Podcast appearances and mentions of david find

What if the reason people aren't buying, engaging, staying, or following your lead isn't because they need another motivational poster about "teamwork"? It might be because you have no idea what actually matters to them. In this episode, Erin sits down with David Allison, founder of the Valuegraphics Research Company and author of The Values Map, to talk about why demographics, generic corporate values, and a bunch of buzzwords slapped on an office wall don't tell us nearly as much as we think they do. David shares how understanding what matters most to people can make you a better leader, marketer, salesperson, and overall human trying to get other humans to do things. They also dig into how to uncover someone's real values without creepily asking, "So...what are your deepest values?" and why values alignment might explain why certain jobs, people, opportunities, and even parties just click while others make you want to fake a babysitter emergency and leave. In this episode, you'll hear: Why corporate values often become expensive wallpaper and what actually motivates employees Three questions that reveal what matters most to someone without turning the conversation into a therapy session How to use curiosity and the "Third Why" to get past surface-level small talk Why understanding someone's values can make selling, leading, and influencing a whole lot easier How David realized the traditional definition of success was basically a lie for him and why building your work around what matters most can make it suck significantly less Resources Mentioned in the Episode: Check out David's Website: www.davidallisoninc.com Learn more about Value Graphics: www.valuegraphics.com Pre-order David's book, "The Values Map: Discover What Drives You and How to Move Others" Follow David on LinkedIn at davidallisoninc/ Book Erin to speak Ready to modernize your culture, liberate your leadership, and differentiate your business without sounding like every other company on LinkedIn? Bring Erin Hatzikostas in to show your team how authenticity can become an actual strategic advantage, not just another corporate buzzword. Book Erin to Speak If you'd like quick tangible tips and practical corporate career advice to level up your authentic leadership, download the 10 simple "plays" to stop selling out and start standing out at https://bauthenticinc.mykajabi.com/freebie If you like jammin' with us on the podcast, b sure to join us for more fun and inspiration! Follow Erin on LinkedIn or Instagram Take our simple, fun and insightful "What's your workplace superhero name?" quiz Unleash your Authentic Superpower with Erin's book, You Do You-ish Throw out half the playbook and start competing in a league of your own. Check out Erin's book, The 50% Rule. Work with Us Or just buy some fun, authentic, kick-ars merch here To connect with Erin and/or Nicole, email: hello@bauthenticinc.com DISCLAIMER: This episode is not explicit, though contains mild swearing that may be unsuitable for younger audiences. Tweetable Comments "What matters most to us drives everything we do." "Your corporate values are not the human values of the people who are showing up at your corporation." "Authenticity is, I'm gonna say, not a value, it's the end result of values alignment." "It was, 10 years of living a lie that I didn't know was a lie, because I'd only been taught that this was the truth." Podcast Transcript Erin Hatzikostas sits down with David Allison, founder of the Valuegraphics Research Company, to explore what really motivates people at work. They unpack the difference between corporate values and human values, how leaders and salespeople can discover what matters most to someone, why values alignment influences engagement and decision-making, and how understanding your own values can help you build a career that actually fits. Why "Values" Might Be the Wrong Word Erin: What's the biggest misconception you get when people call you the values guy or talk about the research you do around values? David: One of the biggest confusions is just the word values. We're all used to sitting in boardrooms talking about mission, vision, values. The CEO sends out the annual note saying they've finally figured out the corporate values, and usually they're the same as everybody else's corporate values. They go up on the wall behind the receptionist, everybody's happy, and then they're forgotten about 24 hours later. We also run around talking about what we think our values are. Politicians tell us what our values are. So I actually don't love using the word anymore. What works better is asking: What matters most? What matters most to you? What matters most to your customers? What matters most to your employees? That gets much closer to the kind of values I'm researching. Erin: And it feels more distinctive too. Instead of asking somebody for five or ten values, you can start with one or two things that really matter. David: Exactly. Through our research, we've identified 56 values. And the interesting thing is that you can't simply ask people what their values are, because they'll either intentionally or unintentionally tell you what they want their values to be, or what they want you to think their values are. Instead, you ask about behavior. What do you do all day? How do you feel about this thing? What does this topic mean to you? When you listen to what people are actually doing and start mapping their behaviors, you can work backward and understand what matters most to them. What Hockey Can Tell You About Someone's Values David: I'm Canadian, so let's use hockey. If somebody says they're a hockey fan, don't just stop there. Ask how often they go to games. Do they watch at home? Who do they watch with? Friends? Family? Do they take clients to games? Do they own a jersey? If their team gets eliminated, will they cheer for another team or stop watching completely? You're asking them about something they're excited to talk about. But underneath their answers, you're hearing their values. If they refuse to cheer for another team, maybe loyalty matters a lot to them. If every hockey experience involves their friends but never their family, that tells you something about the relative importance of friendship and family in that context. You