggest opportunities when it comes to automation leveraging AI is things that are repetitive.   Jason Hull (08:25) is very important for folks to to really understand before they can they they can take advantage of of AI, right? so one is, you know, a AI AI value really truly is a workflow value. And so like the most   automation leveraging AI as things that are   repetitive, you know, judgment heavy, ideally high volume workflows. Think about things like you know, leasing follow-up, delinquency, turns, maintenance, triage, variance explanations. another another key thing to understand is you know AI depends on trusted ideal operational data. And so if you don't have accurate or clean property unit, resident, vendor,   Mo Hussein (08:44) you know, judgment heavy, ideally high volume workflows. Think about things like you know, leasing follow-up, d delinquency, terms, maintenance triage, variance explanations. another another key thing to understand is, you know, AI depends on trusted ideally operational data. And so if you don't have accurate or clean property unit, resident vendor   payment data and it's and it's inconsistent, you know, AI just   Jason Hull (09:10) payment data and it's and it's inconsistent, you know,   AI just helps accelerate the wrong answer, right? This notion of like hallucinations also kind of exist. and you know insights without ownership is is just is really just theater. And so although AI may identify a problem and recommend an action, things need to be routed, right? And asci you know action needs to be assigned, there needs to be some accountability that gets created there and then a measurement of of of   Mo Hussein (09:13) helps accelerate r the wrong answer, right? And the this notion of like hallucinations also kind of exist. and you know insights without ownership is is just is really just theater. And so although AI may identify a problem and recommend an action, things need to be routed, right? And as I you know action needs to be assigned. There needs to be some accountability that gets created there and then a measurement of of of a   of of a of a result.   Jason Hull (09:40) of of a of a   result. and then lastly like humans humans control still matters, right? Things that have a very high potential opportunity cost. you know, operators should be very careful on how they utilize AI. So, you know, things around fair housing, sensitive sensitive decisions like screenings, evictions, legal communication, you know, employee decisions and maybe even large payment loopholes and so   Mo Hussein (09:42) and then lastly like humans, humans control still matters, right? Things that have a very high potential opportunity cost. you know, operators should be very careful on how they utilize AI. So, you know, things around fair housing, sensitive sensitive decisions like screenings, evictions, legal communication, you know, employee decisions and maybe even large payment approvals. And so   Once we   have these kind of these table stake table stake items, if you will, kind of address, then you know we can move on to kind of you know the our framework of kind of measure, map, and automate. And so in each of these different components have different purposes, you know. The whole point of the measure step is is to quantify where pain exists and to validate kind of being buying versus buy like building. And so you want to ask things like where   Jason Hull (10:09) Once we have these kind of these table stakes stakeheads, if you will, kind of addressed, then you know, we can move on to kind of, you know, the our framework of kind of measure, map, and automate. And so and each of these different components have different purposes, you know. The whole point of the measure step is is to quantify where pain exists and to validate kind of being buying versus buy like building. And so you want to ask things   like where   Mo Hussein (10:36) where   time, where margin, where service quality or accountability is lost today, right? Examples can be things like, you know, days vacant, you know, delinquency rate, maintenance response times. These would be kind of like outputs like invoice coding time, reporting hours, renewal conversions, right?   Jason Hull (10:37) Where time, where margin, where service quality or accountability is lost today, right? Examples can be things like, you know, days vacant, you know, delinquency rate, maintenance response times. These would be kind of like outputs like invoice coding time, reporting hours, renewal conversions, right?   Yeah. Got it. Yeah, that that makes a lot of sense. So you've got to be you have to have good data.   Which the crux of th where their data is all probably housed is inside of their property management software.   Mo Hussein (11:06) Right.   Jason Hull (11:07) And so hopefully that software is kinda tracking some of this stuff. But, you know, everybody's had a CRM that the team didn't put enough notes in. And then it becomes kind of useless, right? So you're like, what happened with Fred on that call earlier, you know, or previously? I I think I think we talked about this. Can't remember. Why aren't you putting in notes? And so then the flaw becomes the human in the loop in a lot of instances. But then you're saying, you know, also humans matter. Like   Mo Hussein (11:14) Right.   Right.   Jason Hull (11:34) Related to fair housing. We've got to have the human in the loop making decisions. I don't think it would go fair very well to be standing in front of a judge and say, Well, the AI messed this up. It wasn't me.   Mo Hussein (11:43) Right. Right.   Right. Yeah, that's very that's very correct. the the the other thing is is that you know software is a tool, right? So they you know, for like that example that you just gave of like, hey, you know, I had a conversation with Freddie or an owner or what have you, and you know, the notes weren't captured. And so if there's if if if if there's there needs to be also a cultural   Jason Hull (11:46) Yeah, that's very that's very   Yeah, they you know, put like that example that you just gave of like, Hey, you know, I had a conversation   And you know, the notes weren't captured. And so if there's if if if if there's there needs to be also   Mo Hussein (12:06) shift within the organization to become more performance kind of driven, right? And using, you know, places of truth. You know, I, you know, we use Salesforce in our own internal kind of CRM and you know, there's this old ad like this old saying of just, you know, hey, if it didn't happen to Salesforce, it didn't happen at all. In other words, if your system of record hasn't been updated and things haven't been added to it   Jason Hull (12:06) cultural shift within the organization to become more performance kind of driven, right? And using, you know, places of truth. You know, I you know, we use Salesforce in our own internal kind of CRM and you know, there's this this old like this old thing of just, you know, hey, if it didn't happen in Salesforce, it didn't happen at all. Right.   Mo Hussein (12:29) to to ensure that it is correct and accurate and up to date, then   Jason Hull (12:29) to it to to ensure that it is correct and accurate and up   to date, then the organization sees it as, you know, as it didn't happen. And somebody, you know, using anecdotal feedback like, well I did this, but I just didn't update this. And so that's it's very important that, you know, whatever system you're using to kind of measure different KPIs and metrics, that that, you know, that behaviors within the organization are shifting towards that. And it's it's something it's a cultural shift that needs to also   Mo Hussein (12:32) the organization sees it as you know as it didn't happen. And somebody, you know, using anecdotal feedback of like, well I did this, but I just didn't update this, it means it didn't happen. And so that's it's very important that, you know, whatever system you're using to kind of measure different KPIs and metrics, that that, you know, that behaviors within the organization are shifting towards that. And it's it's some it's a cultural shift that needs to also cascade   also from from leadership down as well.   Jason Hull (12:57) Cascade also from leadership down.   Yeah, the advantage we have nowadays with all the AI stuff that's come out is now pretty much everything gets transcribed everywhere. So calls get transcribed, notes can be created automatically. You can also go back and ha check the transcription on a call or a zoom call or recording, figure out what happened. So that you know, not leaving notes in the CRM is a little bit less of a problem than it was in the past.   So we've so we've chatted a bit about measure. What is what's important about mapping or map? Yeah. So this is this goes back to my previous point about like you know AI value being it it is workflow value. Yeah so you know you've measured you've identified you know your measurements and KPIs. So whatever those KPIs may be. Next what you need to do is map what the actual   Mo Hussein (13:30) The mapping. Yeah. So this is this goes back to my previous point about like, you know, AI value being it is workflow value. And so, you know, you've measured, you've identified, you know, your measurements and KPIs, you know, days vacant, delinquency, whatever those KPIs may be. Next, what you need to do is map what the actual what   the actual workflows that are happening, not how leadership or staff thinks it's happening.   Jason Hull (13:53) what the actual workflows are happening, not how leadership or staff thinks it's   happening. There's a very key kind of a distinction is that, you know, a lot of operators and teams kind of assume, hey, you know, we have a set process, but it may not be happening the way that they are envisioning or the way that they're assuming that this is happening. Yeah. And and map that entire workflow end to end.   Mo Hussein (13:59) The very key kind of distinction is that, you know, a lot of operators and teams kind of assume, hey, you know, we have a set process, but it may not be happening the way that they are envisioning or the way that they're assuming that this is happening. And and map that entire workflow end to end.   identify what systems are involved, where handoffs occur, where approvals are required.   Jason Hull (14:21) identify what systems are involved, where handoffs occur, where approvals are required,   Mo Hussein (14:27) where judgment calls are are are are kind of made. And so, you know, every company has, you know, things like experienced managers and accountants and maintenance folks and and they usually know what good looks like versus what bad looks like. And so AI here is to help kind of convert that tribal knowledge ideally into a repeatable operating model. And so examples of how that mapping   Jason Hull (14:28) where judgment calls are kind of made. And so every company has you know things like experienced managers and accountants and maintenance folks, and and they usually know what good looks like versus what bad looks like. And so AI here helped kind of convert that tribal knowledge ideally into an overviewable operative model. So examples of   that mapping would be is you know, hey, what is the entire need to lease workflow?   Mo Hussein (14:50) would be is, you know, hey, what is the entire lead to lease workflow? You know,   Jason Hull (14:54) You know, what is the work order to completion, you know? what is our renewal offer to sign and executed actual renewal? And so and actually and again documenting that, a a lot of organizations have some notion of what that workflow kinda looks like. but   Mo Hussein (14:54) What is the work order to completion? You know? what is our renewal offer to signed and executed actual renewal? And so and actually, and again, documenting that. A a lot of organizations have some notion of what that workflow kind of looks like. but you know, they   haven't actually done they may not have documented, or if they did, it's not updated and they have an out of date SOP or a process diagram.   Jason Hull (15:12) you know, they haven't actually gotten any INOT documents in or if they did, it's not updated and they have an out of data so P or a process diagram.   Mo Hussein (15:22) And that's that's and that's that's that's a very important kind of key aspect of kind of this process.   Jason Hull (15:22) and that's that's and that's that's that's a very important kind of key aspect of kind of this process. Yeah, yeah. Well I a lot of times I end up talking with clients and I've noticed kind of this pattern or trend in the industry of I call it the process myth where everybody thinks if we just had better processes   all of our hopes and dreams would come true when it comes to the off side of the business and we would be more profitable. And especially see this in the two to four hundred door range in single family or small multi-residential property management. And so the challenge there is th that it's impossible to create enough processes, KPIs, and systems to make mediocre people be great. But they pe that doesn't stop business owners from trying. They they're like   Mo Hussein (15:59) Right.   Right.   Jason Hull (16:04) They they they wake up in the morning, they're like, I want to play an impossible game today. And they they still try. And I call it the process myth because if you have really great people, even if your processes are garbage, that I've seen these businesses still perform well. But the reverse is not true. You have mediocre people, you could have insane amounts of systems and processes and stuff, and the business still has a lot of headaches and problems.   Mo Hussein (16:16) Mm-hmm.   Jason Hull (16:29) And so I've kind of noticed this pattern. I call it the three levels of process. And level one is documentation. It's just like writing stuff out. But that's kind of like the owner's manual in the glove box of the car. Nobody looks at it, it doesn't get updated. You know, it's like it's it's it's gathering dust, and people don't actually, that's not actually how the processes are run. And over time, things gravitate towards ease or grace or what the flows best for the person doing the job.   Mo Hussein (16:39) Mm-hmm, mm-hmm.   Jason Hull (16:57) Not for what's best for the job sometimes. And so it gravitates a little bit towards chaos or being worse. Then there's this level two, which is checklists. This is where people are using things like Asana or Process Street or Lead Simple or they some sort of checklist space system where now they're verifying the works getting done in a certain way. But checklist has its own problems in that it's very linear and not every process is linear.   Mo Hussein (16:59) Right, right.   Read simple. Mm-hmm.   Mm-hmm.   Jason Hull (17:24) There's decisions   and splits and merges and sting things happening concurrently in property management. And so the challenge with checklist also it can tend to slow things down. It's not as efficient. So the next level and the problem I had with checklist, we used to use process street, is that it it if anytime a process got complicated, I had to build logic and you know, if-then sort of situations into it.   And it usually got to the point where I didn't even understand it. Like a year later, I'm looking at a process. I'm like, I had to retranslate this back into something that made sense to my brain. And I always, and the nerd had to be the one that did all the updates on it because nobody else could understand it. So then we eventually graduated to level three. So level three is visual workflow. This is for humans.   Mo Hussein (18:01) Right.   Mm-hmm.   Jason Hull (18:13) And so, and with with this, my tip to everybody listening, if you have a system, whether it's checklist or it's any of these three levels, you know, documentation, checklist, or visual workflow, that you your first two processes you make as an operator or as a business owner is how to create a process in this system is number one. And number two, how to QA.   Mo Hussein (18:26) Did   Jason Hull (18:37) A process that is made in the system to know it's actually a good one. If you just make those two, you don't have to do any of the other stuff. Everybody else can do it. You just make those two. That's my tip for all you business owners. And now with AI, you can start adding AI. Once you have things visually mapped out, it's you've got the map like you're talking about. Now you can figure out all right, where can AI take over some of this stuff? And where do we still need the human in the loop? Right. So yeah.   Mo Hussein (18:43) Mm.   And automation. Mm-hmm. Yep.   Yeah.   Right,   Jason Hull (19:05) So any tips for those listening to this that are already geeking out with AI, they're doing a little bit of this measuring and mapping and automating. What are some of the biggest challenges you've noticed where this kind of breaks down or people are making mistakes?   Mo Hussein (19:19) It's it's honestly it's the it's the you know, AI value. it's it's a lot of the small individual decisions that are made in a in a repetitive fashion and that that are made a lot that really are gonna unlock like true value for for any operator. And so like, you know, having very clean data, standardized, you know, systems of truth by what we mean by that is that, you know, hey, you know.   Jason Hull (19:20) It's it's honestly it's the it's the you know, AI value it's it's   like true value for for any op   clean data, standardized, you know, systems of truth. But what we mean by that is that, you know, hey,   you know, you know, whatever work order system that you're using, for example, has accurate, you know, work order data. People, you know, you're making a segment for actually closing out the work order when they complete it. Hey, the end of the week, I'm gonna now try to remember what I did earlier in the week.   Mo Hussein (19:47) you know, whatever work order systems that you're using, for example, has accurate, you know, work order data. People, you know, your maintenance technicians are actually closing out the work order when they complete it. Not just, hey, the end the week, I'm gonna now try to remember what I did earlier in the week.   Close it out. So the data is   the data can't be trusted, then AI is just going   Jason Hull (20:04) data the be trusted and AI   Mo Hussein (20:07) to cause additional kind of confusion. And so having accurate systems of record. And I gave that example of of of a work order when a technician kind of closes that, right? the process map, I think the you know, the three buckets are like three level that you kind of gave, I think is a great, great.   Jason Hull (20:20) Yeah, yeah. Yeah, that makes sense.   yeah.   level that you kinda gave I think it's a great,   great anecdote and framing of how processes should be kind of looked at. And and I think one thing that a lot of operators usually tend to overlook or assume is you know how things are being done versus how they actually are being done within the schemes, right? So an owner somebody at some point said, okay hey this is a process we're gonna take and then over time that just kind of got changed.   Mo Hussein (20:29) anecdote and framing of how processes should be kind of looked at. And and I think one thing that a lot of operators usually tend to overlook or assume is you know how things are being done versus how they actually are being done within the teams, right? It's an owner, somebody at some point said, okay, hey, this is the process we're gonna take. And then over time that just kind of got changed. And there   may be, you know, two different property managers   Jason Hull (20:55) And there may be, you know, two different property managers   Mo Hussein (20:58) operating in two different regions in the same company that are doing leasing renewal differently, right? That going back to that point that you mentioned about systematizing and having accountability loops and task base or like checklist items and ensuring that those things are actually done in that same quality and that same fashion is very, very key. And so getting data, like getting the right data, accurate data,   Jason Hull (20:58) operating in two different regions in the same company that are doing these things renewal differently. Right. That point that you mentioned about synthesizing and having accountability loops and task based or like checklist items and ensuring that those things are actually done in that same quality, in that same fashion is very, very key. And so getting data, getting the right data, accurate data   Mo Hussein (21:23) and then also like your process mapping and your   Jason Hull (21:24) And then also like your process mapping   and your processes kind of documented. I think I think the visual representation is a great way to have that. And those are the two key things that ninety percent of folks that are trying to leverage AI and automation and even the folks that are starting to try to jump into this space and try to automate and use AI for these things like usually we're like where where they're really struggling with. got it. Yeah, I think   Mo Hussein (21:26) processes kind of documented. I think I think the visual representation is a great way to have that. Those are the two key things that ninety percent of folks that are trying to leverage AI and automation and even the folks that are starting to try to jump into this space and trying to automate and use AI for these things like usually we're like we're where they're really struggling with.   Jason Hull (21:50) I was just on a webinar recently and they were talking about building AI agents and they were talking about if you want to make really effective AI agents, you need to give them a really good job description, just like a human. And what what's really funny is if you we coach clients on this a lot, but if we tell the clients to to go, we coach clients on   Creating job descriptions. We call our version of them R docs because each section starts with an R, like role, responsibility, et cetera, all the typical stuff. But then we have some additional sections that we found really paramount. So what we'll tell them to do is go ask your team members, give them this framework, and have them create their own R Doc. And then you take a look at this and see if that's what you would have created. Because it's never like what they think their job is. It's usually very different than what the business owner thinks their job is.   Mo Hussein (22:25) Mm-hmm.   Right.   Jason Hull (22:36) And maybe even different what the manager, the ops person thinks the job is, but then you can actually literally get on the same page with them. You can be like negotiate this and be like, this is what we think your priorities should be, and what your outcomes should be, and what we want you to be able to accomplish. And this is helpful for them to know what they're aiming for so that they can please you because your team members want to please you if they're good. But usually there's a big disconnect, like you're saying, between what   Mo Hussein (23:00) Mm-hmm. Mm-hmm.   Jason Hull (23:05) the the employee thinks their j role and job is versus what their manager thinks they should be doing versus what the business owner thinks everybody should be doing. And so nobody's on the same page. And then you're everybody's roles are a little messy. And then you're going, let's give them processes now to work on. And they're not even clear on what their job is or what their role is. Yeah. And so same thing if you were going to build an AI agent and you were like, I want you to try and be good at everything. And then suddenly it's like really   Mo Hussein (23:29) Right.   Jason Hull (23:34) Hallucinating a lot and it's messing everything up and yeah. And it's not a realistic creature, you know, just like some people give create job descriptions that are for like four different personality types. Right. And then they hire somebody that maybe can actually do all four things, and we call those really highly adaptable, weird creatures entrepreneurs. And then they wonder why that property manager left and stole all their clients.   Mo Hussein (23:34) Horrible.   Right.   Yeah.   Jason Hull (23:57) Instead of finding somebody that's like really good at being one thing. Right. Yeah. And that's how you should see Asia.   Mo Hussein (24:00) Right. That that that that role clarity is very, very, very important, right? And that's how you should see agents as well, is that   like, hey, it's like a trained employee. And so you should exp you should expect the same level of, you know, investment involvement, if you will, and trying to and try to help them be the best of like, you know, whether it's a leasing agent, a maintenance coordinator, or whatever that their role may be. And I I think another aspect is and I'm curious how like how   Jason Hull (24:12) you should expect the same level of you know investment involvement if you will and trying to and try to help them be the best of like you know whether it's a leasing agent a maintenance coordinator or whatever that their role may be and I I think another aspect is and I'm curious that   like how you know when you guys are having conversations with clients around role descriptions stuff it's the concept of ownership like hey what you know how to how to align ownership to and lining that up to hopefully the mental business   Mo Hussein (24:28) you know, when you guys having conversations with clients around role descriptions and stuff, it's the concept of ownership. Like, hey, what, you know, how to how to align ownership to and lining that up to hopefully an eventual business outcome or KPI   or something so that, you know, their performance drives also the business performance, right? How have you guys had this conversation or how do you talk about kind of that concept? I can kind of allude to it without kind of explicitly calling it out.   Jason Hull (24:42) Kate guy or something so that you know their performance derives also the business performance, right? Yeah. How do you talk about kind of that concept? You kind of allude to it without kind of explicitly calling   it out. Yeah, I think well, sometimes I'll just totally call a business owner out on things. But I think what I think will be interesting is people are building starting to build agents. I think that they should.   They should have an understanding of personality types. I think they should have an understanding maybe or a conversation with AI about what Myers Briggs type might be good for this agentic role. And because like somebody that's really good at like strategy and the strategist role, which would be like an INTJ in Myers Briggs, might be good at some operational stuff, but they would be really terrible at customer service.   Mo Hussein (25:19) Mm-hmm.   Jason Hull (25:33) Because a lot of INTJs don't even like humans, right? And so they're logical thinkers and they're really judging and they're practical and they're in you know introverted and they're really bad at understanding how the other person feels or even expressing that. And so you're you you don't want to create these try and create AI AI agents that are multiple split personality types, because I don't think they're gonna be as effective. And you can't also, just like you wouldn't want somebody building the process.   QE QA QA of the process. You don't want them both. You don't want AI to be checking itself. Right. Right. The the brain that had problems doing the messing things up, maybe, or didn't do it totally right. You don't want them checking their own work. Right. And so, yeah, so I think this is going to be interesting that people are going to be building agents and they usually think just logically here's the context it needs, here's the role, whatever. But I think also maybe give it the personality that it.   Mo Hussein (26:08) Right, right.   Right.   Jason Hull (26:29) What's the disc assessment for this person, this agent? What's the Myers Briggs type for this agent? And then if especially if they're communicating with humans or doing a task that you want them to be somewhat human like, they're going to be much better at doing this if you give it you create them in the right way. Just an idea.   the other thing to know as a business owner, you need to know who you are so that you can build your dream team around you. So your advisors, whether they're agentic or human, your advisors, your team members, it should be built ultimately around you thriving and being healthy in your own business so that you've got the tea the tools and the resources that fit you. But most business owners make the mistake.   Of trying to build the business around the business and then wonder why they're miserable and why they're kind of a slave to their own business. Right.   Mo Hussein (27:16) Right. Right. Right.   Jason Hull (27:20) So anyway, Mo, measure, map, automate, MMA. Doesn't involve fighting too much. You know, like mixed martial arts. It's a little bit on the, you know, less physical side of things. fun chatting about.   Mo Hussein (27:26) No.   Jason Hull (27:34) all the the AI stuff that's going. How can people anything else that you want to add to our conversation here about yeah this model? And then could you tell us a little bit about what you do and how maybe you help property managers with this stuff? Yeah. Yeah. so I guess just to put it succinct, kind of a a sandwich kind of takeaway. So yeah, operators need to wait for a perfect AI.   Mo Hussein (27:48) Yeah. Yeah. so I guess just to put it succinctly, kind of a a a sandwich kind of takeaway. So, yeah, operators don't need to wait for a perfect AI strategy.   Start by identifying, measuring where value exists, where things are leaking, then mapping workflows and then deciding what can be safely automated and measuring whether those actions improve performance. and so   Jason Hull (28:00) Identifying, measuring where value exists, where things are leaking, then mapping workflows, and then deciding what can be safe and automated, and measuring whether.   Mo Hussein (28:10) like you know, over time we'll see that you know the winners are not gonna be the companies that have the most amount of most amount of data, but they're the ones that can convert data into consistent operating actions across how they've operated every door. if you we help clients with you know putting together SOPs, also mapping their technology needs, where where they're where they're having operational leaks in the business can be   Jason Hull (28:10) So like you know over time we'll see that you know the winners are not gonna be the companies that have the most amount of most amount of data, but they're the ones that can convert data into consistent operating actions across how they've operated every door. if you we help clients with you know putting together SOPs, also mapping their technology needs, where where they're where they're having operational leaks and the business   can be optimized.   Mo Hussein (28:37) Optimized further using   Jason Hull (28:38) Further using technology and automation, we have a platform that we've built, Prop Strata, to actually connect and help with that automation type effort. and we're also we also do a lot of accounting and and CPA work. you can reach us at www.balanceasset solutions.com, and my emails mo at propstrata.com, or you can reach out to our team at info at balance asset.   Mo Hussein (28:39) technology and automation. We have a platform that we've built, Prop Strata, to actually connect and and help with that automation kind of efforts. then we're also we also do a lot of accounting and and CPA work. you can reach us at www.balanceasset solutions.com and and then my email is mo at at propstrata.com or you can reach out to our team at info at balanceasset solutions.com.   Jason Hull (29:03) Cool. So they could take a look at this at propstrata.com.   Mo Hussein (29:07) Correct. W dot propstrata.com.   Jason Hull (29:11) Okay, cool. Very cool. All right. yeah, check that out, everybody. It sounds interesting. All right. Well, Mo, I appreciate you coming out and hanging out with me here on the DoorGro show and sharing everything.   All right.   So if   If you have ever felt stuck or stagnant in your property management business and you want to take it to the next level, reach out to us at doorgrow.com. We are the world's best at creating high-growth property management companies in the single-family residential space or the small multi-space. And if for a free training or how to get unlimited leads for free, text the word leads to 512-648-4608. That's 512-648-4608.   Also, join our free community just for property management business owners at doorgrowclub.com. And if you want tips, tricks, and ideas to learn about our offers, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review on whatever channel you saw or heard this on. We'd really appreciate it. And until next time, remember the slowest path to growth.   is to do it alone. So let's grow together. Bye everyone.