listen to what people do, and from there you start to see what matters most. Erin: That's the legit researcher part. You're discerning the thing without actually asking them the thing. The Pink Van: Why Assumptions About People Get Us in Trouble Erin: Let's make this practical. Our listeners might be in sales, leadership, or running businesses. How does this help somebody market better, sell more, or become a better leader? David: I'll give you an example from our research. I was preparing for a keynote for a group of employers in the blue-collar trades. They were dealing with a major talent shortage and wanted to understand how to get more people interested in joining the trades. Our research found that people considering careers in the trades dramatically over-indexed around a value called service to others. They wanted to know they were doing something that helped people and made a difference. The employers were already talking about things like earning more money, getting out of shift work, and avoiding the cost of college. Those are logical benefits. But they weren't saying, "This is your chance to be in a helping profession." After my keynote, a business owner came up to me. He had seven offices across the Southern United States with fleets of service vans. In each fleet, one van was painted pink, and all of the money earned by that van went toward breast cancer research because of a personal story involving his wife. I thought that was the story. He said, "No. The real story is that every day my guys fight over who gets to be in the pink van." Erin: Wow. David: Think about that. If you were marketing to people in the trades based on stereotypes, would you ever have gotten to pink vans? Probably not. You'd be talking about football, tailgates, country music, or whatever other assumptions you had about the audience. But the answer was pink vans. There's almost always a pink van in the research. Something that makes you say, "We never would have guessed that, but now it makes complete sense." When you understand what matters most to people, you can use it to market, motivate, inspire, build policies, engage employees, and make strategic decisions. Three Questions That Reveal What Matters Most Erin: What about people who can't hire your company to conduct a big research study? What questions could they ask employees or clients to get closer to this information themselves? David: We have three questions we call the three telltale questions. We've tested versions of them with people around the world. The important part is that you don't ask one person once and assume you've figured everything out. Ask a lot of people and listen for patterns. Those patterns are the signals in the noise. That's where the values start bubbling to the surface. David: The first question is: Why do you go to work? Someone might immediately say, "To pay my bills." Fine. Ask why else. Maybe their friends are there. Maybe work is their creative outlet. Maybe they feel like they're making a difference. Maybe it's where they feel useful. They're telling you why they choose to spend such a huge portion of their life doing this thing. The second question is: Why would you give away half of your lottery winnings? If someone says they wouldn't, tell them to imagine they won a lottery where giving away half was required. Then ask where they'd give it and why. That's a major behavioral decision. The "why" behind it is usually a value talking. The third question is: If you could send one message to yourself 10 years ago, what would it be? Listen to whether they talk about family, friendship, work, stress, money, kids, health, or something else. Whatever comes up tells you something about what matters most to them. Erin: That's really good. The Values Corporate America Often Misses Erin: Is there a value corporations tend to underestimate? Something that leaders might not put in their top five, but your research shows matters a lot? David: Every workforce is different, so I wouldn't prescribe one value to every company. But there is a cluster that appears again and again. Of the 56 values we've identified, five show up constantly across different industries and groups. We call them the togetherness values: belonging, family, friendship, relationships, and community. Those aren't interchangeable. Belonging is different from community. Community is different from relationships. Companies tend to lump them all together, but you need to understand which one actually matters to your people. The broader point is that humans want some form of connection. So look at your employee research, surveys, hallway conversations, and everything else you already know about your workforce. Which form of togetherness seems to matter most? Then lean into it. David: Because here's the secret to everything: What matters most to us drives everything we do. If you want people to be more engaged, stop quitting, or actually care about the work they're doing, you have to give them more of what matters most. Your Corporate Values Are Not Your Employees' Human Values David: One of the biggest mistakes corporations make is spending two years and millions of dollars figuring out their corporate values and then wondering why employees aren't behaving according to them. Your corporate values are not the human values of the people who are showing up at your corporation. You've only done half the job. The company might decide creativity is one of its core values. Great. But suppose personal growth is one of the strongest human values among your employees. Now you need to connect the dots. Show employees how being creative at work helps them grow as people. Explain why the behavior you're asking for gives them more of something that already matters deeply to them. If you don't make that connection, they'll look at "creativity" written on the wall and think, "Okay, whatever. That doesn't matter to me." Corporate values might actually be better described as guiding principles or a list of ways the organization wants people to behave. Stop Turning Values Into Expensive Wallpaper Erin: You just hit one of my hot spots. It's not enough to say you're a "family-first organization." Tell people what that actually means. Maybe it means you're not expecting someone to answer emails from the soccer field. Maybe leaders who have ideas over the weekend schedule the email to go out Monday instead of firing it off immediately. Specificity is what makes those values feel real. Even something like safety can be communicated in a more human way. Instead of just saying, "We believe in OSHA adherence," explain that you want people to leave work safely and go home to grill burgers with their family that night. It's not just about the value. It's about how you talk about it and how you put it into action. I recently talked to a company whose mantra was "grit and gratitude." I loved that because it's only two things, it's memorable, and there's a little juxtaposition between them. Companies sometimes think more is better. Maybe you're better off choosing one or two things and going deeper. David: I like grit and gratitude because it doesn't sound like everybody else. Under those two ideas, you can still have many different behaviors and principles. But at least there's something distinctive to connect to. How Understanding Values Tripled a Fundraising Target Erin: What's one example where an organization used your research and made a change that had a really profound impact? David: We worked with a hospital foundation in Canada that wanted to attract more high-net-worth donors and increase the size of their gifts. We profiled people in the community who had previously donated to health-related causes but had never donated to this particular foundation. An interesting pattern emerged. Many of the prospective donors were women who had recently been widowed and, for the first time in their lives, were making major financial decisions independently. Our research showed how important that newfound independence and agency were to them. So the foundation changed its approach. Instead of saying, "Here's where your money is going," they said, essentially, "Your gift could help us in several different ways. Which area would you like your money to support?" They sat down with donors and let them decide what mattered to them. By giving those women agency over the decision, the foundation tripled its fundraising target. Erin: Wow. David: They framed their strategy, marketing, and messaging around what mattered most to those people. The decision suddenly became an easy yes because the organization wasn't just asking for money. It was giving people an opportunity to act on something they deeply valued. What Values Alignment Feels Like Erin: I think about this in my own life too. When I was evaluating financial advisors, it was amazing how few people seemed interested in understanding what mattered to me. For me, I wanted someone I could actually connect with and have real conversations with. Not a bunch of BS. If somebody had simply asked me what was most important to me, I would have basically handed them the answer to how to sell to me. David: And here's what's interesting about those situations. When you find a person, product, job, or situation that genuinely aligns with what matters most to you, you often notice the absence of things. You're not second-guessing yourself. You're not lying awake at night running the pros and cons through your head. You're not constantly trying to convince yourself to make the relationship work. It just works. Erin: It clicks into place like a Lego. David: Exactly. Think about parties. There are parties where you walk in and immediately think, "Nope. How quickly can we leave?" And then there are parties where you want to stay all night. You may not be able to explain exactly why. Maybe it's the people, the music, the room, the energy, or some combination of all of it. But something about that environment aligns with what matters to you. Is Authenticity a Value? Erin: This is where your work and mine dovetail. People are craving something they can connect to, whether it's a salesperson, a leader, or a company. Wallpaper corporate values aren't enough. You need specificity, examples, and authenticity. Give people something they can plug into so they can determine whether it aligns with them. And it's actually better if someone can clearly say, "No, this doesn't align with me," than to give them nothing but vanilla and leave them thinking, "I don't know." David: You said earlier that authenticity might be the 57th value. I'm going to reframe that. Authenticity is, I'm gonna say, not a value, it's the end result of values alignment. If you're living authentically, you're living according to what matters most to you. Erin: I think authenticity might also be part of how you uncover the values in the first place. It's the stories, uncommon language, specificity, and willingness to actually expose who you are that allow people to feel what those values really mean. David: I think we're talking about the same thing from different layers. You're looking at the umbrella. I'm down in the weeds. The Question That Changed a High-Stakes Negotiation Erin: I have a story about the phrase "what matters most." When I became interim CEO, I had to renegotiate our largest contract. The vendor wanted more money, and giving it to them could have made an already difficult financial situation much worse. It was high stakes, and I'm not exactly known for being a giant planner. Early in the first conversation, I asked the executive, "What matters most to you in this negotiation?" He wasn't expecting the question, so he answered honestly. His company expected to pursue an IPO, and long-term contracts were incredibly important because investors would want confidence that major clients weren't about to leave. Suddenly, I understood that this negotiation wasn't only about price. A long-term agreement mattered tremendously to him. Switching vendors would have been incredibly difficult for us anyway, so I was perfectly comfortable discussing a long-term contract. That one question completely changed what I understood about the negotiation. David: "What matters most to you about this situation?" or "What matters most to you about this outcome?" are fantastic questions in sales and negotiations. But you can also learn a lot by simply paying attention and being curious. How to Discover Someone's Values Through Small Talk David: Let's use you as an example. There's a photo behind you. What's it a picture of? Erin: My family. My husband and my two children. David: And I can see books behind you. What's one of the most recent books you added? Erin: Probably Fans First by Jesse Cole from the Savannah Bananas. David: Are you a baseball fan? Erin: Not specifically. I'm a big sports fan, though. David: Where did that come from? Erin: My grandmother. She passed away when she was 62, so I was only 11. But I remember sitting in her living room with her. She was about 4'11", sitting in a green leather chair beside the dialysis machine she used at home, smoking a cigarette with a police scanner nearby. She lived in a town of about 800 people, so I'm not sure how much exciting police activity there was to scan. And she always had sports on. She didn't just watch sports. She participated. She yelled at the TV. She was spicy. She absolutely hated Notre Dame, so I still hate Notre Dame today basically as an ode to her. For a woman of her generation, being that passionate about sports was unusual. And I think that's where I got it. The other reason I still love sports is the authenticity of it. Nobody knows what's going to happen. It's not scripted. I love the energy and unpredictability. I also love the lack of commitment. I can watch and leave whenever I want. David: That little conversation already gave me several clues. Family is important to you. Creativity is clearly there. I hear some tradition in the way you talk about carrying your grandmother's influence forward. Experiences are important to you. The way you described sitting in that room with your grandmother is incredibly vivid. And when you said you like being able to leave whenever you want, independence came roaring to the forefront. Erin: One thousand percent. And what's interesting is that most people stop too soon. They see the family photo and ask, "Are those your kids?" Or they notice something from Michigan and ask, "Are you from Michigan?" But then they stop. To uncover what matters to someone, you have to be genuinely curious enough to ask the next question. The Third Why David: There's a technique I call The Third Why. You might ask somebody why they chose to have a family photo taken at a particular place. They'll give you an answer. Then you ask why that mattered. And then you go one level deeper again. Three whys down is often where people start telling you about a value. The first answer is usually surface level. The second starts getting somewhere. By the third, you're getting closer to what is actually driving the decision. Erin: That's the key. You can't necessarily plan all of those questions ahead of time. You have to actually listen and be curious enough to follow where the answer goes. When the Traditional Definition of Success Stops Working Erin: We ask everyone for a "buck that" story, meaning a time when you bucked the norm, stopped following the expected path, and did something different. What's yours? David: Quitting the big company and going out on my own. That was scary. I remember the first days working from home, finding all kinds of ways to stall. Making sure the pencils were in exactly the right place. Rearranging things. Eventually you realize there's nothing left to organize. You actually have to do the work. But as we've been talking about, I have an independence streak a mile wide. I once told my coach I couldn't understand why I wasn't getting anything done even though I had deadlines everywhere. He asked if I'd blocked the work on my calendar. I said yes. He asked, "So why aren't you doing what's on your calendar?" And I realized: because I don't want my calendar telling me what to do. Erin: Because you told yourself to do it, and now yourself can't tell you what to do. David: Exactly. My calendar is bossing me around, and I'm resisting my own calendar. That independence was one of the values pushing me toward working for myself. The Day David Couldn't Get on the Elevator Erin: Was there traditional career advice you followed for a while and eventually realized wasn't right for you? David: Keep your job. Why would you work for yourself and rely on your own ability to earn a living when you could get a steady paycheck every two weeks? I grew up at a time when the path to success seemed much narrower. It felt like the goal was to become the CEO of Coca-Cola. Erin: Or become a consultant to the CEO of Coca-Cola. Those were basically the two business models we knew. David: Exactly. The world told me I was supposed to run as fast as possible up the corporate ladder. Learn to love the suits and ties. Play the politics. Run a board. Eventually I realized it wasn't working for me. I actually had a breakdown. I was working for a big company and one morning I was standing in the elevator lobby waiting to go upstairs. I couldn't get on the elevator. It felt like there was a physical barrier in front of me. I could not make myself get on that elevator and go face everything waiting upstairs. So I turned around, went home, and called in to say, "I don't think I'm coming back." It took me almost a year to recover from that and start building what I needed to build on my own. David: It was 10 years of living a lie that I didn't know was a lie, because I'd only been taught that this was the truth. When I finally figured out it wasn't the truth, at least not for me, it was like being slapped across the face. That's something I try to pass along now. Whatever the internet tells you, Instagram tells you, your parents tell you, or society tells you is the path to success is only useful if it's actually your path to success. Figure out what matters most to you. Figure out your values. Then craft your version of life and run in that direction. Erin: And the experience you went through is part of what allows you to give that lesson to somebody else now. David Allison's Advice for Making Work Suck Less Erin: What's your final piece of advice for making work suck less? David: Find ways to make your work more about what matters to you. Volunteer for that project. Take the extra assignment that aligns with you. When you can, move away from the work that doesn't. Even if you're working inside a set of constraints and don't have much flexibility, almost everybody has some ability to maneuver. You can choose what you're going to lean into and what you're not. Make your work more about what matters most to you, and you'll be happier.