In this Huberman Lab Essentials episode, my guest is Jocko Willink, a retired U.S. Navy SEAL officer, author and host of the Jocko Podcast. We discuss why discipline, rather than motivation, is the reliable driver of daily action, and how taking action is the most effective way to move through adversity, loss and setbacks. We also discuss how exercise generates energy, the leader's role as a counterweight to team morale, and detachment as a trainable skill for widening perspective and making better decisions under stress. Read the episode show notes at hubermanlab.com. Thank you to our sponsors AG1: https://drinkag1.com/huberman LMNT: https://drinklmnt.com/huberman David: https://davidprotein.com/huberman Timestamps (00:00:00) Jocko Willink (00:00:23) Discipline, Impact & Autonomy in the Military (00:02:40) Energy, Waking Up, Alarm Clock & Debate (00:04:12) Tool: Exercise for Energy; Eating, Fasting & Mental Clarity (00:05:45) Tool: High-Intensity Exercise, Peak Mentality (00:06:31) Winning & Losing, SEAL Selection, BUD/S, Resilience (00:08:34) Leadership, Morale & Mob Mentality; Tool: Detach & Correct (00:10:36) Loss, Grief; Tool: Action as a Cure for Adversity (00:12:17) Sponsor: AG1 (00:13:31) Parenting & Success; Tool: Be the Counterweight, Balance (00:16:07) Sense of Self, Hardcore Music, DIY Attitude & Dissent (00:18:55) Motivation as an Emotion, Discipline (00:19:44) Tool: Move Toward Problems; Indirect Approach & Conflict (00:21:14) Sponsor: LMNT (00:22:46) Meditation, Detachment & Teaching Young Leaders (00:24:19) Depression, Storm Clouds & Losing Perspective (00:26:39) Tool: Detachment, Oil Rig Story, Field of View (00:30:59) Tools: Take a Step Back, Slow Breathing & Widen Field of View (00:32:04) Tools: Chin Up, Hands Down, Listening; Relationships (00:34:18) Sponsor: David (00:35:37) Tool: Deliberate Discomfort & Training Resiliency (00:36:08) Acknowledgements Disclaimer & Disclosures Learn more about your ad choices. Visit megaphone.fm/adchoices

ACIM Quote:I am not the victim of the world I see. (ACIM, W-31)Today's Guest:Rachel Meixner joins Tam and Matt to discuss forgiveness lessons in close relationships, including with an ex-husband, a church group, and her parents.You Can Find Rachel's Books Here: https://www.amazon.com/stores/Rachel-Meixner/author/B0H59K6CXVWant to Support Miracle Voices with a Donation?Visit, https://www.miralcevoices.org/donateThink your Forgiveness Story Could Inspire Others?Submit your forgiveness story here: https://www.miraclevoices.org/form

Welcome to The Daily. Partner with us in Project23. Grab your Hosea Scripture Journal. Our text today is Hosea 12:9-11 I am the Lord your God     from the land of Egypt; I will again make you dwell in tents,     as in the days of the appointed feast. I spoke to the prophets;     it was I who multiplied visions,     and through the prophets gave parables. If there is iniquity in Gilead,     they shall surely come to nothing: in Gilgal they sacrifice bulls;     their altars also are like stone heaps     on the furrows of the field. — Hosea 12:9-11 Truth is a gift delivered by God's voice through his prophets of old. God had not been silent. He warned Israel. Corrected them. Called them back. Sent faithful messengers to confront their drift and lead them toward repentance. But Israel preferred comfort over correction. This is true for us all. Most people naturally look for voices that affirm them, validate them, entertain them, or tell them exactly what they want to hear. But faithful teachers are different. Faithful teachers tell people not merely what they want to hear, but what they need to hear. And that kind of truth and person can be uncomfortable because truth exposes pride. Truth confronts compromise. Truth challenges drift. Truth calls us to repentance, surrender, holiness, and change. But the discomfort we feel is actually mercy. Faithful teachers are not trying to control your life. Faithful teachers are trying to keep you from destroying it. That is why believers need to learn to listen willingly to the truth, even when it cuts deeply. But not every voice speaking about God is faithful to God—or a faithful teacher. Some teachers soften sin. Some reshape Scripture to match cultural trends. Some avoid the hard truth to retain approval. Some preach comfort without repentance, grace without holiness, or blessing without surrender. On the other hand, faithful teachers lovingly teach the whole truth because they know that truth is what produces real transformation. And we all need faithful voices in our lives. Not just voices that inspire us. Voices that sharpen us. Correct us. Challenge us. And lovingly call us back when we drift. Spiritual growth does not happen by accident. It happens when humble believers remain teachable before God. So do not resist the inconvenient truth simply because it makes you uncomfortable. Lean into it today. God wants to use it to change your life. DO THIS: Identify one faithful teacher, pastor, mentor, or biblical voice that consistently points you toward truth, repentance, and surrender—and intentionally lean into their teaching this week. ASK THIS: Do I seek truth or just affirmation? What biblical truth have I been resisting lately? Am I willing to let God change me through faithful correction? PRAY THIS: Father, give me humility to listen to faithful truth even when it challenges me. Protect me from voices that only comfort me, and lead me toward teachers who faithfully point me back to you. Amen. PLAY THIS: "Faithful"

Who is Arba?Arba Cooper is a distinguished marketeer with a longstanding expertise in technology, dating back to the 80s. Specializing as a digital marketing trainer, Arba dedicates her efforts toward solopreneurs, particularly baby boomers, who are facing challenges with technological advancements. Her passion is fueled by personal experience and a strong desire to help others navigate the complexities of digital marketing, particularly video marketing. Arba is celebrated for her patience and ability to distill complex technological concepts into approachable, relatable lessons.Key TakeawaysIn this episode of “Five Questions Over Coffee,” hosted by Stuart Webb, we dive into a lively and informative discussion with Arba Cooper, an expert in digital marketing and technology. Arbor shares her longstanding experience in technology, having witnessed its evolution since the 80s, and her passion for helping solopreneurs, particularly those within the baby boomer demographic, accustom themselves to the digital age. This episode unveils Arba's insights on the potency of video as an essential marketing tool, especially in the age of AI.Arba discusses her role in assisting solopreneurs who struggle with integrating new technologies into their business strategies. She describes how she supports clients by reducing their apprehension towards technology and introducing them to video marketing, a crucial aspect in today's digital commerce landscape. With attention spans diminishing, she notes that video content can significantly elevate engagement and lead generation. This episode is packed with Arba's personal anecdotes, expert advice, and effective methodologies in leveraging modern marketing tools.Key Takeaways:* Solopreneurs, especially baby boomers, often face challenges with technology that Arba Cooper helps them overcome with patience and expertise.* In the realm of digital marketing, video content particularly holds increasing value in engaging audiences and generating leads.* Arbor emphasizes that effectively using AI tools can aid those uncomfortable with appearing on camera to still create compelling video content.* Arba's commitment is deeply personal, rooted in her own experiences of entrepreneurial struggles when she faced marketing challenges without adequate guidance.* Engaging with a community of learners can enhance one's skills in video marketing, benefiting from both novice insights and professional expertise.Notable Quotes:* “The person I am exactly trying to talk to is the solopreneur who is struggling particularly with their marketing.”* “Attention span has become shorter... but you can use technology, what's called faceless videos, or insert yourself in different parts of your video.”* “If a person's afraid to be on camera, my job is not to make them comfortable, it's to show them there are other ways.”* “We would miss out on a lot of the services and products of the solopreneurs.”* “If they have time, I'll give my talent.”Resources:* Five Questions Over Coffee - Free Stuff Vault: fivequestionsovercoffee.com/freestuffTune into this past episode to hear insightful discussions and practical advice on how

There's been so much drama over what options Microsoft will allow for the Copilot key. But you don't have to wait for a future Windows update; you can remap any key with Microsoft's own Keyboard Manager PowerToy. More people should take advantage of this. Also, Paul just finished his major 2026 rewrite of the Windows 11 Field Guide! Every single chapter was rewritten or consolidated, with several new chapters added. Lastly, the OG Halo remake is a great reminder of how good this series was in the beginning. And it looks and plays terrific. Windows Week D updates arrive on time this month Windows Hello ESS support for external fingerprint readers, many small improvements Experimental (Future Platforms) finally gets an update, but it's just the features we saw elsewhere first Several in-box app updates for July, nothing major Microsoft convinces LG to drop the McAfee ads, but HP's Bing ads are A-OK Chris tested Windows 11 with 8GB of RAM and the experience is not great Paul has a Wildcat-based laptop waiting for him in PA Microsoft is testing a "Do nothing" option for the Copilot key Your Windows 11 PC now has a OneDrive Photos app for some reason Opera One gets vertical tabs, deeper Google Lens integration Earnings Google/Alphabet - net income of $28 billion on $120 billion in revenues, but negative cash flow for the first time in the company's history Intel - net loss of $11 million, no Foundry customers leaves Wall Street swooning for some reason AI Microsoft begins shifting to its own MAI models, but the forward progress is minimal NVIDIA, Microsoft, more team up for AI empire, er, Alliance Anthropic launches Claude Opus 5 Xbox and gaming Halo: Campaign Evolved is here XBOX went down for the count for most of the day on Monday. But disc-based games still worked XBOX begins testing ad-supported Cloud Gaming Ubisoft game purchases on Xbox now carry over to PC for free Luna comes to Prime Video app Tips and picks Tip of the week: Remap keys with PowerToys Keyboard Manager App pick of the week: Halo Campaign Evolved Chris's pick of the week: His new newsletter! Hosts: Leo Laporte and Paul Thurrott Guest: Chris Hoffman Download or subscribe to Windows Weekly at https://twit.tv/shows/windows-weekly Check out Paul's blog at thurrott.com The Windows Weekly theme music is courtesy of Carl Franklin. Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free audio and video feeds, a members-only Discord, and exclusive content. Join today: https://twit.tv/clubtwit Sponsors: joindeleteme.com/twit-biz cirasync.com/Windows canary.tools/twit - use code: TWIT