It was a pleasure to speak with Rebecca Kase this week on EMDR, Polyvagal and Parts work. She had so many interesting things to share, and I hope you enjoy this episode.   Warmly, David   Find out more about Rebecca here:   https://www.rebeccakase.com/   https://www.traumatherapistinstitute.com/   You can find her book here:      Books by Rebecca Kase              

Relational distance isn't bridged by just being in the room together but owning your part. Passages: 2 Samuel 14:25-33, 15:1-12; NT passages: Luke 15 prodigal God parable Parents: David welcomes Absalom back but is still holding back Children: Absalom's pain of not being embraced leads him to dishonor his father David Find our times & locations to visit us in person or online at ⁠⁠https://www.rainierview.org⁠⁠ Interested in understanding more about what it means to have a relationship with Jesus? Reach out so we can do that same at ⁠⁠https://rainierview.org/contact⁠⁠ Be a part of supporting this ministry and our community at ⁠⁠https://rainierview.org/give⁠⁠ -- Get Connected: Website: ⁠⁠https://www.rainierview.org⁠⁠ RVCC Facebook: ⁠⁠https://www.facebook.com/rainierviewcc⁠⁠ RVCC Instagram: ⁠⁠https://www.instagram.com/rainierviewcc⁠ RVCC Podcast: https://spotifyanchor-web.app.link/e/CtaHI8ZGzBb