Laurence & Spiegs discuss potential trade targets for the Cubs & White Sox

There's been so much drama over what options Microsoft will allow for the Copilot key. But you don't have to wait for a future Windows update; you can remap any key with Microsoft's own Keyboard Manager PowerToy. More people should take advantage of this. Also, Paul just finished his major 2026 rewrite of the Windows 11 Field Guide! Every single chapter was rewritten or consolidated, with several new chapters added. Lastly, the OG Halo remake is a great reminder of how good this series was in the beginning. And it looks and plays terrific. Windows Week D updates arrive on time this month Windows Hello ESS support for external fingerprint readers, many small improvements Experimental (Future Platforms) finally gets an update, but it's just the features we saw elsewhere first Several in-box app updates for July, nothing major Microsoft convinces LG to drop the McAfee ads, but HP's Bing ads are A-OK Chris tested Windows 11 with 8GB of RAM and the experience is not great Paul has a Wildcat-based laptop waiting for him in PA Microsoft is testing a "Do nothing" option for the Copilot key Your Windows 11 PC now has a OneDrive Photos app for some reason Opera One gets vertical tabs, deeper Google Lens integration Earnings Google/Alphabet - net income of $28 billion on $120 billion in revenues, but negative cash flow for the first time in the company's history Intel - net loss of $11 million, no Foundry customers leaves Wall Street swooning for some reason AI Microsoft begins shifting to its own MAI models, but the forward progress is minimal NVIDIA, Microsoft, more team up for AI empire, er, Alliance Anthropic launches Claude Opus 5 Xbox and gaming Halo: Campaign Evolved is here XBOX went down for the count for most of the day on Monday. But disc-based games still worked XBOX begins testing ad-supported Cloud Gaming Ubisoft game purchases on Xbox now carry over to PC for free Luna comes to Prime Video app Tips and picks Tip of the week: Remap keys with PowerToys Keyboard Manager App pick of the week: Halo Campaign Evolved Chris's pick of the week: His new newsletter! https://preferences.pcmag.com/PCMag/windows-guide Hosts: Leo Laporte and Paul Thurrott Guest: Chris Hoffman Download or subscribe to Windows Weekly at https://twit.tv/shows/windows-weekly Check out Paul's blog at thurrott.com The Windows Weekly theme music is courtesy of Carl Franklin. Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free audio and video feeds, a members-only Discord, and exclusive content. Join today: https://twit.tv/clubtwit Sponsors: joindeleteme.com/twit-biz cirasync.com/Windows canary.tools/twit - use code: TWIT

There's been so much drama over what options Microsoft will allow for the Copilot key. But you don't have to wait for a future Windows update; you can remap any key with Microsoft's own Keyboard Manager PowerToy. More people should take advantage of this. Also, Paul just finished his major 2026 rewrite of the Windows 11 Field Guide! Every single chapter was rewritten or consolidated, with several new chapters added. Lastly, the OG Halo remake is a great reminder of how good this series was in the beginning. And it looks and plays terrific. Windows Week D updates arrive on time this month Windows Hello ESS support for external fingerprint readers, many small improvements Experimental (Future Platforms) finally gets an update, but it's just the features we saw elsewhere first Several in-box app updates for July, nothing major Microsoft convinces LG to drop the McAfee ads, but HP's Bing ads are A-OK Chris tested Windows 11 with 8GB of RAM and the experience is not great Paul has a Wildcat-based laptop waiting for him in PA Microsoft is testing a "Do nothing" option for the Copilot key Your Windows 11 PC now has a OneDrive Photos app for some reason Opera One gets vertical tabs, deeper Google Lens integration Earnings Google/Alphabet - net income of $28 billion on $120 billion in revenues, but negative cash flow for the first time in the company's history Intel - net loss of $11 million, no Foundry customers leaves Wall Street swooning for some reason AI Microsoft begins shifting to its own MAI models, but the forward progress is minimal NVIDIA, Microsoft, more team up for AI empire, er, Alliance Anthropic launches Claude Opus 5 Xbox and gaming Halo: Campaign Evolved is here XBOX went down for the count for most of the day on Monday. But disc-based games still worked XBOX begins testing ad-supported Cloud Gaming Ubisoft game purchases on Xbox now carry over to PC for free Luna comes to Prime Video app Tips and picks Tip of the week: Remap keys with PowerToys Keyboard Manager App pick of the week: Halo Campaign Evolved Chris's pick of the week: His new newsletter! https://preferences.pcmag.com/PCMag/windows-guide Hosts: Leo Laporte and Paul Thurrott Guest: Chris Hoffman Download or subscribe to Windows Weekly at https://twit.tv/shows/windows-weekly Check out Paul's blog at thurrott.com The Windows Weekly theme music is courtesy of Carl Franklin. Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free audio and video feeds, a members-only Discord, and exclusive content. Join today: https://twit.tv/clubtwit Sponsors: joindeleteme.com/twit-biz cirasync.com/Windows canary.tools/twit - use code: TWIT

When you realize your child isn't giving you a hard time—they're having a hard time, everything about your response begins to change. Dr. Roseann Capanna-Hodge, creator of Regulation First Parenting™, helps families understand emotional dysregulation so they can calm the brain first, strengthen connection, and create lasting change.You're not imagining it—when your child screams, refuses, or lashes out, it can feel incredibly personal. But what if those moments aren't about defiance at all?In this episode, I explain why your child isn't giving you a hard time—they're having a hard time—and how changing this one perspective can transform your parenting and your child's nervous system.Why does my child seem to overreact to everything?When your child explodes over something small, it's easy to assume they're being disrespectful or trying to push your buttons.Behavior is communication, and big reactions are often a sign that their nervous system is overwhelmed—not that they're choosing to misbehave.A dysregulated child isn't thinking clearly. They've temporarily lost access to flexibility, emotional control, and problem-solving.What to remember:Big behavior often signals nervous system overload.Don't mistake dysregulation for manipulation.Your child needs regulation before correction.Imagine your child screaming because it's time to leave the park. Instead of seeing defiance, recognize they're struggling to manage disappointment and transition.How do I stop taking my child's behavior so personally?This is one of the hardest parenting shifts—and one of the most powerful.When you believe your child is attacking you, your own nervous system escalates, making it almost impossible to stay calm. But when you remember they're having a hard time, you create space to respond instead of react.Try this instead:Pause before responding.Remind yourself: "My child is struggling right now."Focus on calming yourself first.

There's been so much drama over what options Microsoft will allow for the Copilot key. But you don't have to wait for a future Windows update; you can remap any key with Microsoft's own Keyboard Manager PowerToy. More people should take advantage of this. Also, Paul just finished his major 2026 rewrite of the Windows 11 Field Guide! Every single chapter was rewritten or consolidated, with several new chapters added. Lastly, the OG Halo remake is a great reminder of how good this series was in the beginning. And it looks and plays terrific. Windows Week D updates arrive on time this month Windows Hello ESS support for external fingerprint readers, many small improvements Experimental (Future Platforms) finally gets an update, but it's just the features we saw elsewhere first Several in-box app updates for July, nothing major Microsoft convinces LG to drop the McAfee ads, but HP's Bing ads are A-OK Chris tested Windows 11 with 8GB of RAM and the experience is not great Paul has a Wildcat-based laptop waiting for him in PA Microsoft is testing a "Do nothing" option for the Copilot key Your Windows 11 PC now has a OneDrive Photos app for some reason Opera One gets vertical tabs, deeper Google Lens integration Earnings Google/Alphabet - net income of $28 billion on $120 billion in revenues, but negative cash flow for the first time in the company's history Intel - net loss of $11 million, no Foundry customers leaves Wall Street swooning for some reason AI Microsoft begins shifting to its own MAI models, but the forward progress is minimal NVIDIA, Microsoft, more team up for AI empire, er, Alliance Anthropic launches Claude Opus 5 Xbox and gaming Halo: Campaign Evolved is here XBOX went down for the count for most of the day on Monday. But disc-based games still worked XBOX begins testing ad-supported Cloud Gaming Ubisoft game purchases on Xbox now carry over to PC for free Luna comes to Prime Video app Tips and picks Tip of the week: Remap keys with PowerToys Keyboard Manager App pick of the week: Halo Campaign Evolved Chris's pick of the week: His new newsletter! Hosts: Leo Laporte and Paul Thurrott Guest: Chris Hoffman Download or subscribe to Windows Weekly at https://twit.tv/shows/windows-weekly Check out Paul's blog at thurrott.com The Windows Weekly theme music is courtesy of Carl Franklin. Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free audio and video feeds, a members-only Discord, and exclusive content. Join today: https://twit.tv/clubtwit Sponsors: joindeleteme.com/twit-biz cirasync.com/Windows canary.tools/twit - use code: TWIT

There's been so much drama over what options Microsoft will allow for the Copilot key. But you don't have to wait for a future Windows update; you can remap any key with Microsoft's own Keyboard Manager PowerToy. More people should take advantage of this. Also, Paul just finished his major 2026 rewrite of the Windows 11 Field Guide! Every single chapter was rewritten or consolidated, with several new chapters added. Lastly, the OG Halo remake is a great reminder of how good this series was in the beginning. And it looks and plays terrific. Windows Week D updates arrive on time this month Windows Hello ESS support for external fingerprint readers, many small improvements Experimental (Future Platforms) finally gets an update, but it's just the features we saw elsewhere first Several in-box app updates for July, nothing major Microsoft convinces LG to drop the McAfee ads, but HP's Bing ads are A-OK Chris tested Windows 11 with 8GB of RAM and the experience is not great Paul has a Wildcat-based laptop waiting for him in PA Microsoft is testing a "Do nothing" option for the Copilot key Your Windows 11 PC now has a OneDrive Photos app for some reason Opera One gets vertical tabs, deeper Google Lens integration Earnings Google/Alphabet - net income of $28 billion on $120 billion in revenues, but negative cash flow for the first time in the company's history Intel - net loss of $11 million, no Foundry customers leaves Wall Street swooning for some reason AI Microsoft begins shifting to its own MAI models, but the forward progress is minimal NVIDIA, Microsoft, more team up for AI empire, er, Alliance Anthropic launches Claude Opus 5 Xbox and gaming Halo: Campaign Evolved is here XBOX went down for the count for most of the day on Monday. But disc-based games still worked XBOX begins testing ad-supported Cloud Gaming Ubisoft game purchases on Xbox now carry over to PC for free Luna comes to Prime Video app Tips and picks Tip of the week: Remap keys with PowerToys Keyboard Manager App pick of the week: Halo Campaign Evolved Chris's pick of the week: His new newsletter! https://preferences.pcmag.com/PCMag/windows-guide Hosts: Leo Laporte and Paul Thurrott Guest: Chris Hoffman Download or subscribe to Windows Weekly at https://twit.tv/shows/windows-weekly Check out Paul's blog at thurrott.com The Windows Weekly theme music is courtesy of Carl Franklin. Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free audio and video feeds, a members-only Discord, and exclusive content. Join today: https://twit.tv/clubtwit Sponsors: joindeleteme.com/twit-biz cirasync.com/Windows canary.tools/twit - use code: TWIT

1 He who is often rebuked and stiffens his neck will be destroyed suddenly, with no remedy. 2 When the righteous thrive, the people rejoice; but when the wicked rule, the people groan. 3 Whoever loves wisdom brings joy to his father; but a companion of prostitutes squanders his wealth. 4 The king by justice makes the land stable, but he who takes bribes tears it down. 5 A man who flatters his neighbor spreads a net for his feet. 6 An evil man is snared by his sin, but the righteous can sing and be glad. 7 The righteous care about justice for the poor. The wicked aren't concerned about knowledge. 8 Mockers stir up a city, but wise men turn away anger. 9 If a wise man goes to court with a foolish man, the fool rages or scoffs, and there is no peace. 10 The bloodthirsty hate a man of integrity; and they seek the life of the upright. 11 A fool vents all of his anger, but a wise man brings himself under control. 12 If a ruler listens to lies, all of his officials are wicked. 13 The poor man and the oppressor have this in common: Yahweh gives sight to the eyes of both. 14 The king who fairly judges the poor, his throne shall be established forever. 15 The rod of correction gives wisdom, but a child left to himself causes shame to his mother. 16 When the wicked increase, sin increases; but the righteous will see their downfall. 17 Correct your son, and he will give you peace; yes, he will bring delight to your soul. 18 Where there is no revelation, the people cast off restraint; but one who keeps the law is blessed. 19 A servant can't be corrected by words. Though he understands, yet he will not respond. 20 Do you see a man who is hasty in his words? There is more hope for a fool than for him. 21 He who pampers his servant from youth will have him become a son in the end. 22 An angry man stirs up strife, and a wrathful man abounds in sin. 23 A man's pride brings him low, but one of lowly spirit gains honor. 24 Whoever is an accomplice of a thief is an enemy of his own soul. He takes an oath, but dares not testify. 25 The fear of man proves to be a snare, but whoever puts his trust in Yahweh is kept safe. 26 Many seek the ruler's favor, but a man's justice comes from Yahweh. 27 A dishonest man detests the righteous, and the upright in their ways detest the wicked. Listen Subscribe: Proverbs Daily Podcast Psalms Daily Podcast

There's been so much drama over what options Microsoft will allow for the Copilot key. But you don't have to wait for a future Windows update; you can remap any key with Microsoft's own Keyboard Manager PowerToy. More people should take advantage of this. Also, Paul just finished his major 2026 rewrite of the Windows 11 Field Guide! Every single chapter was rewritten or consolidated, with several new chapters added. Lastly, the OG Halo remake is a great reminder of how good this series was in the beginning. And it looks and plays terrific. Windows Week D updates arrive on time this month Windows Hello ESS support for external fingerprint readers, many small improvements Experimental (Future Platforms) finally gets an update, but it's just the features we saw elsewhere first Several in-box app updates for July, nothing major Microsoft convinces LG to drop the McAfee ads, but HP's Bing ads are A-OK Chris tested Windows 11 with 8GB of RAM and the experience is not great Paul has a Wildcat-based laptop waiting for him in PA Microsoft is testing a "Do nothing" option for the Copilot key Your Windows 11 PC now has a OneDrive Photos app for some reason Opera One gets vertical tabs, deeper Google Lens integration Earnings Google/Alphabet - net income of $28 billion on $120 billion in revenues, but negative cash flow for the first time in the company's history Intel - net loss of $11 million, no Foundry customers leaves Wall Street swooning for some reason AI Microsoft begins shifting to its own MAI models, but the forward progress is minimal NVIDIA, Microsoft, more team up for AI empire, er, Alliance Anthropic launches Claude Opus 5 Xbox and gaming Halo: Campaign Evolved is here XBOX went down for the count for most of the day on Monday. But disc-based games still worked XBOX begins testing ad-supported Cloud Gaming Ubisoft game purchases on Xbox now carry over to PC for free Luna comes to Prime Video app Tips and picks Tip of the week: Remap keys with PowerToys Keyboard Manager App pick of the week: Halo Campaign Evolved Chris's pick of the week: His new newsletter! https://preferences.pcmag.com/PCMag/windows-guide Hosts: Leo Laporte and Paul Thurrott Guest: Chris Hoffman Download or subscribe to Windows Weekly at https://twit.tv/shows/windows-weekly Check out Paul's blog at thurrott.com The Windows Weekly theme music is courtesy of Carl Franklin. Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free audio and video feeds, a members-only Discord, and exclusive content. Join today: https://twit.tv/clubtwit Sponsors: joindeleteme.com/twit-biz cirasync.com/Windows canary.tools/twit - use code: TWIT

Joey Diaz and Lee Syatt talk Joey's altercation this weekend, his ever changing five year plan, Joey's trick for dealing with nerves and much more! SHOW NOTES Limited Time Offer - Get 20% OFF Zapply T1 Testo Charge with code CHURCH at http://us.tryzapply.com Thank you to Zapply for partnering with The Church!