David, Joe, and Korbin answer questions submitted by the listening audience. David then visits with Casey White, Senior Director of Technical Services and Innovation at Central Life Sciences, about Fly Control. Casey describes the highly, highly effective products, ClariFly and Altosid IGR, and how/when to use them. The guys cover dozens of your submitted questions and talk about everything from marketing, breeding and crossbreeding, the future of industry, protocols, inflation and demand, how to be an advocate, diversifying, trusting your eyes, and so much more. Mentioned in this Episode:Montana RanchThe Montana Bred for Balance Bull and Female Sale — Call David at 406-210-5605 or send an email to Bulls@MontanaRanchAngus.com if you're searching for semen from balanced trait sires!Rafter 5M Land & CattleBruin RanchFacebook @AngusUndergroundInstagram @AngusUndergroundContact AngusUnderground@Yahoo.com or call 406-210-1366 if you are interested in becoming a sponsor for Angus Underground.BreederLink.comGeneBrokers.comCentral Life SciencesGeorge ChambersSouthern Cross RanchClariFlyAltosid IGRAmerican Angus AssociationQuotes:“I just hope that when I get where I'm going, I'm where I need to be.” — Korbin“The customers pay an immense premium to get to do business with us and the more I can spend my time with those folks getting to understand their needs, wants, directions, goals… that's the best marketing tool.” — Joe“Continue on the path that you're on and capitalize.” — David“Your cattle still have value even if they have numbers.” — Korbin“Produce something different from everyone else, and let everyone know what you have.” — David“Find people that raise the kind of cattle you like and really quiz them.” — David“Develop your own biases, develop your network… but also trust your heart and trust your own eyes.” — Joe“Be an advocate for the beef industry.” — David“How do we grow our demand for our beef? We just have to produce good beef and we have to be good stewards of the cattle, of the land, and we have to sell that message to the general public.” — David“It's about empowering a new generation of breeders.” — Joe“Every animal has to add value no matter which lane you decide to be in or if you decide to tackle multiple lanes.” — Joe“Trust your eyes, trust your heart, do what matters to you. Don't pay attention to what the crowd says.” — David