Do things feel a little disconnected between team members in your practice? Tiff and Dana discuss the common signs that usually mean your practice could use a communication refresher, and then give advice on what can be done about improvement. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Tiffanie (00:01) Hello, Dental A Team listeners. We are back at you on the podcast slash video cast, which is still really weird to me. I think I spend more time getting prepped and ready for the podcast than I do for coaching calls, which is wildly, wildly annoying. And here we are. I secretly do   wish that we could just be off camera still, but I I know I enjoy watching the podcast and Aaron watches podcasts every morning. So here we are. Dana, you are my favorite podcaster on a Friday. I love ending my week with you. I love beginning my week with you as well. You are an amazing podcaster and just an incredible person. How are you today, Dana?   DAT-Dana (00:44) Doing pretty good. Excited. I know this is a good way to like have a solid Friday. Get some tip time.   Tiffanie (00:50) It is.   DAT-Dana (00:51) Get to get to chat. it is a great way to end   Tiffanie (00:54) Yeah.   DAT-Dana (00:54) the week.   Tiffanie (00:55) I agree. I agree. And I I was excited because I forgot what the schedule I look at my schedule a million times. This week has been weird. and I look at it a million times, a million times. I even put podcasting in a different color on my calendar so that I know that it's like it's coming. And then this morning I was like, Happy surprise podcasting today. Like two hours ago, I was like, my gosh, this is wild tough. I just can't get it together this week. But alas, I think it's because Brody's birthday threw me off.   He turned eighteen and that has been spinning my world. So here we are, Dana. You have littles at home. It's summer right now and at the point of recording this, we all have we all have some sort of children at home on some level. And how are how's your summer over there going with the with the clan? You have a whole clan.   DAT-Dana (01:44) Yeah, it's going good. It's it's super busy.   Tiffanie (01:48) Yeah.   DAT-Dana (01:48) I feel like, you know, I get to summertime and I'm like, vacation and relaxation and it never happens.   Tiffanie (01:54) No.   DAT-Dana (01:56) but they're enjoying what downtime they get. They're enjoying, you know, being in sports and and the sunshine. So it's good   Tiffanie (02:03) Good.   DAT-Dana (02:03) overall.   Tiffanie (02:05) Good. And I feel like school comes like school starts back up so fast. Like you think you have time and then it's just summer's gone.   DAT-Dana (02:14) Yeah, I know. I'm like I can't believe it'll be here in like a week, really. Yeah.   Tiffanie (02:17) Literally. I know.   Up here, in Phoenix they started going back to school last week. My nieces already had a week and a half of school.   DAT-Dana (02:24) my gosh, that's   Tiffanie (02:26) I know.   I know. But modified year round, that's what we like to do around here. And I think East Coast, they really don't go back until most of them don't go back until after Labor Day. So then they're like wildly thrown off with the mid July start of school.   DAT-Dana (02:41) Mm. Yep.   Tiffanie (02:42) But here we are. today we are talking about leadership and that's one of our favorite topics. I think Dana, you and I definitely thrive in the leadership world and like communication is really, really massive. I think both of us   thrive on communication in our personal lives as well, and just really, really look for those opportunities to create clarity, create trust, to be vulnerable. and all of those pieces. And today's conversation kind of encompasses all of those, I feel. And it has been coming up for me a couple of times, Dana you and I spoke. You've had it come up a couple of times on coaching calls as well. And really talking about and looking at that transparency space.   between a doctor and a team? And I think you and I have some really phenomenal ideas on this. And first I wanna work through kind of workshop with you backwards. Like what is it that a doctor can maybe find in their lives that says maybe we need a little bit more communication or or this space isn't as evolved as it could be? Like what are some signs and symptoms that you've seen within teams that say, hey, we're not   connected a hundred percent and there's a gap here because I do think Dana a lot of times the team knows and notices, but oftentimes the doctor, like to their credit, they're doing dentistry. They're over there working, they're head down and they don't always realize that there's a gap, but the the team does. So what are some of those signs or symptoms that you've witnessed with your practices recently or previously?   DAT-Dana (04:21) Yeah, I think a couple big ones are when it's hard to delegate. I think to when like expectations aren't met, oftentimes there's a gap in communication there, as well as team members not feeling bought in, right? And   Tiffanie (04:37) Mm.   DAT-Dana (04:38) yet we feel like we're saying all the things, we're explaining all the things, and yet team members don't seem really bought in or really aligned.   with pieces, I think those are three that I notice pretty routinely in offices that there is just either a communication gap, a trust gap, or something, there's a disconnect somewhere.   Tiffanie (04:56) Yeah, I love those. I think that's spot on. And within that like delegation and expectation and maybe even follow through. So maybe you've asked for things and the team's not doing it. you've asked for systems to be put in place and they're just not getting completed, or you see you maybe implemented some systems to get a specific result and we're still not hitting that result. those are huge, Dana. That was that was phenomenal. And   Some of them that I've seen too are like an upset manager, like an easily upset manager or a frantic manager, a frantic front office team. I feel like they get hit with it the hardest when there's a a gap and a disconnect and the like frantic or overwhelmed. I actually was listening to a podcast yesterday that was talking about the idea of like actually listening, of being a good listener. And   one spot that it brought up was this sense of overwhelm where a lot of people will come to us and say, gosh, I'm overwhelmed. There's too much on my plate. And so then what a manager or or an owner will do is say, okay, well let's look at what you got. Let's figure it out. And and I remember I told Kira this actually probably July. So probably like six months ago, I told Kira this. I said, Kira, you can find you and I are phenomenal at finding space in a calendar. We can find   blank space and and time in a calendar for the duties and the things that I'm supposed to get done. Right. And I think managers will say that too. Like, yeah, I can see the time and we'll look at things, Dana, and be like, I think they should be able to do this. So if they can do the things, but they're saying there's an overwhelm, this podcast talked about it's not necessarily always, sometimes it is, an overwhelm of physical tasks, like things that need to get done.   Oftentimes it's an emotional overwhelm that's overriding the tasks that need to get done. And so the the emotional aspect of it and sometimes it's that gap in communication can create this whirlwind sense of not being able to accomplish the thing. So I've seen that a ton in front office team members and managers where they're like, gosh, I can't get to the I can't get to the unscheduled treatment calls.   Because I I don't have time. There's no space. And I'm like, it's it they're not gonna answer. Like, leave a voicemail, send a text. Like ninety-nine point nine percent of the time people aren't answering the phone. So it really doesn't take that much time, but that's not the actual issue. Like, there's a root cause underneath that we have to dig into, and all of those things that you said, Dina, those are the symptoms that something else is going on. And I think usually it's an emotional.   space and a and a communication gap or an emotional distance between two people that causes that.   DAT-Dana (07:53) Yeah, I completely agree with you.   Tiffanie (07:55) And I think even at home, right? Like sometimes we're like, he never takes all the trash, or he never does this. I have to do everything. And it's like maybe we just haven't connected on an emotional level to be able to see the contributions that each of us are making. Like we're so disconnected that everything is then something. And I think that happens I say really all the time. Relationships are relationships, they're just like formed a little bit differently, but your connection and your communication is relatively similar.   So if anyone can see themselves in any of that, a team member, a doctor who's here, or a doctor who might think like, wow, I thought everything was okay, but I do hear the word overwhelm a lot or stressed or tired or I don't have, I don't have, I don't have time, I don't have space, I don't have s a spot to do it in. If you're hearing those things over and over and over again, it might be more of a trust gap and a communication gap.   than an actual physical tasks gap. So I beg of you before jumping to hire a new team member, because Dana, how many times have we witnessed that we must need someone else? And I'm like, you've got 16 people for a   DAT-Dana (09:08) Right.   Tiffanie (09:08) four op practice. You're fine. Or how   DAT-Dana (09:11) Yeah.   Tiffanie (09:11) many virtual assistants do you need? Before we jump to hiring a new person, number one, take a look at the space that you have. Dana and I have countless times.   talked through an org chart and an ops manual and all those pieces. We talk about those all the time because they work. So take a look at the space that you have, like what you're trying to create, what your practice is. What is the organizational chart? How who do you need physically? Not the people you already have, but like the seats. What are the seats that you need in your practice to be successful? Because if all those seats are filled, now we need to take a step back and say, okay, great, why isn't this working? And   If they're not filled, awesome, let's hire. But if they are filled, now it's just working reverse engineering backwards. So with that, Dana, how do you think the trust gap, right? Because I I really think communic communication gap is like when there's not communication happening, it's very easy to say we have a communication gap. But really what it boils down to is that without that communication, my trust is broken because I'm trying to figure things out.   DAT-Dana (10:23) Mm-hmm.   Tiffanie (10:23) So   how do you feel are some common areas or ways that that trust gap is created between a doctor and a team?   DAT-Dana (10:33) Mm-hmm. Yeah. I think the first and foremost thing that I see, and I have an office that really, really struggles with this. And it is that like the doctor will announce things or share things before they're   Tiffanie (10:46) Mm.   DAT-Dana (10:47) actually fully 100% in place or going to happen. And then when it doesn't happen, or he changes his mind, or he makes a different decision or pivots down a different path, the team members one feel like whiplash.   Right. And then two, don't always know when to trust the office manager and the doctor in that it is actually going to happen. Right. So when to prep themselves and when to really start to get things into place because oftentimes they've started those pieces and then it just feels like time or work wasted because the decision pivots or changes. And so it's really, really broken down.   Trust in that way because team members, one, aren't really sure if things are really happening. And then two, frustration happens on doctor and leadership when they're like, Why aren't they excited? Why aren't they bought in? Why aren't they ready   Tiffanie (11:32) Yeah.   DAT-Dana (11:33) to go? Why aren't they super motivated? Right. And that's because the team is like, Well, it's changed 35 times. And so we're just kind of waiting until we know for sure because we don't want to feel like we wasted our time, our energy, our effort.   Tiffanie (11:45) Yeah. Yeah. I all I think when that not when I think a lot of times when those things happen, the team muscle memory reverts back to the original way of doing it. So then you've got a billing representative that's sending paper claims because she's like, I know this works, right? Yeah.   DAT-Dana (12:03) Yeah. Yeah.   Tiffanie (12:04) Yeah. And then you've got a doctor that's like, I'm paying AI Yes.   DAT-Dana (12:08) I wanna be super tech savvy and I'm paying AI and we're still sending   paper claims. Yeah.   Tiffanie (12:14) Yes,   and an office manager who's like, Well, I don't know what to tell you, but I've got an overloaded plate of things here 'cause I have people coming in my door constantly crying and saying they're overwhelmed. Yeah. Yeah.   DAT-Dana (12:26) Yeah. Yeah.   Tiffanie (12:28) And I think that's a common thing and I I I know that it's really exciting to like be on the threshold of innovation. And dentistry is constantly innovating.   And within that, we've got you know the scanners and the tech and the AI and the I mean, gosh, like the AI like pearl tools that are reading x-rays and now insurances are starting to use those things like innovation is constant in dentistry. And I think oftentimes what that makes us feel like is that the simple systems that have gotten us here also need to innovate and change. And so we're throwing all of these tech innovations from a back office standpoint now.   into every aspect of the practice, but we're also saying, okay, cool, well if I can do this with a scanner, why can't you do something different with insurance verifications? And it's like, I can't even fathom that. And then they're saying, okay, well, try this, try that, try this, try that, try this. And in dentistry, when you're trying to find a new bond and primer, cool, try it until you find the one that works. But when you're overloaded with like to-dos and   paperwork is what we'll call it, tasks. It's not as easy to try it and see if it works and continue to do that. So that innovative mind tries to cover so much ground that we do end up with so many changes and it's like a pivot constantly. Gosh, Kira and I had we had pivot. I don't remember Dana when it was. You might have been here for pivot. I don't remember. Yeah. Like I don't remember how long ago it was. That was   DAT-Dana (14:04) Yep. Yes. Yeah.   Tiffanie (14:08) the worst year of our   freaking lives in this company. We had pivot as a core value and we use pivot as a core value because we want to be on the threshold of inva innovation and we want to be able to roll with the punches. Like, okay, great, something came up, great. We we figure it out and we move on is what we meant by pivot. But what happened that year, Dana? What did that year look like?   DAT-Dana (14:27) It was chaos because we also used pivot as a reason to be able to like justify lots of change, right?   Tiffanie (14:33) Correct.   Correct. So we just like constant it was like this wheel that it just never ended, right? A wheel just keeps going, keeps going, but on every little tread was a new something. And so every time that tread hit the ground, it was a change, it was a change, it was a change. And I think it's really easy in business, and in entrepreneurship to do that because you are having to create, you know, Wells Fargo and Chase, like   They're they've got innovators on their team, but they're pretty steady eddy of what that business structure needs to look like. When you're an entrepreneur and you're super innovative, it's very easy to get stuck in that like let's jump to the next thing mentality. So again, if you're feeling yourself in this, don't worry, it's not just you, or we wouldn't do an entire podcast about it, by the way. And also there are solutions. And Dana, you've you said you've got   you know, practices you can think of, I think both of us do, because again, it's not just you, it's everyone that go through this. What are some ways that you help your teams and your doctors to bridge that gap when those things come up? Like when we're in this constant state of change and they're like, I'm out, I can't even get excited anymore. How do you help them bridge that gap?   DAT-Dana (15:50) Yeah, I think it is it it is getting them to understand that like while change is really, really great, you have to understand that your team members are who is implementing the change. So be cautious and cognizant of how many things you're changing at once. Be cautious and cognizant that the team feels like, hey, yep, we've got this, we can do it independently, we're good, before we add the next change. So just really keeping a pulse on those pieces. And then two, just really   Making sure that you get to a certain point in your decision making process before you're   Tiffanie (16:25) Yeah.   DAT-Dana (16:25) involving the team. And even your office manager, right? Another breakdown of trust that I see is it's like we either share too much or share too little, right? With the people   who then help us implement or help us guide those decisions. And so I think like figuring out that clarity of what is the right amount to share.   Or when is the right time to share and who those appropriate channels are. So just like you said with the org chart tip, I think as you're   Tiffanie (16:52) Yeah.   DAT-Dana (16:53) building out your org chart, building and knowing like, okay, when it comes to what I need to share, who actually do I need to share certain things with and having clarity amongst you, your leaders, and the people that are on your org chart about those things.   Tiffanie (17:09) Yeah, that's beautiful. And it made me think of just like how much communication you have with those key players in the practice. And a and a couple of dissecting pieces there, Dana. The team and team members who are here doesn't need to know everything. The leadership   team of the practice needs to know.   what they need to know in order to push the needles forward. And as you were talking, I was thinking oftentimes doctors go like a full in it or out of it, right? It's either one or the other. And so they're either oversharing or they're sharing nothing because it's hard to find that happy medium. And something we do with our offices and something we do in our own company is we create those targets. And so when you have those yearly targets, those quarterly rock targets that you're looking at.   we're able to say, does this push us towards our targets or is this a distraction? And Dana, I think after the year of pivot, that's something we implemented and we stuck to because Kira is an idea like machine. She her famous words are, I have an idea. Right. And my famous words are awesome, what is it? Let's go. Right. I don't even need to hear it. And I'm like, yep, let's do it.   And so then the whole company just goes into this spiral. So it needs to be a space of of innovation. So you've got to have be able to have the ideas, but then you need someone, what's where Britt comes into our company really strong?   DAT-Dana (18:41) Hm.   Tiffanie (18:42) Someone in between the heck yes girl and the idea generator that says, hang on a second, is this pushing us forward or is this just a distraction? So they go on like I have doctors that have made them carry notebooks.   For ideas. It's an idea book or an idea board. It's like I've got all of these great ideas, but let's go back to them when the timing is right. So if the timing is right right now for that thing, great, let's add it to our list of to-dos or our changes or updates. Let's do it. Let's figure out how to do it and then implement with the   team when everything's ready to go. Don't implement prior and then we all figure it out together. You guys figure it out, you implement and then you follow through.   And all of those other things stay on that like idea board. If it's not generating what we need it to generate today, it might later. And Dana, I don't know how many times I've I've even gone back to my own boards, but that I've had doctors, I have one doctor in particular that I'm thinking of, and I hope she listens to this and knows exactly who I'm talking about. I know she will, because I bought her the notebook and the special pen and she would carry it around. She had it for years. And sometimes she'd go back to the other pages and be like   I don't even know what these words mean. I don't know what this idea was. So I was like,   DAT-Dana (19:59) Yeah.   Tiffanie (20:01) great. No reason to like try to figure it out, cross it out. If it was that important, it was gonna be that phenomenal and life-changing, you'll think of it again. It'll come back up.   DAT-Dana (20:11) Mm-hmm.   Tiffanie (20:12) And otherwise that idea would have been something that we jumped on, right? So we jump and we change and we jump and we change, but we need to be able to have that space of discussion. So what I have a lot of doctors and office managers do is whether you've got a full leadership team or not.   Doctors and office managers are meeting weekly. I had to do this years ago with my doctor when I was office manager just to keep up with his ideas. And if I didn't catch him before he caught the team, I was   DAT-Dana (20:42) Mm-hmm.   Tiffanie (20:42) in a frenzy, like backtracking, trying to fix things, right? I had people in my office like, why are we doing this? I'm like, I don't even know what you're talking about. I've never heard that before. So I had to catch him and be like, nope, everything funnels here.   We talk here. This is where we talk about project status. This is where I tell you what where I'm at on the projects we've already said yes to. This is where you bring problems, issues, and ideas. Same for me. And we discuss them and we figure out what's being implemented to the team. So again, whether there's like a whole leadership team doing it or not, that trusted person in your practice who's supposed to carry things out is the person that needs to have these conversations. Even as far Dana, I think, as   Hey, in the next five years, I'd love to do a build out. Cool. But like that's not today. So then when you   DAT-Dana (21:28) Mm-hmm.   Tiffanie (21:28) go to the team and you're like, yeah, we're gonna get bigger, some are gonna be like, yes, when? And five years is a long time. And others are gonna be like, I don't want to get any bigger. Peace. You know? Do   DAT-Dana (21:38) Yeah. Yep.   Tiffanie (21:40) you do that too, Dana? With those, I know we do it in our company, but those kind of like office manager and doctor meetings, do th are those working for your practices too?   DAT-Dana (21:49) Yeah, they really are. And I think that it's it's the it's the doctor understanding that and then the office manager really making sure that we follow those lines   Tiffanie (21:57) Yeah.   DAT-Dana (21:57) and and really making sure too that sometimes we mess up, right? We're human and so we we skip over. But then also just teaching the team, hey, if something's brought to you that doesn't come from me, bring it back to me so we can talk about it,   Tiffanie (22:06) Yeah.   DAT-Dana (22:07) we can figure it out. but yeah, I feel like that is such a key tool into not feeling like   Chaotic, when it's not   Tiffanie (22:15) Yeah.   DAT-Dana (22:16) funneled down, when ideas are just thrown out there and we're just changing things and changing things and changing things because we had this idea, but it wasn't actually super important. And so we keep trying to change it and manipulate it to make it be important. When you have those kind of conversations, the chaos and the overwhelm in the office goes down and the trust really starts to increase too.   Tiffanie (22:37) I agree. You said something there. You said, when something comes to you that I didn't bring, bring it to me. That's a huge space. And I think that's a space where managers can work really hard at bridging the trust gap between yourself and the doctor. A lot of managers are afraid to say what needs to be said to their doctors and you lose trust and that doctor loses trust in you too. If you're not willing to say, Hey, I this was brought to my attention.   What are we doing with that? Like what is that? I didn't you didn't come through me, which isn't not everything has to come through me, but I didn't know about it. So what is this? Not being able to not being able to say that, now you've got a huge issue, office managers, massive, because now you have asked your team to funnel to you like a dramatic little tattletale, and you're gonna start going, he did it again. there she goes, in front of your team.   Instead of being like, yeah, let me know, keep me in the loop, and then going and talking to your doctor. Because if you go and talk to your doctor, your doctor's like, shoot, you're right. I didn't follow I didn't follow the lines again. Thank you for bringing it to my attention. Right? That's the trust gap, and that's the second, the second that office managers break that trust and start getting the team to rally against the doctor because they feel slighted or they feel like, he didn't tell me because he doesn't trust me.   No, we didn't tell you because the dental assistant was closer. It doesn't matter. It's not, it's not typically out of spite. It's not typically even thought about. It's this is the person who's the closest proximity to me right now, and I need to say it and get it out. Period. There's no malintent. Yes.   DAT-Dana (24:19) Yeah. Because I'm afraid I'm gonna forget it, or I'm afraid, you know, or I'm so excited about   it. You're right. There's no malice in there. And I love how you said go back, and it's not, it's not you jumped over me, right? You skipped over me. It's hey, I just heard of this thing. This is the first time I'm hearing about it. What's my role in it? Right? Where   Tiffanie (24:38) Yep.   DAT-Dana (24:38) do what what am I supposed to do? What's the plan for   how I'm supposed to get this implemented. Do you've got a time frame? Do you have again, it's just you're kind of coming more from that curiosity of, hey, I heard about something I hadn't heard about before. What's the plan here? Because there is, again, like you said, that's just it's not ever malicious when it comes to those   Tiffanie (24:57) Yeah. Yeah. It's not   DAT-Dana (25:00) types of things.   Tiffanie (25:01) it's not. I like to remind people we're not that important. Our egos tell us the opposite and that everything is about us and that they must be mad at us. Like I they're not thinking about us as much as we are. I'm not that important. So if I can if I can be like Chill, Tiff, you're not that important. As in like they didn't do it to you, just go find out the information. So if you can just come in at like a neutral space of   non-emotional attachment, not thinking that someone was doing something to you, you can get to the bottom line in the answer and start to train the habits that need to be trained. And I think Dana, those are two massive like earlier I was like, what are the action items? Like I think those are the two action items, right? As org chart, make sure that you know the order of operations, like who who talks to who, how do how do things get nailed down to the team and increasing those   office manager and doctor meetings, making sure that you're having those meetings and then office managers increasing your communication back to the doctor. I had to learn this with Kira that I wasn't always reporting back. And I was like, what like yes, I did my job. Like, stop asking me. Stop   DAT-Dana (26:12) Yeah. Yeah.   Tiffanie (26:13) asking me. And so many people say they're just micromanagers, right? Like, okay, yeah, they're micromanagers. And you know what? It's fine.   they have an entire business that they're trying to run. The way that you battle micromanaging is you report back. So   DAT-Dana (26:26) Mm-hmm.   Tiffanie (26:26) guess what? It's fine. This like ideal that the society has come up with about micromanaging, like whatever, we just have to make sure that things are getting done. So delete the term and just say, I need to report back. So org chart, increase your meetings and your one on one meetings or leadership. And still I think even Dana   Even if there's a leadership team, I still think it's very important for the doctor and the manager to meet, even outside of leadership. And   DAT-Dana (26:52) I agree. Yeah.   Tiffanie (26:55) then managers learn how to report back and communicate with your doctors and bridge that gap of trust starting with you. Doctors, your f your last one is if you listen to this without your manager, share it to your manager. I think it might be good for them to hear too. Dana, any parting words or anything you can think of that we missed in those action items that I was really afraid we weren't gonna come up with.   This is how we do it.   DAT-Dana (27:19) No, I honestly   I really loved this one and I think that there's a takeaway for everybody from owner, doctor to to to managers to leadership team to team in this. and these things take time to implement, they take time to incorporate, but truly the change in the trust can be massive.   Tiffanie (27:37) I agree. I agree. All right. So beginning of this podcast, we talked about the ways that you can see that you might have a trust gap. And then we walked you through how to start bridging that gap. There's a lot more to it than what this 30 minute podcast allows for. So reach out, you guys. We are here to help. Hello@TheDentalATeam.com. You can find us on the socials, Dental A Team, all of the places. And as always, leave us a five star review.   if you loved this and want to follow up, let us know as well. Cause again, this does go further than just this. Dana, thank you so much. and everyone we'll catch you next time.  

What if the biggest obstacle to your faith isn't your circumstances—but your view of God? In this powerful conversation, discover how cultural beliefs about God may be shaping your faith, your health, your emotional well-being, and even your relationship with Him.I'm joined by my husband, Todd Isberner, as we dive into his brand-new book, "Is God Really Who You Think He Is?" We unpack four of the biggest misconceptions culture teaches about God and compare them to what Scripture actually says.We talk about why your view of God affects every part of your life—including your health, emotional resilience, relationships, and ability to experience true breakthrough.Whether you've been walking with Jesus for years or you're just beginning your faith journey, this conversation will challenge you to examine your beliefs and deepen your relationship with your Heavenly Father.Podcast Chapters:[00:00] Podcast Preview[01:12] Topic and Guest Introduction[03:06] Why Todd Wrote Is God Really Who You Think He Is?[04:09] How Culture Shapes Our View of God[05:17] The Four Biggest Misconceptions About God[09:20] Why Your View of God Impacts Your Health[12:20] Are Christians More Influenced by Culture Than They Realize?[13:30] Where Is God When Life Falls Apart?[17:30] Pain Reveals What We Believe About God[19:02] How Writing This Book Changed Todd's Faith[21:07] Seeing God as Your Loving Father[23:02] How to Correct a Distorted View of God[25:30] Can Christians Be Influenced by Culture?[28:03] How Knowing God Leads to Real Breakthrough[29:35] Why Trusting God Changes Everything[31:30] How to Get Todd's New Book[33:30] ClosingResources mentioned:Get Todd's new book here: Is God Really Who You Think He Is?

Financial advisors Brian and Bo react to some of the internet's most viral money advice and separate smart financial strategies from dangerous financial myths. From Nancy Pelosi ETFs and Robert Kiyosaki's "Savers Are Losers" philosophy to leveraged real estate, whole life insurance, financial advisors, Roth IRAs, S&P 500 investing, entrepreneurship, and financial independence, we break down what actually works for building long-term wealth. If you're looking for evidence-based investing, retirement planning, personal finance, index fund investing, tax-efficient wealth building, and common-sense financial advice, this episode explains why boring often beats flashy. Learn how Financial Mutants build wealth through disciplined investing, low-cost index funds, and proven financial planning principles instead of chasing viral trends. Jump start your journey with our FREE financial resources⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Reach your goals faster with our products⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Take the relationship to the next level: become a client⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Subscribe on YouTube for early access and go beyond the podcast⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Connect with us on social media for more content⁠⁠⁠⁠⁠⁠⁠ Bring confidence to your wealth building with simplified strategies from The Money Guy. Learn how to apply financial tactics that go beyond common sense and help you reach your money goals faster. Make your assets do the heavy lifting so you can quit worrying and start living a more fulfilled life. Learn more about your ad choices. Visit megaphone.fm/adchoices

Parents often correct behavior before calming the brain—and that's why it backfires. Discover the parenting order that works and learn how small changes in timing can reduce power struggles and build cooperation. Dr. Roseann Capanna-Hodge, creator of Regulation First Parenting™, helps families understand emotional dysregulation so lasting change can begin.If every request seems to turn into an argument, you're not alone. The parenting order that works can transform how you respond to your child's biggest meltdowns by helping you stop power struggles before they spiral.Why does my child get more upset when I correct them during a meltdown?When your child is dysregulated, their nervous system is in survival mode. They're not refusing to listen because they're stubborn—they simply can't access the thinking part of their brain yet.Behavior is communication. That's why correcting, lecturing, or adding consequences in the middle of an emotional storm usually makes things worse instead of better.Key takeaways:A dysregulated brain can't learn new lessons.Correction during a meltdown increases resistance.Calming the brain must come first.Real-life example: Imagine asking your child to start homework. They yell, slam the door, and you respond with a stricter tone. Suddenly you're both escalating instead of solving the problem.Why do simple requests turn into huge power struggles?Many parents believe the problem is defiance. In reality, it's often timing.When both you and your child become emotionally activated, you're caught in a cycle of co-dysregulation. Neither nervous system is ready for learning, problem-solving, or cooperation.Instead of reacting:Pause before responding.Lower your voice instead of raising it.Say less, not more.Give both nervous systems time to settle.You're not failing as a parent. You've simply never been taught the right order.

They Mistook CEO and Single Dad for a couple — But She Did Not Correct Them

Many facilities overspend on HVAC maintenance while compromising air quality due to simple, avoidable installation and monitoring errors. Costly inefficiency often stems from relying on subjective visual inspections rather than objective performance data.This conversation provides a clear path to optimizing HVAC systems. We address common pitfalls, ranging from air bypass and incorrect orientation to the essential role of pressure drop monitoring.We are joined by Jon Holmes, a Camfil specialist and industry veteran with over twelve years of experience. As a trusted expert on total cost of ownership, he offers practical engineering solutions to bridge the gap between complex standards and facility reality.THINGS WE SPOKE ABOUTComparing filter efficiency via industry standards.The dangers of air bypass in HVAC systems.Correct vertical orientation for filter integrity.Why pressure drop matters more than time.Replacing visual checks with manometer readings.GUEST DETAILS Jon Holmes serves as a specialist at Camfil. He has spent over twelve years in the air filtration industry. His main skills include bridging engineering gaps and creating practical facility solutions. He is an expert in helping managers understand total cost of ownership.https://www.linkedin.com/in/jonwholmes/MORE INFORMATIONThere is also a wealth of industry information on air quality and how to improve it on our website at camfil.comLet's Talk Clean Air is produced for Camfil by DustPod.ioQUOTESThe only true standards in the air filtration world for this kind of stuff is ASHRAE slash MIRV A standards - Jon HolmesYou could have the best filter in the world, but if it's not sealed properly, that's a big issue. - Jon HolmesIf the pleats are horizontal, not vertical, essentially what you're going to have is, again, it's not structurally sound. - Jon HolmesThe rule of thumb is two times the initial pressure drop - Jon HolmesPressure drop is objective, that's the key. - Jon HolmesKEYWORDS #FilterBypassPrevention#HVAC#AirFilterMaintenance#FilterBypassPrevention#AirPressureDropData

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She gave that teacher exactly what she wanted. The grade came back an A, and something in her body clicked into place. Safe. Correct. Good job. This is what happens when a nervous system spends childhood in survival mode. It stops looking for the right choice and starts hunting for the choice that produces a hit of relief. That hit has a name. It is dopamine, and it is not a reward for doing well. It is a signal that danger has passed, for now. Genea spent years mistaking that signal for the truth, until she built something actually right for her, and felt nothing when it worked. Here's the part almost nobody catches in themselves:

During a meeting with the Philippine's foreign affairs chief in Manila, Chinese Foreign Minister Wang Yi lodged a strong protest against the Philippine personnel's recent ramming of Chinese law-enforcement vessels at Ren'ai Jiao. He called on the Philippines to immediately stop provocative actions on maritime issues, and take tangible steps to stabilize bilateral ties.