In this episode of The Propcast, Louisa speaks to David Williams, Smart Buildings Industry Lead at Microsoft, and Fanie Reynders, Head of Technology at EDGE Next, about the future of smart buildings. In this episode they discuss the movement towards net zero and what that means for real estate businesses, construction companies and landlords, and how the technology needed for smart buildings has become more affordable and accessible.    Companies Mentioned: EDGE Technology https://edge.tech/  EDGE Next https://edge.tech/next  YIT https://www.yitgroup.com/en  RXR Realty https://rxrrealty.com/  CBRE https://www.cbre.com/  Mitie https://www.mitie.com/  Azure Digital Twins https://azure.microsoft.com/en-us/services/digital-twins/    Shout Outs: Coen van Oostrom https://www.linkedin.com/in/coenvanoostrom/  Guy Grainger, JLL https://www.linkedin.com/in/guyjgrainger/?originalSubdomain=uk  Erik Ubels https://nl.linkedin.com/in/erikubels    Key Insights From This Episode:   We build great buildings, and what is a building without a great smart building platform. - Fanie   With the pandemic, we realised there was a different need, also with working from home and also post pandemic of people trying to optimise workspace - Fanie There's kind of like the base layers, as I like to think of it, which is the building itself.  Then there's the middle layer. And for me, that's kind of what goes on in the building.  And then at the top layer, it's how the people interact with the building.  - David The whole notion of getting back to work and bringing people safely back to work, first of all, but also having them productive in the offices - Fanie The amount of data that building provides is like, you cannot comprehend how much data it gives. - Fanie The pandemic, I don't think has actually changed any trends. I genuinely don't think it has, but what it's done is it has accelerated trends that we were already seeing in the industry. - David What's really exciting is when you're working with companies that aren't aware of how digital technologies can help them, how they can make the buildings better for the humans that work in them and look after them. - David Find your niche find something that enthuses you really makes you want to make a change. - David   Keywords: smart buildings, facilities management, service management,    About Our Guests:   David Williams https://www.linkedin.com/in/david-williams-9559641/  David has worked for Microsoft since 2005 and has been part of an internal Innovation Team since December 2014. For the past 5 years he has been responsibility for creating and developing Microsoft's Smart Places emerging industry. He provides commercial, business, and technical advice, that enables Microsoft customers and partners in the real estate industry to digitally transform.  Prior to joining Microsoft, David served in the Royal Air Force for 22 years as an Engineer Officer and he has a LLB Honours degree in English Law.   Fanie Reynders https://www.linkedin.com/in/faniereynders/  Fanie is an enthusiastic technologist who always thrives to push technology to its limits, whether its IoT devices, cloud infrastructure or even software design. He is an engineer by heart with over 16 years of experience building on the Microsoft stack. He joined EDGE Next in 2020 as the Head of Technology, being responsible for leading the engineering teams and also serving as the Principal Solution Architect. About EDGE Technology Today's world runs on data. We use it every day to make our lives easier, our impact bigger, our goals more achievable. At EDGE Next, we're using it to make better buildings. For everyone. The EDGE Next platform offers a seamless solution to optimising any office building's performance, making it smarter, healthier, and more sustainable. The platform uses multiple sensors and sources to not only gather data, but also to deliver valuable and actionable insights. It's the ultimate tool to enable buildings, companies and people to thrive. Check out https://edge.tech/next.   About Our Host Louisa Dickins https://www.linkedin.com/in/louisa-dickins-ab065392/?originalSubdomain=uk Louisa started her career in property working at a well-known estate agency in London. Realising her people skills, she moved over to Lloyd May to pursue a career in recruitment. She now is a Director at LMRE, who are a specialist recruitment firm driven by PropTech and recruitment professionals, and Louisa oversees their 5 core areas. Louisa co-founded LMRE and provides a constructive recruitment platform to the new disruptors in real estate. Louisa is also on the board of Directors at UK PropTech Association (UKPA).   About LMRE www.lmre.tech LMRE believe there is a better way to recruit. LMRE focus on a more comprehensive, client led focus delivering exceptional talent to the place at the time. They are passionate about the industry and passionate about people's careers. LMRE spend time with each client to become and an extension of the business, and their transparency and core values help them grow with the sector. LMRE simplify recruitment and innovate with our clients and evolve the people driven, PropTech community.

A comparison of Saul and David reveals the differences in ambition that each nan had. Which are you?

In this episode, I have the privilege of interviewing up my very own self-defense instructor, David Perez. David shares what led him to find peace in the world of martial arts and how his experiences have led him to now have the opportunity to bless other people and tapping into their own inner power and challenging their mindset.

Was the Jewish Temple actually located in the City of David? Find out with guest archaeologist Randall Price on the show Christ in Prophecy.

Was the Jewish Temple actually located in the City of David? Find out with guest archaeologist Randall Price on the show Christ in Prophecy.