Megan Applegate spent twenty years in hospitality before becoming a recruiter, resume writer, and career coach. In this episode she and Lesley Logan dig into why finding work feels so different right now and what still gives people an edge in their career. Megan shares grounded strategies for standing out, rebuilding confidence after a setback, and getting noticed by the right people. Whether you love your job or are ready for a change, this conversation gives you real steps to feel ready for what is next. If you have any questions about this episode or want to get some of the resources we mentioned, head over to LesleyLogan.co/podcast https://lesleylogan.co/podcast/. If you have any comments or questions about the Be It pod shoot us a message at beit@lesleylogan.co mailto:beit@lesleylogan.co. And as always, if you're enjoying the show please share it with someone who you think would enjoy it as well. It is your continued support that will help us continue to help others. Thank you so much! Never miss another show by subscribing at LesleyLogan.co/subscribe https://lesleylogan.co/podcast/#follow-subscribe-free.In this episode you will learn about:Why the old resume playbook may no longer get you hired.Mapping job descriptions to prove you already qualify for the role.The old colleague trick that quietly dissolves imposter syndrome.Optimizing your LinkedIn so recruiters can actually find you.What you should never say when an interview gets uncomfortable.Episode References/Links:Gecko Hospitality – https://www.geckohospitality.comMegan Applegate on LinkedIn - https://www.linkedin.com/in/meganapplegateMegan Applegate on Instagram - https://www.instagram.com/dreamjobaheadStrengthsFinder Test – https://high5test.com/cliftonstrengths-free/Career Blueprint Solutions - https://beitpod.com/careerblueprintsolutionEp 691 ft Clare Solly - https://beitpod.com/ep691Submit your wins or questions - https://beitpod.com/questionsGuest Bio:Megan Applegate, Founder of Career Blueprint Solutions. After a powerhouse 20-year career in the hospitality industry, Megan did the unthinkable: she walked away from the familiar to build a recruiting and career development empire, with zero formal training and no financial safety net. Today, as the Founder of Career Blueprint Solutions, she uses that same "all-in" grit to help high-achievers navigate their own pivots. Known as the Recruiter Insider, she deconstructs the hiring process through her proprietary T.A.P. Protocol, moving professionals from "guessing" to "certainty" and helping them architect a legacy career that matches their true market value. If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. https://lovethepodcast.com/BITYSIDEALS! DEALS! DEALS! DEALS! https://onlinepilatesclasses.com/memberships/perks/#equipmentCheck out all our Preferred Vendors & Special Deals from Clair Sparrow, Sensate, Lyfefuel BeeKeeper's Naturals, Sauna Space, HigherDose, AG1 and ToeSox https://onlinepilatesclasses.com/memberships/perks/#equipmentBe in the know with all the workshops at OPC https://workshops.onlinepilatesclasses.com/lp-workshop-waitlistBe It Till You See It Podcast Survey https://pod.lesleylogan.co/be-it-podcasts-surveyBe a part of Lesley's Pilates Mentorship https://lesleylogan.co/elevate/FREE Ditching Busy Webinar https://ditchingbusy.com/Resources:Watch the Be It Till You See It podcast on YouTube! https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gLesley Logan website https://lesleylogan.co/Be It Till You See It Podcast https://lesleylogan.co/podcast/Online Pilates Classes by Lesley Logan https://onlinepilatesclasses.com/Online Pilates Classes by Lesley Logan on YouTube https://www.youtube.com/channel/UCjogqXLnfyhS5VlU4rdzlnQProfitable Pilates https://profitablepilates.com/about/Follow Us on Social Media:Instagram https://www.instagram.com/lesley.logan/The Be It Till You See It Podcast YouTube channel https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gFacebook https://www.facebook.com/llogan.pilatesLinkedIn https://www.linkedin.com/in/lesley-logan/The OPC YouTube Channel https://www.youtube.com/@OnlinePilatesClasses Episode Transcript:Megan Applegate 0:00  I think most people just don't know these days what the strategy is, and to know that there's so much that they do that's probably already at that next level in the first place.Lesley Logan 0:15  Welcome to the Be It Till You See It podcast where we talk about taking messy action, knowing that perfect is boring. I'm Lesley Logan, Pilates instructor and fitness business coach. I've trained thousands of people around the world and the number one thing I see stopping people from achieving anything is self-doubt. My friends, action brings clarity and it's the antidote to fear. Each week, my guest will bring bold, executable, intrinsic and targeted steps that you can use to put yourself first and Be It Till You See It. It's a practice, not a perfect. Let's get started. Lesley Logan 0:57  All right, Be It babe. We're gonna get into it, because this episode is great. This is for those of you who are like, "Oh my god, I don't love my job, but I don't want to work for myself," or, "Shit, I'm out of a job and I need help." We have the resume queen, I literally called her a doula, she is so great. I learned so much. I don't even need a resume right now, or probably hopefully ever, I love what I do, but I know many of you do. No matter what your role is in this world, there are tips for you here. I don't care if you love where you're at, you're going to want to listen to these tips or write them down. They're so, so tangible, tactile, things you can actually do and check off and feel good about yourself. So, here is Megan Applegate.Lesley Logan 1:41  All right, Be It, babe. I'm really excited. We haven't had a topic like this in a long time, and it's definitely time to be talking about this topic. And we have the best guest I could even think about, because I was doing a lot of research on this one, and I'm really excited because Megan Applegate is here, and she is... well, I'm gonna let her tell you everything that she does. So, Megan, what do you rock at?Megan Applegate 2:00  Yeah, so thank you for having me, Lesley. I'm very excited to be here, and I'm one of those people that was a 20-year veteran in the hospitality industry, and thought I loved what I did for so long until I realized that I didn't. And when that happened, I didn't really know, and next I had something fall in my lap, and now I've turned into a recruiter, a resume writer, a career coach, and entrepreneur in the last seven years. So a huge pivot, huge turn, but I love what I do now. It's completely different. It's a beast in both ways, right? Good and bad, if there is a good or a bad, I don't know that there always is, but I love what I do.Lesley Logan 2:48  Oh, Megan, I agree. Nothing's ever as good or as bad as we think it's going to be, but there's always the good and the bad. But hold on, 20 years in hospitality? I mean, I don't even know how one person lasts in hospitality. That's a long time to deal with the people.Megan Applegate 3:01  Yeah, yeah, it is.Lesley Logan 3:04  Was it like, did you have to deprogram, or did you have to remind yourself you're not in hospitality anymore? How did you, you know what I mean? It's hard to make a big shift to shift careers.Megan Applegate 3:15  Yeah, I would say yes and no, only because part of what turned into a different career involves hospitality, so it made it a little bit easier when I was approached with the opportunity to get into the first business that I own and do, and then from there it came into a second one that I own on my own now. So, with that being said, I still actually love hospitality. I still love the people, and I know it so well. But now I get to recruit in it and help people find jobs in it. So it's almost like just taking what I already knew and learning a whole new sector of it, which I think is cool.Lesley Logan 3:56  Right, right, like going to a deeper level on that. So, instead of being, I guess, B to C, where you're working with the people in the hospitality, now you're working with the people who are going to work with the people.Megan Applegate 4:08  Correct. Yeah, on the recruiting side, it's both. It's finding the clients that need us to help them with the headhunting, finding these top talented professionals, and then also being the advocate and that career agent for the candidates, and understanding both sides of what that looks like. A lot of people only know one side and they don't know both, and so it's almost like an advantage to understand how to help people navigate that knowledge that you otherwise have, right? Because.Lesley Logan 4:41  The hirer is like, "We need these people who can do these things."Megan Applegate 4:44  Yeah.Lesley Logan 4:44  And then the people are like, "How come no one's looking at my resume? How come people don't see the greatness that I have?" And really, you're kind of a mediator slash negotiator slash doula.Megan Applegate 4:59  Yeah, it's been an interesting adventure. I'm seven years in deep with this change, and it's proven to move me in all kinds of different directions, which I'm excited to get into.Lesley Logan 5:13  Yeah, I would love to get to that. Before we dive into some stuff, I do want to chat about... seven years is a long time to look back at who you were and how that was. When you were leaving hospitality and coming into this, or maybe you fell into it, were there things that you had to work on with yourself to step into this? "I'm now the entrepreneur, now I'm not working for this company, I'm working for myself." How did you help yourself change that mentality?Megan Applegate 5:42  Yeah. Well, there's all kinds of emotions. I think there's so many we could talk about, right? It's very sticky. You're excited but scared. At some point I didn't trust myself. So, there was a lot of working on understanding that you just have to keep trying new things to see what will work, and to trust your expertise and what you're learning to do, and I think that was a big lesson for me. I think, as an entrepreneur, I just had this vibe of, like, now I get to be as successful as I want to be, right? I'm going to make so much money and all these things. Because when you're working for somebody, there's a cap on you, and so when you change into that mode of "I'm so passionate about what I do and my expertise," when you don't see that happen overnight, it can be a little daunting, you know, to be like, "Wow, hey, is it me? Am I doing something wrong? Can I not trust myself? Am I not..." I mean, there's so many things, because if you've never owned a business, how do you know, right? So, I think there's a lot of that that went into setting the ground rules of understanding you just have to take every day, every day, every day, and learn and learn and learn, and you will pivot and pivot and pivot, and I still do to this day. I think, "Can I do this differently? Should I do this differently?" I think I'm on my third version of the newest business I have, just because I keep learning.Lesley Logan 7:18  Yeah, I understand that a lot. I love that you share that. When you work at a place, you get to leave at the end of the shift or the day with your salary, going, "Okay, I did the things I was supposed to do on this day," or, "I'm behind on two things, okay." But when you are working for yourself, you really have to define what "done" is and what success is, because otherwise it can feel like it's too easy to go with vibes. I've been working for myself for so long, and I still have to remind myself to not go off vibes. My husband's like... I'm like, "Oh my god, things aren't going really well right now." He's like, "Let's look at the data, because vibes... no, we're not doing vibes right now. Data is always better." Lesley Logan 8:04  Okay. So, one of the reasons why I have you on is because I do feel like right now there's a lot of uncertainty when it comes to finding work. If people have a job, they're staying whether they like it or not, which always bothers me, because we shouldn't let employers treat us badly or be in a place that's not right for us. But there's a lot of uncertainty, and then there's people who are wanting to switch careers and look into something else, and this is Be It Till You See It. I wanted to pick your brain and talk a little bit about how can people who are seeking out work highlight themselves, or what should they be thinking about? I don't know, that's 17 questions, Megan. You are the expert here. I haven't had to fill out a resume in so long.Megan Applegate 8:47  Yeah, well, neither have a lot of the clients I do work with, truthfully. Things have changed and shifted so much lately in what looking for a new job is and what that strategy is. It used to be like if you had longevity, you had great companies on your resume, and you had a few connections, then it would be super simple. And now people come to me, and they're like, "The game has changed, what do I do?" Because it is, especially with AI and all of the platforms that are involved, and all this weaving in of... you can't just rely on what you've done in the past. Right now we're in a huge employee market where it's very competitive to look for a job. People are being flooded because you make it so easy to apply to jobs these days. You just hit the easy button, right?Lesley Logan 9:47  Yeah, I just heard this ad where you can almost pay for this extra thing so you're the first person, you're on the top of the pile. You remember how you used to be able to pay to be "A" on Southwest Airlines? Like, pay to get your resume to be the top of the pile on those online things. I was like, "Oh my god, this is just like... that's only the people who have the extra money can do that."Megan Applegate 10:09  Well, honestly, and I don't even know that I believe that, really knowing what I know about how that works. And so it's all about understanding that you have to be a problem solver, and you have to realize that if you can paint the picture... it's like your resume is a sales document. We are so in tune as humans to not understand what we are actually really good at, and no one seems to understand that they need to keep track of all of these wins. You get in a job and you just get so focused on what you're doing in one lane that we're never thinking two more steps or two more years down the road to be like, "Am I documenting? Do I know what I want to do next? Am I continually networking with people? What am I doing right now that is above what every other person is doing?" If you're not constantly thinking about that and understanding that you're creating your own brand, you just get stuck in the hole, and then five years later things have changed, and you're like, "Oh my god, what am I doing?" And it's very scary. You're thinking, "Well, I have all this experience, and I meet this job description that's online, but yet no one's calling me." That's where I have realized, in my experience, there's so many nuances around getting through the ATS system, getting by the recruiter who looks at your resume for 10 seconds, finally getting to the hiring manager, and then trying to convince them in that one-third of your resume of why they should call you. There's so many different things. I wish I had a magic bullet just to say "do this one thing and you'll be fine," but unfortunately it's a strategy. It's truly a game these days.Lesley Logan 12:04  And it's so... you're like... so on the podcast every Friday, we celebrate wins. I think they're really important. Most people won't send a win in until they've completed something, and I'm like, "A win is, you know, you got up today." Sometimes that's a win. But I love that you highlight: are you documenting things that you're doing or things that you've learned? Because I have found, since I don't have to build a resume, one of the things I have to do is submit to get CECs for things that I train people on. So I have to show that I've had education from these places, or to teach this workshop, "When did I learn that thing?" And if we're not taking time for just a little document, just some running note like an achievement or a compliment you got at work, I love this, because then, with the help of AI, you can really put your wins together in a nice, concise little paragraph. You could do that, but if you're not documenting, it's really hard to remember what you did two years ago. Especially when you're not happy at your job, you're forgetting that you had a win.Megan Applegate 12:59  Yeah, and it's not just always about what you do individually. It's about looking at what you're doing as a team. And people think, "Well, I can't take credit for that," and I'm like, "Why not?" They just get very down in the weeds of what should be on a resume, and it becomes this long laundry list of things that are not relevant, and I think that that is one of the biggest things is before you can build that, you have to know where you're going. I mean, who is your audience? Who are you talking to?Lesley Logan 13:33  So then do we have to change our resume for every single application?Megan Applegate 13:38  No, no, you don't. No. And honestly, a lot of people have that in their head that they have to. There's definitely things you can tweak within the resume, just keywords in general, if that fits more specifically to one thing versus another in your industry, if it's this job versus this job. But no, you shouldn't have to change it every time. You just need to have a point of view. You need to be somebody that solves problems, and you need to know who your audience is, and you need to know where you're going. If you don't know, then again, how can you put together your narrative of what problems do I even need to set to solve?Lesley Logan 14:29  Yeah, I agree. And I love this, because this episode's coming out after my girlfriend and I chatted about exiting a job, either on your terms or not on your terms, right? And so we had a really good chat about that, and this is such an even greater follow-up because ideally you're thinking about this before it's not on your terms, right? Ideally you're doing this while you have something else, because there's a lot more confidence while you're getting paid to go look for something else. I always say it's easier to get another job while you have a job. I guess I worry about some of my people who have that fake imposter syndrome, I call it fake because they are successful, they have done amazing things, and for whatever reason, they either lost the job that they were in, or their life changed and they had to take a pause in work, and now they're coming back into it. As you said, the game has changed. It's like when people realize the dating game has changed; now the resume game has changed. Is there a pep talk to give people? How do they know where they're going? How do we get them off the ground and go, "You are good, let's pull out these wins." Are there things that they can do?Megan Applegate 15:34  Yeah, I mean, I think that just understanding... I always tell people when I work with them, I'm like, go out on the internet and find... Well, first of all, before you even do that, what excites you? Let's just dive down a little bit further into, "This is what you do, but do you love every single part of this, or do we want to focus on what you truly let go and then you just succeed with? What motivates you? What are your strengths?" Finding that is number one, especially if you're thinking about pivoting. I think there's nothing wrong, I mean, I did it, and yes, it was from a 20-year career into entrepreneurship, but I work with a lot of people that will pivot into a completely different industry. And when we work on that, we start with that: what makes you tick, what would you love to do every day, and get them excited about that. Then once you kind of understand that, you can actually go out and start to truly find those jobs, find where those jobs are, look at those job descriptions, and map what you are really good at with what it's saying. I think that will a lot of times pull people out to be like, "Oh, okay, so I do have a lot more wins and what it takes to get a job." I also say find a colleague, find an old colleague, somebody that can remind you how great you are, because, like you mentioned, the imposter syndrome, that is a huge wall that people bump into all the time. I get comments about a resume that I redo for someone, and they're like, "Megan, are you sure this is even me? I feel like an imposter here," and I'm like, "Yeah, it is you. You just don't understand that it's okay." This is the one time that it's okay to vibe on yourself. Sometimes we don't see it because we're in it all the time, we're in the weeds of our own everyday life, and therefore because we live that, we don't see ourselves as an expert because we just assume everyone has the same kind of knowledge that we do. So I always tell people, find what's important, what you love, find somebody... most people have a BFF at work of some kind, right? Even if it was a couple jobs ago, ask them for coffee, ask them just to be like, "Hey, can you help me kind of energize and re-remember all that I did that was amazing," especially if you haven't written it down.Lesley Logan 18:27  I love this, because one, everybody wants to be helpful. People just want to be helpful, right? And you're not asking them for a job, you're actually asking them, like, "Hey, can we just go over that time we did some things? I'm struggling here." People want to be your cheerleader, and you're gonna give them this opportunity. I think this is a brilliant... I remember years ago, my husband and I were trying to apply for a Global Entry card, and they wanted your last 10 years of addresses. Of course, when you're apartment living, that could be 10 addresses. I remember Brad asking one of his roommates, "Hey, do you remember our address here?" And the guy's like, "I don't know, check eBay." And it was like, oh, hold on, there's this place that's holding all these addresses that I had things shipped to. But sometimes we just have to ask someone. The thing is, they're not in it.Megan Applegate 19:10  They're not stuck in your everyday life that you just live in and assume that everyone else knows what that looks like.Lesley Logan 19:20  Yeah, yeah. Do you think the internal barrier that people get stuck on is the imposter syndrome? Is it not believing in themselves? What is on the inside of people that makes them realize or think that they're not able to do this, to put themselves out there and get a job that they deserve?Megan Applegate 19:40  I think it's partly that, but I don't think it's fully that. I think most people just don't know these days what the strategy is, and to know that there's so much that they do that's probably already at that next level in the first place. So that's why I'm always saying go find some job descriptions. If you're a senior whatever, and you want to be a director, go find what that looks like, and then find where you have correlations to it. Because I think that once you can do that, it helps kind of boost that confidence to be like, "Oh yeah, you know, I can do that," or you kind of understand where your shortcomings are and you can work on, "Okay, so I need more leadership experience," or what have you, if I want to get to where you're going. But if we just kind of stay where we're comfortable... we always talk about we're comfortable, but what does that equal?Lesley Logan 20:44  Yeah.Megan Applegate 20:45  Right? It equals stagnant in the same.Lesley Logan 20:48  Yeah, yeah.Megan Applegate 20:49  So getting uncomfortable is where we need to be..Lesley Logan 20:51  Well, also, that's so funny that you said that. I would never have thought... that's like a total 'be it till you see it.' Look at the job that you'd want to have. What are they asking that that person has, and then you can recognize where you have it and where you don't. But also, there's that statistic that women won't apply unless they're 10 out of 10, and men will apply at a 4 out of 10, or whatever it is. But I love that, because you can really see, and that will help you highlight, "Oh, hold on," it might even jog your memory of the things that you've done and really pull it up there. I think that's a brilliant strategy that I would never have thought about, because it's like, "Oh, this is a job that I've done, so this is a job that I'm ready for." But a lot of people are thinking they have to get promoted before they can go somewhere else to get the job that they want, but you might be able to step into a role at a level that you want to be at because they actually need what you've already been doing.Megan Applegate 21:46  Yeah, and that's a huge part of the recruiting side that I've learned, too. If you want to be recruited for a promotion, and not only what you're doing taking you from one job to another that's the same, you have to have the right signal, if you kind of think about it that way. From a recruiting perspective, not necessarily just a resume where you're actually sending resumes out and that kind of thing, there's so many things that we can do from promoting your own brand, and part of that, especially with LinkedIn, is who... again, we go back to that audience. Who are you trying to signal? Are you signaling to anybody? Are you even visible? Can you get recruited, and if you can, does it point to where you want to go next, or are you stuck in just the laundry list of what you've done? Is it forward-thinking to that next role, or are you just in the past?Lesley Logan 22:49  Can we go this route? Because, first of all, LinkedIn is like a thing. I work for myself.Megan Applegate 22:56  You're like, I'm not on LinkedIn, I don't know. Lesley Logan 22:58  And everyone's like, "Lesley, you've got to be on LinkedIn, because all those women there would do your Pilates classes online because they're busy and amazing." And I'm like, I don't even know how to break through on LinkedIn. But one of my girlfriends, the job that she has now, which is like a dream role, which I can't say what it is, but if I did, everyone would be like, "How did she get that job?" It's because she turned her light on on her LinkedIn. She had it pointing towards what she wanted, not what she was at, and she got it. Someone was like, "Hey, you should apply for this," and then she fucking got it. I was like, "That's how it works?" I had no idea. I would have thought a thousand people were applying for that job, you know? And they might have been.Megan Applegate 23:46  Yeah. Well, but it's true. I mean, honestly, there's so many people that have a profile on LinkedIn, and they might have a picture, and they might have the basics, and that is it. And I'm like, "Why even bother, truthfully?" It's funny that you say that, because I'm the opposite. I am very, very strong on LinkedIn because of what I do, but yet, Instagram, I'm like, "Oh my god, what am I doing?"Lesley Logan 24:15  Honestly, Megan, I really should just learn how to be on LinkedIn, because that might be the safest, quietest, non-stressful place to be.Megan Applegate 24:24  It is. I will agree with that. I do see that sometimes people, if you're a little bit controversial in what you say in advice, some people will get on there. But honestly, those are the times where it just goes, "Oh my god, all of a sudden 15,000 people just saw this because of this one jerk."Lesley Logan 24:46  That's great.Megan Applegate 24:46  I'm pretty sure Instagram could do the same thing, but yeah, LinkedIn is huge, and people don't always see that. I know it's social media, not everyone loves it, especially the older generation, which a lot of times are the people that I work with that get to the point of, "I've been in my job for so long, and I'm just struggling to even get an interview, and what's going on?" So I work a lot with that age group, and they're like, "But I don't know how to be on LinkedIn, I don't know how to be online." I'm like, honestly, you don't have to be active all the time. You just have to have a profile that signals the right thing, that's completely optimized. It uses the right keywords for that job that you want. Have a background image that says your name and your contact information, have a headline that says what you want. Just teaching people how to understand what, as a recruiter, I'm looking for, and what pops up when I'm looking. So you can just do that. You don't have to Lesley Logan 25:53  be active that much because the optimization will do the work for you, because recruiters will find you. And as long as it doesn't look like you've been distant for seven years, it's been updated, it's not as much as like, "I have to post on Instagram almost daily if I want to stay relevant." I don't think you have to do that on LinkedIn to get a good job.Megan Applegate 26:13  No, you don't, because again, there's one side that's the recruiter piece of it that just tells us who you are. Maybe even just sharing things once in a while. You don't even have to have your own feed that says a lot. If you want to become a little bit more of an executive level, I would say posting some, just so that you could be a thought leader. Specifically, your expertise will help you even more, because it just shows you have a voice, a perspective, and you're active. A lot of times when I find somebody, they might look good, but then I realize after talking to them that it's from four or five years ago, and they haven't touched it since, and it's not even updated, right? I'm just like.Lesley Logan 27:03  Yeah, because you don't want to waste your time either. Okay, so you know people are... there's a lot of worry that AI is going to take all of our jobs, and I'm sure at some point it probably will. But is that something that people have to be worried about, or is it again just figuring out what they want to be doing, and then selling themselves above, or do they have to understand how to use it? What is the working job-seeking market right now? What's the misunderstanding about that, that if they just kind of understood it better, they would be able to be hireable or have the dream job that they're still looking for? Because I do think people might be worried that their dream job is gone.Megan Applegate 27:41  Right. Yeah, I mean, that's totally valid, and I agree with you. I can't say that won't happen in some cases. I don't see that happening to an extreme where we're all gonna all of a sudden be unemployed. I think for me, and what I try and help my clients with, is understanding AI, you have to treat it as your friend. You cannot think about it as a negative, because it just is what it is, right? It's here to stay, and if we just push against it, we are just pushing ourselves further down the line of, "I can't, I won't, it's terrible." We have to look at it like, what do you need to do to maybe upskill, so that you give yourself more variety of what you can do in your lane, right? And really, you might have to think about what does that look like. I'm not a prepper personally, that's a lot for me even to think about. But in this realm, in job searching, and in the strategy, and just not even just when you're out of a job, but in general, if we look at the whole of what should we be doing in our world of career advancement, even if we have a job, we have to always be thinking about where does my path lead next. Who can I connect with? Where can I build my brand? Where can I be an expert? Where can I upskill the skills or something I want to do, so that you're always putting yourself to have an option, right? The option, or multiple options, ultimately is the goal. Because when we don't, and all of a sudden shit happens and you get laid off, and you're just like, "Oh, hell, what am I doing?" If you would have put yourself in a position to be ready for that, even if it was a year from now, for people to find you, to have your resume updated, to be present on LinkedIn, to be networking, to have an idea of where you want to go, get in front of having some of those skills, then your life will be so much easier.Megan Applegate 30:00  I love, I agree. I mean, like, it's not, you don't have to be like the prep, or like, the world is gonna fall down, but also, like, having, having, I mean, that's what I mean, just like, have an idea of where you want to go, where you want to grow, and keeping that in your mind's eye, because also you don't want to be at a job that you don't like either, like, that's just gonna suck, and suck you dry. We've been talking a lot, like, to help, like, the employee out. I do want to, like, we do have people who, like, are employers, and I will say, like, recently we had a hire for a role, and we've had the same person for so long, and they went, they're like, "I'm going on maternity leave forever," and I'm like, "That's so nice for you. Okay, great, thanks for letting me know now." But it took, I will say, it took us so long to hire someone because everyone was using AI to answer everything. We love that you can use it, but we actually would like to know what your personality is like. We hire on personality around here, because sometimes you have to do different roles, like sometimes you have to step in and fill for someone. So great, but who are you? Do you fit with the family? What are some things that employers should be doing to have their light on correctly so that they're really attracting? Because that's hard. It was frustrating how many people... Are you using AI on the call right now with me? Are you literally? You're not even answering the question, you're reading the answer.Megan Applegate 31:30  Oh my gosh, yeah, that's hard. I have a lot of clients that started utilizing video more than anything else. And again, I know I could still be reading AI somewhere in this office, right? But we are making people do a lot more video interviews so that you cannot hide behind the phone and things like that. People can see you. We've had clients that are insisting that the candidate basically record themselves for 30 seconds to a minute so that they can send in a video that is not necessarily anything to do with the job, but like, "Who are you? Do you have a personality? Would you fit in? And why would you potentially want to work for us?" And I'll be honest, the candidates are pushing back. They're like, "Wait a second." And I get it a little bit, because we don't want anyone to think that someone's hiring on appearance, right? Because that's the danger zone.Lesley Logan 32:49  Yes, correct.Megan Applegate 32:50  But at the same time, you will eventually be in person with somebody if you're good at interviewing, and you shouldn't just hire somebody over the phone like that. I do see that's where things are going, where they're almost not giving a chance, they have to be in person, they have to show their personalities in order to be vetted, to even be accepted. And getting away... it's one thing to have the technical piece of it, you got to have these platforms, you got to know this, you got to know this. But I think gone are a lot of the predictive index personality tests that you take, and it just says whether you're a great score or not, which I'm just like, man, those suck, right? Why? But anyways, I think that people are going away from that and just trying to get a little bit more personal.Lesley Logan 33:55  Yeah. I love that. For a lot of the work that we've had to hire, sometimes it's just a project-based thing, if people won't get on a camera with us, it's like, "Well, I can't hire you, because how do I know you're the one doing it? How do I know you're not outsourcing it to something else?" I don't want just random people working with me; I want to be working with the person I'm working with. And so that has been an interesting thing, how many people are like, "Oh yeah..." and it's like, "Okay, then no." So, on the job descriptions, we'll do an interview, you have to answer me on camera these things, because we don't want to waste anyone's time. I don't want to waste time with, "Oh, fill this out." And then I will say, for us, we still do a StrengthsFinder test, but after we are pretty sure we're gonna hire them. Because we actually just want to know what are your top five strengths, just so we can fit. Especially if you're my assistant, you cannot have the same strengths as me, because it's not gonna work out.Megan Applegate 34:53  Yeah, no, and I think that's a great approach. One of the companies I work with actually utilizes that when we're looking for recruiters. They're like, make us do something similar, but it's based on the recruiter approach of what makes a good recruiter, right?Lesley Logan 35:15  Yeah.Megan Applegate 35:15  So it's not a break or make; it's like, "Here's how to manage this person.Lesley Logan 35:20  Yes.Megan Applegate 35:21  Based on their personalities.Lesley Logan 35:22  Yes.Megan Applegate 35:23  Based on whether they're more extrovert, or they're more systems-driven compliance, or are they just gonna do whatever they want." So I think that there's definitely value in that, as long as it's truly not a make or break. I have a client we're working with right now where they have to take the assessment first, and that will determine whether they even get their first interview.Lesley Logan 35:47  I think that's terrible, because I'm a terrible test taker, so that would make me very nervous to get past that to get to the interview. I think I would be better after I did the interview, once I knew you don't want to know the person, anyways. Megan Applegate 36:01  Hopefully there was so much to be said, you know. We go in a million different directions, but real quick, when you get to the actual interview side of this whole strategy here, I mean, there's so much to be said about personality, how you can connect with people, how you can make yourself memorable, how you can leave impressions, and people will make decisions on that over anything else.Lesley Logan 36:27  You are 100% correct. Lesley Logan 36:28  I'm definitely someone, I had to give myself a rule of 24 hours. I have to wait 24 hours because I would just get wooed by people. I need 24 hours because the thing that bothered me about them will come to me in 24 hours. But can we real quick, for people who are interviewing, who get nervous, who have sweaty palms... we already know that if you have a confident stance you're more likely to get the job, but also, are there things people should not say in an interview?Megan Applegate 37:01  The only thing I tell people not to say is just don't bad mouth the last employer. Don't place blame, don't say, "We didn't make this because of this person." Nobody wants to hear that, even if you have horror stories and you really want somebody to truly understand and feel for you about what you've been through with your last job. It's kind of a gimme, but you can't do anything like that. Everything has to be positive. And I think sometimes, especially if it's a bad situation, the less you say the better. People are so scared to go in and be like, "But I was fired," or, "Something happened," and I'm like, let them ask you about it, don't bring it up. And then when they do, you state a fact, and then hopefully you point the direction and you move past it. You don't state the fact and then give the laundry list of why. If they want to know, they'll keep asking, and you just have to keep being truthful, honest, transparent, and not placing blame. If you did something wrong, say it, but you are the only one that's seeing that fear there. If you can just be like, "I am gonna say what it is, and then we're just gonna move on," I think that helps a little bit.Lesley Logan 38:33  Yeah, because also it's not like the people who hire you haven't experienced either losing a job or exiting a job. They're human beings too, you know what I mean? They've had people that they love that they hired that got fired, these things happen. So I think that's about not letting it be, "Oh, let me over-explain this thing."Megan Applegate 38:55  It goes back to their resume too. People get really specific about numbers and details, and I'm like, "I need metric-driven information to make it seem like you've got solutions and you're solving problems and all this stuff," which is proven to help people with resumes. But they'll be like, "I don't know about 15% or was it 30%?" and I'm like, nobody will fact-check you, I promise. Don't overthink it. No one is going to be like, "I'm going to call and I'm going to find out if this is true or not." Don't lie—I don't mean that. Don't inflate where it's like, "Really? I question that." But it's more of a psychological impression. You just have to get out of your own way sometimes around that and meet me in the middle, is all I'm saying. Don't be too much this way, and don't be too much this way. You have to be in the middle.Lesley Logan 39:58  Megan, what are you most excited about right now?Megan Applegate 40:02  I am most excited about starting to potentially think about building my own team with the career coach side. I don't think I fully mentioned this before, but the first piece of what I do with recruiting is with Gecko Hospitality. It's a national, recruiting, hospitality-specific firm, and it's a franchise model, which is how I got into it. It was a little bit easier when I first started the business for North Carolina and Missouri. And then from that, four years in, came the baby of this second business, coming into the resume writing and the career coaching and that side of, "Oh my gosh, there's so much that people don't know, I need to help them." So that piece of it, I'm starting to get to the point where I'm ready to build a little bit of a team there. So that's exciting.Lesley Logan 41:01  That's so cool. I'm like, "Oh my god, I'm not even looking for a job, and I want help with my resume from you."Megan Applegate 41:10  I'm sure you went through this too years ago, of just like, "Okay, I can't handle this anymore," and recognizing that starting a business from the ground up, there's so many things to do. You have to know what you're good at and what you're not good at, and figure how to hire people, or at least get help with those things. It took me a long time to realize that; I was just like, "I can do it all." No, you can't.Lesley Logan 41:33  And also, you have to do it all sometimes so that you can hire the right people for it. But also, in order to grow, you've got to, unless you just like it where it's at. But if you want it to be more, you want to help more people, and I actually feel like we're at a place where you're going to have more people who are going to need help with their resumes of standing out. Because with the changes and the companies that are adopting AI, people are going to need to really be thinking about what other things they can highlight that they've done, because there's a ton of stuff that AI cannot do well, you know.Megan Applegate 42:09  Absolutely. They can put a well-structured sentence together, but what information do they have to be able to do that? And then you don't sound real, and that's a problem, like you said.Lesley Logan 42:25  I was watching some ads, and I was like, "AI wrote that," because no one talks like that. No one actually goes "however," and no one says "quippy" in everything that they say. This one girl on Instagram was like, "Oh, I love what you're saying," but you are reading a script that you ran through AI with your idea, and I think I would have just liked your raw idea, because I would have been able... you know what I mean? I would feel like I was talking to a girlfriend; I feel like I'm talking to a bot. Anyways, oh my gosh, well, I'm so excited for you. We're gonna take a brief break and find out how people can work with you and get their resume helped, and their career coaching and all that stuff, and then your Be It Action Items.Megan Applegate 42:56  Awesome.Lesley Logan 42:57  Okay, Megan, where do you hang out? If we've got people who are like, "I should start talking to her now, because I don't know where things are gonna be next year," where can they work with you?Megan Applegate 43:05  LinkedIn, as we talked about, is probably the best place to find me. I've got a couple different businesses, but just find me, Megan Applegate, on LinkedIn. My Instagram handle is @dreamjobahead, and my website is careerblueprintsolutions.com so, those are the three areas.Lesley Logan 43:22  I love it. I love it. We'll link everything below, you guys. This is definitely an episode I know people are going to send to friends, because everyone has a friend who is needing this help right now. You've given some really great strategies, actually. But we love to end with a bold, executable, intrinsic, or targeted step people can take to be it till they see it. What do you have for us?Megan Applegate 43:40  I think we kind of talked about some of it, but if you want my four tips in terms of actually being ready for a job, I would say understand where you want to go, that is number one. Actually go out and figure out, "Okay, I've been in this industry, do I want to stay, and if I do, where do I want to go?" Always understand where that next promotion is. Once you figure that out, go out onto the internet, find those job descriptions, save them, find the key language, the KPIs, the keywords, whatever you want to call it, figure out what they're saying they need and the problems that they solved. Then go to LinkedIn and find two to three people on LinkedIn that have that job, look through their profile, and hopefully it's pretty complete, and figure out what they're doing. Then you have to go and update your resume and your LinkedIn profile to signal where people can find you so they'll call you for that next role.Lesley Logan 44:47  So doable. Like, actually doable, one step at a time. One step leads to the next step, you can't skip ahead, and then you're gonna turn your light on. Megan Applegate 44:56  Turn your light on, be visible. Absolutely, love that term. I'm gonna start utilizing that now.Lesley Logan 45:05  Is it Roxanne? "You don't have to turn your light on," that's the wrong song. There's another song. Brad will tell us what it is on the recap. Megan, you are a gem. I really do appreciate this, because I've had so many people come on and tell people, "Go and follow your dreams, follow your bliss," but some people, their bliss is working for companies and being in a role and doing the good work. This is the first time I've been able to really support them in actionable strategy, so I just want to say thank you for being you and being the blueprint career coach that you are. I feel so grateful. My loves, we already said it, but I'm gonna say it again: send this to a friend who needs to hear it. Leave a review for this podcast. Go check out Megan Applegate's website and her on LinkedIn, that's a great way to start your LinkedIn journey. Megan Applegate 45:54  Go find me and then copy what I did.Lesley Logan 45:56  Yeah, there you go. Sometimes that's the way to do it, right? It's already done, you can just follow along. If you have questions about this, feel free to let us know; I'll happily send them off to Megan. We'll connect you, but you guys, you don't have to sit there and wait for something to happen. You can actually start making changes before you're ready, and that is exactly what Being It Till You See It is. So, thank you so much, Megan. And until next time, everyone, Be It Till You See It.Lesley Logan 46:22  That's all I got for this episode of the Be It Till You See It Podcast. One thing that would help both myself and future listeners is for you to rate the show and leave a review and follow or subscribe for free wherever you listen to your podcast. Also, make sure to introduce yourself over at the Be It Pod on Instagram. I would love to know more about you. Share this episode with whoever you think needs to hear it. Help us and others Be It Till You See It. Have an awesome day. Be It Till You See It is a production of The Bloom Podcast Network. If you want to leave us a message or a question that we might read on another episode, you can text us at +1-310-905-5534 or send a DM on Instagram @BeItPod.Brad Crowell 47:05  It's written, filmed, and recorded by your host, Lesley Logan, and me, Brad Crowell.Lesley Logan 47:10  It is transcribed, produced and edited by the epic team at Disenyo.co. Brad Crowell 47:14  Our theme music is by Ali at Apex Production Music and our branding by designer and artist, Gianfranco Cioffi.Lesley Logan 47:21  Special thanks to Melissa Solomon for creating our visuals.Brad Crowell 47:24  Also to Angelina Herico for adding all of our content to our website. And finally to Meridith Root for keeping us all on point and on time. Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Your questions have been flowing in ... and here are my answers. In our somewhat-annual foray into your inquiries, I'll try to offer advice and suggestions that'll help you be a better hunter, sportsman, dog handler and shooter. We'll cover everything from bird-shy pups to physical fitness, where to go and why those places become special. There are questions on finding new hunting partners and where to stay on a hunt. So if you DM'd, texted, called or emailed a question get ready - it might be right here. "Fix It" helps you find cold-weather birds, our social media segment is your advice on taking better photos. And it's all brought to you by: Mid Valley Clays and Shooting School, ClayCopter, CableGangz, TrulockChokes, USA Clay Target League, Purina Pro Plan Sport and FindBirdHuntingSpots.com. 

Rabbi Jacobson will discuss the following topics:What should our focus be during these days? 01:48 • What is the correct way to understand and experience the sadness of this time of year? 01:48 • How does the spiral of time work according to Jewish thought? 05:19 • How do we explain the Gemara “just as when Av begins one decreases in rejoicing, so too when Adar begins, one increases in rejoicing”? 04:40Rosh Chodesh Av/Nine Days • What lessons do we learn from this time period? 12:23 • What is unique about Rosh Chodesh Av? 15:30 • Why are these days sadder than other days of the year? 20:54 • What's the highest level of divine revelation that we can access today? 22:33 • How do the laws of the nine days, like not bathing or washing clothes, help build the Third Beis HaMikdash? 27:37Devarim/Chazon • How do we reconcile the literal meaning of Chazon (Isaiah's vision of the Temple's destruction) and R'Levi Yitzchok Berditchev's interpretation that every Jew is shown the Temple from afar? 33:06 • What lessons do we learn from living with the times, with this week's Torah parsha? 35:30 • Why is an entire book of Torah dedicated to reviewing past events that have already happened and been documented? 38:59 • Why are new mitzvos introduced in this book? 42:50 Is there a special connection between the Ramak, whose yahrzeit was on 23 Tammuz, and Chabad Chassidus? 45:57What special strengths does our generation have? 49:46 • Why don't we have miraculous tools like in previous generations? 54:24 • How are today's scientific advances in AI consistent with the prophesies about the spread of knowledge in the messianic era? 57:26 What did the Rebbe say when he visited camp? Follow-up • Is money the root of all evil? 58:22