"David: Find Me In The Field" Do you feel unseen and unappreciated? David, King of Israel, began life as a disfavored son, tasked with the solitary and thankless work of shepherding. Listen as pastor David Perkins reveals from 1 Samuel 16 what God saw in David's heart that prepared him to go from shameful obscurity to powerful authority. For more information, visit radiantchurchkc.com. @RadiantChurchKC #20180408

The wheat has been separated from the chaff. The cream has risen. One more game to decide it all. Super Bowl LII is upon us. Will the Eagles topple Goliath, or will the Patriots squash David? Find out now! Visit NERDTEAS @ http://www.nerdteas.ca Use promo code BWFINEST to save 15% at checkout! Free shipping in Canada on orders over $50! A huge thank-you goes out to Kevin MacLeod of http://www.incompetech.com for his "Five Armies" sound clip. This musical piece is licensed under Creative Commons: By Attribution 4.0 International, is therefore royalty-free, and otherwise falls well within the guidelines of Fair Use. All other materials presented herein also are purported to fall under Fair Use for the purposes of Commentary and Education where applicable, and this video is otherwise 100% my own original content and features no paid product placements of any kind. To join the Yahoo! Pick'Em leagues (both mine and Hatbox's), the process is simple: 1) If you don't have a Yahoo account, sign up for one at http://www.yahoo.com 2) Go to the main page for Yahoo Fantasy Sports Pro Football Pick'em at this link: http://football.fantasysports.yahoo.c... 3) Click the "Join Group" link, or to directly to this link: http://football.fantasysports.yahoo.c... 4) You will be prompted to enter the Group ID# as well as the password; OUR Group ID number is 9909 ... the password is bwfinest ... HATBOX Group ID number is 7881 ... the password is hatbox 5) Name your pick set(s) and complete the registration page. You're all set! JOIN THE NFL YOUTUBE PROGNOSTICATORS FACEBOOK GROUP! http://www.facebook.com/groups/YouTubePrognosticators/ SUBSCRIBE TO HATBOXNATION! https://www.youtube.com/channel/UCkbtGqS3TJCtZIjW86vfhIw Follow me on Twitter @BlockBuster_Guy

I've Got To Hannity You, Gimme Some Levin, and Listen To Limbaugh, Jimmy. This week on the Hungry Cliff podcast, we're visited by no fewer than (also no more than) four of Tony's family members, including founding Hungry Cliff host Andrew Silanskas! Discussion ranges from foreign foodstuffs to domestic movie releases via more food and assorted personal anecdotes. Who has the best story? Which animal species is most likely to be used as equipment in a board game? Whose shadow won? Whose belt was snapped? And how did that barmy Jessica meet the incomparable David? Find out the answers to these questions and many, many more on this exciting episode of the Hungry Cliff podcast! Happy birthday, Garry!   Links: Honey Mustard Pringles Oreo Cinnamon Bun Sandwich Cookies (12.2-Ounce Package) Pockie Dried sardines Soda candy Green tea Kit Kat Two-year-old girl knows the capital city of every country in the world   Don't forget you can support Hungry Cliff by going to our Shop at the top of our page or by using our Amazon and iTunes Search Boxes on our site. Also, Like us on Facebook, follow us on Twitter and subscribe to the podcast in iTunes so you don't miss a thing! And if you want to help us out some more, please review us on iTunes 'cause every little bit counts.   Hosts: Tony Silanskas, Matthew Biggers, Andrew Silanskas Guest Hosts: David Houston, Jessica Houston, Pedro Mendoza, Stephanie Silanskas Featuring special appearance by Nadia Silanskas Intro and outro music: Pedro Mendoza   Email us: tony (at) hungrycliff (dot) com or matthew (at) hungrycliff (dot) com   © 2016 Hungry Cliff

HCCP008 - Summer Series "David Find Strength in the Lord" by Hope City Church - Joplin

1. The need for the strengthening2. The means of the strengthening3. The content of the strengtheningTime:AfternoonMinister:Rev. A. RoukemaTexts:1 Samuel 23:15–18

In the midst of trials, the LORD sends Jonothan to help David find strength in God1. The need for the strenthening2. The means of the strengthening3. The content of the strengtheningTime:MorningMinister:Rev. A. RoukemaTexts:1 Samuel 23:15–18