It's really a dare. Learn how to let go of always being right. #ThePitch #INICIVOX #VirtualMentorship

While strict laws enforce behaviour, building a gracious society requires mutual trust rather than constant rules. Synopsis: On Wednesdays, The Straits Times takes a hard look at Singapore's social issues of the day with guests. Singapore seems to be introducing more laws to police everyday behaviour - from tray returns to using mobile phones while driving. But can legislation really make people more gracious, or does it simply expose a deeper trust deficit in society? And when should citizens confront bad behaviour themselves instead of reporting it to the authorities? Opinion Editor Lin Suling speaks with sociologist Dr Tan Ern Ser, Adjunct Principal Research Fellow at the Institute of Policy Studies, about whether Singapore is becoming a nation that relies too heavily on rules, complaints and punishment — and what it would take to build a genuinely high-trust, "We First" society. Highlights (click/tap above): 3:35 Why does seemingly ordinary, considerate behaviour disappear once people get behind the wheel? 5:40 Does criminalising phone use while driving mean public education has failed? 12:25 Have we outsourced everyday conflict resolution to the state instead of correcting bad behaviour ourselves? 13:55 Is Singapore's complaint culture undermining trust and creating online vigilantism? 16:46 When is reporting someone the right thing to do? When should it be the last resort? 19:52 Thirty years after the Singapore Kindness Movement, have we become kinder or simply better at enforcing rules? 21:28 How can Singapore encourage people to speak up against antisocial behaviour without leaving them to stand alone? 23:11 Can Singapore realistically become a 'We First' society? What would a genuinely high-trust society look like? Read ST’s Opinion section: https://str.sg/w7sH Follow Lin Suling on LinkedIn: https://str.sg/hiLQ Host: Lin Suling (linsuling@sph.com.sg) Produced and edited by: Hadyu Rahim Executive producers: Danson Cheong and Lynda Hong Follow In Your Opinion Podcast here and get notified for new episode drops: Channel: https://str.sg/w7Qt Apple Podcasts: https://str.sg/wukb Spotify: https://str.sg/w7sV Feedback to: podcast@sph.com.sg --- Follow more ST podcast channels: All-in-one ST Podcasts channel: https://str.sg/wvz7 Get more updates: http://str.sg/stpodcasts Watch The Mother Load on YouTube: https://str.sg/HnaV --- Get The Straits Times app, which has a dedicated podcast player section: The App Store: https://str.sg/icyB Google Play: https://str.sg/icyX --- #inyouropinionSee omnystudio.com/listener for privacy information.

A student dies by suicide. Suddenly every parent is asking the same question: What do I say to my child? Justin and Kylie tackle one of the toughest conversations a parent can face. They unpack the latest research, explain why children can be deeply affected even if they didn't know the student, and share practical ways to start the conversation without making things worse. You'll hear what to say, what to avoid, the warning signs to watch for, and where to turn if your child needs extra support. KEY POINTS Why every child in a school community can be affected, even if they never met the student. The age group most at risk after a school suicide. Why asking about suicidal thoughts does not increase the risk. What to say when your child asks why it happened. How to handle social media, rumours and memorial pages. The warning signs that tell you it's time to get extra support. Services that can help children and parents. QUOTE OF THE EPISODE "Walk towards conversations, not away from them. Ask the direct question, stay calm, and keep asking gently for as long as it takes." RESOURCES MENTIONED Lifeline Kids Helpline Parentline Suicide Call Back Service 13YARN Headspace School Support CHATSafe Guidelines StandBy Support After Suicide Your GP and a Mental Health Care Plan ACTION STEPS FOR PARENTS Ask what children at school are saying and listen without interrupting. Correct rumours with calm, factual information. Ask directly if your child has had thoughts of suicide if you're worried. Stay with your child while they scroll through social media and talk about what they see. Keep checking in over the weeks and months ahead. Contact your GP or another mental health professional if you notice changes in mood, behaviour or sleep. See omnystudio.com/listener for privacy information.

Mike Mulligan and David Haugh discuss the aftermath from the Word Cup Final

Welcome to Glenn Robison's Rapidly Rotating Records, bringing you vintage music to which you can't not tap your toes, from rapidly rotating 78 RPM records of the 1920s and '30s.On this week's show, we'll maintain a flawless tempo as we hear some tunes about crows and potatoes and a birthday salute to Fud Candrix. And we'll finish up not with Compare and Contrast segments, but Clarify and Correct segments. There's lots of great music and interesting information so set aside an hour with your favorite beverage and prepare to be transported back to a different–and we think better–musical era. Just click the link above to listen streaming online and/or download for listening at your convenience. THANKS FOR LISTENING! ENJOY THE SHOW!Here's the complete playlist:Segment 1: Fud CandrixSwingnight In Dixieland (Christmas In Dixieland) - Fud Candrix mit seinem Tanzorchester   Always - Fud Candrix mit seinem OrchesterTwo Left Feet - Tanzorchester Fud CandrixSegment 2: Competitive Ballroom DancingHere Am I - Henry Jacques and His Strict Tempo OrchestraGangway - Joe Loss and His BandRomany - Jack Harris and His Orchestra at Ciro's Club, LondonSegment 3: Spud CellsHot Potatoes - Blind BlakeSweet Potato Blues - Lonnie JohnsonSweet Potato Piper - Dorothy LamourSegment 4: CorrectIngen Ros Utan Tornen (No Rose Without Thorns) - Helge Lindberg's OrchestraDaSpirar Alltid Upp Ett Litet Hopp (Then A Little Hope Always Sprouts) - Vernons OrchesterSka Jag? Ska Jag? (Should I?)  - Gunnar GregorSegment 5: ClarifyDream Garden - Henry Thies & His Castle Farm OrchestraRoyal Garden Blues - Mamie Smith's Jazz HoundsIn A Little Garden (You Made Paradise) Waring's Pennsylvanians / Tom Waring, v.

Charles Spicer concludes that after the war, Christie and Conwell-Evans published a limited-run book, None So Blind, detailing their ignored warnings to the government. Though Martin Gilbert later attempted to correct the record, these amateur spies largely slipped from historical memory. Tennant died in 1962, his contributions unacknowledged. Conwell-Evans lived modestly until 1968, having advised five Prime Ministers. Grahame Christie, a heroic and modest figure, committed suicide in 1971 at age 91. Their story remains a testament to the "blindness" of official diplomacy and the bravery of those who tried to "civilize" the Nazis to avert global catastrophe. (16)1943

“Every man is stupid and without knowledge” we read today in Jeremiah ch, 10 v.14.  But man thinks he is the master of all kinds of knowledge!   But he is without knowledge of the true God, the Creator, “who made the earth by his power, who established the world by his wisdom, and by his understanding stretched out the heavens.” [v.12]           With the powerful telescopes, and special satellites and probes into space, scientists have in recent years learnt how much the universe has been immeasurably stretched out!     In awe of the awareness he had gained of God's creative powers – Jeremiah reflects on his own situation and writes, “I know, O LORD,  that the way of man is not in himself, that it is not in man who walks to direct his steps. Correct me, O LORD, but in justice; not in your anger, lest you bring me to nothing.” [v.23,24]           Surely Jeremiah's attitude and words should also be ours, and should be evident every day in our thoughts and prayers to and through our Saviour, leading us to become increasingly strong in faith to be able to cope with the situation when….!! …   when  the Almighty corrects this world in his anger!           Ponder as to why God told Jeremiah not to pray for the people around him!  We read this yesterday.  Remember!  “As for you, do not pray for this people, or lift up a cry or prayer for them, and do not intercede  for I will not hear you” [v.16]. God repeats this to Jeremiah, look at ch. 11 v.14   “Therefore do not pray for this people, or lift up a cry or prayer on their behalf, for I will not listen when they call to me in the time of their trouble.”             Is the world going to get into a totally desperate situation? Is it not approaching that now!!  It is sometimes said you will never find an atheist on a life raft.  Will the whole world be in a life raft situation?  Most nations are totally entrenched in their minds that  there is no God so we cannot imagine much prayer will be offered when the world is at its wit's end – it will be a scene of mass panic!!  Will our faith be such that we will rise above this situation?  How often do we quote  Luke 21:26    “ …people fainting with fear and with foreboding of what is coming on the world. For the powers of the heavens will be shaken.”  It is how we build up our faith now that will ensure we will not be shaken.  In the areas of our weaknesses let us pray, “Correct me O LORD, but in justice: not in your anger”

Episode 265: When Missionaries Feel Fake explores a concern I hear from missionaries all the time: "I don't feel like myself." Whether it's teaching lessons, talking to strangers, leading discussions, or stepping into a new role, many missionaries worry they're being fake or simply going through the motions. In this episode, I share why feeling performative isn't necessarily the problem and how understanding what's happening beneath the surface can help you show up with more confidence, authenticity, and peace. We talk about the difference between performing and pretending, why our brains naturally adapt to unfamiliar situations, and how the emotion fueling your actions matters far more than the actions themselves. I also share practical examples of how shifting from proving yourself to genuinely loving the people you teach can completely change your missionary experience. Whether you're preparing to serve, currently serving, training a missionary, or supporting one at home, this episode will help you recognize the difference between simply doing missionary work and letting your real testimony and love lead the way. If you've ever questioned whether you're authentic enough, spiritual enough, or "doing it right," I hope this episode reminds you that you don't have to become someone else to be an effective missionary. The goal isn't to stop performing a new role—it's to let your thoughts, feelings, and testimony become aligned with the person God created you to be. I hope Episode 265: When Missionaries Feel Fake helps you serve with greater sincerity, confidence, and connection. As always, if you found this episode helpful, I want to invite you to subscribe if you aren't already, share this episode with your friends and missionaries you know, and write a review. I know this work will help LDS missionaries around the world and it would mean so much to me if you did. Until next week my friends.   00:00 – Intro 00:55 – Do Missionaries Feel Fake? 04:28 – Why We All Perform 07:59 – When Performance Feels Disconnected 10:37 – The Feeling Behind Your Actions 13:59 – Stop Trying to Prove Yourself 17:17 – Don't Correct a Personality 19:31 – Authenticity Starts with Emotional Safety 22:46 – The Goal Isn't to Stop Performing 26:48 – Outro   Website | Instagram | Facebook   5 Ways to Process Any Less-Than Happy Mission Memories Article: HERE   Get the Full Show Notes and Text/PDF Transcripts: HERE   Free PDF Download:  Podcast Roadmap   Free PDF Download:  Preparing Missionary Cheat Sheet   Free Training for Preparing Missionaries:  Change Your Mission with this One Tool   RM Transition Free Video Series:  3 Tools to Help RMs in Their Transition Home   Free Guide:  5 Tips to Help Any Returning Missionary   Schedule a Free Strategy Call:   Click Here 

Is intinction the correct way to do communion? Is the bread supposed to be dipped into the wine during a Lord's Supper service?

This week on Correct Moose Now, Landon and Jeremiah are joined by Steph and Mike Crugnola to play an Austin FC anagram game. Other questions and topics include:- The Crugnolas' thoughts on the following- the new purple kit- the Dani Pereira trade- Płacheta's Swoontower score- Correct Moose Now: A Magma Range- Free Parking at Amplify- much moreMoontower Soccer is brought to you by FVF LawSupport the show

What is the minimum of what it means to be a Christian? In this sermon on Ephesians 1:1 titled “Saints…and Faithful in Christ Jesus,” Dr. Martyn Lloyd-Jones addresses this question. Three striking descriptions are proclaimed from this text: saints, faithful, and union with Christ. Dr. Lloyd-Jones centers his sermon around these descriptors and shows what the apostle Paul meant by these terms. While many Christians have a tendency to emphasize one of these descriptions over against the other, Dr. Lloyd-Jones calls the Christian to hold these together. The failure to do so is damaging to the church as Christianity is reduced to either some form of “easy believism” or an academic exercise. Correct doctrine, holiness, and participation in Christ must be at the center of one's definition of “Christian.” Christians who have a burden for the lost must know who they are and what they are called to be, according to Dr. Lloyd-Jones. Having a robust understanding of what it means to be a Christian has a direct effect on one's witness to the world.

Trey and Katie talk pregnancy chaos, third-baby prep, dad survival tactics, and why turning on the heat in June while your wife is nine months pregnant is a dangerous decision.Gear up for summer with Poncho. Go to http://ponchooutdoors.com/CORRECT and enter your email to get $10 off and free shipping on your first order. Head there, drop in your email, and get $10 off and free shipping. And once you try one, you'll get why I've got a closet full.You're not buying a gift. You're making one.Right now, save 25% on your first order at http://Zazzle.com. Go make something Zamazing.Head to http://Factormeals.com/correctopinions50off and use code correctopinions50off to get 50 percent off and free daily greens per box, with new subscription only, while supplies last until 09/27/2026.Download Cash App Today: https://capl.onelink.me/vFut/5zhgqoej #CashAppPod● Cash App is a financial services platform, not a bank. Banking services provided by Cash App's bank partner(s). Prepaid debit cards issued by Sutton Bank, Member FDIC. Cash App Visa® Debit Flex Cards issued by Sutton Bank, Member FDIC, and The Bancorp Bank, N.A., pursuant to a license from Visa U.S.A. Inc. See terms and conditions for the Sutton prepaid card at cash.app/legal/us/en-us/card-agreement, forthe Sutton debit flex card at cash.app/legal/us/en-us/debit-flex-card-agreement-sutton and for the Bancorp debit flex card at cash.app/legal/us/en-us/debit-flex-card-agreement-bancorp. Savings and Offers provided by Cash App, a Block Inc. brand. Offers may not be affiliated with third party merchants.● Parents and legal guardians can open a managed account for kids 6-12.● Cash App will pass through a portion of the interest paid on your savings balance held in an account for the benefit of Cash App customers at Wells Fargo Bank, N.A., Member FDIC. To earn interest on your Cash App savings balance, you need to have sponsor approval. Exceptions may apply. Savings yield rate is subject to change. Visit cash.app/legal/podcast for full disclosures.Subscribe to the channel: https://www.youtube.com/channel/UCL3ESPT9yf1T8x6L0P4d39w?sub_confirmation=1 Subscribe to Correct Opinions on Apple: http://bit.ly/COPodcast