Podcasts about decisiveness

Episode Description   What does leadership really mean when you're running both a household and a business? The truth is, I'm not just the CEO and founder of a growing brand I'm also the CEO of my household. I'm leading my team at work and my daughters at home, and while the stakes look different at the office versus the dinner table, the responsibility is equally high on both sides.   In this episode, I dive deep into the traits, values, and daily behaviors that help me lead effectively in both spaces without sacrificing who I am as a person. I share the weight of dual leadership, the tension of being the same father and husband after a tough day at work, and why winning in business means nothing if you lose at home.   From consistency and vision-casting to decisiveness and humility, the same character traits that make someone a great CEO also make them a great parent and spouse. I'll break down how we apply business frameworks like EOS to our family life, why your family needs vision just as much as your team does, and how saying "no" to protect your mission is one of the most powerful leadership tools you can master. Episode Timeline & Highlights   [0:00] – Introduction: Leading both business and household [0:35] – The weight of dual leadership and serving in both spaces [1:12] – Why winning at business but losing at home means you ultimately lose [1:53] – Trait #1: Consistency 13 years without missing an investment [2:54] – Trait #2: Vision casting quarterly vision for team and family [3:26] – Our family's "Foundations First" theme after overcoming major challenges [4:50] – Leading by example: Why your actions speak louder than words [5:23] – Trait #3: Decisiveness making hard calls with limited information [6:08] – Trait #4: Humility—the power of admitting when you're wrong [7:01] – Protecting the mission by saying no to distractions [7:57] – Leadership ROI: What real dividends look like [8:16] – Why work-life balance is silly go 110% on what matters most Key Takeaways   Leadership Is About Stewardship: Whether you're leading 50 people or a family of five, it's about carrying weight well when nobody claps. Same Traits, Different Settings: Consistency, vision, decisiveness, and humility work equally well in boardrooms and living rooms. Protection Through Boundaries: The more you invite into your life, the more complex it gets. Simple scales, fancy fails. Quotables   "If I win in business but lose at home, I lose ultimately." "Your family doesn't need grand gestures or huge home runs. They need consistency." "Work-life balance is silly you're focusing on being mediocre at everything versus putting 110% into the things that matter." Links & Resources Learn more about Budgetdog Academy: https://budgetdog.com My book, The Roadmap to Financial Freedom: https://budgetdogacademy.com/order-now Follow me on Instagram: https://instagram.com/budgetdog If this episode resonated with you, share it with someone who's juggling leadership roles at work and home. Leadership isn't about the spotlight, it's about stewardship, and that applies whether you're in a boardroom or at the dinner table.

This is a non-denominational workbook which covers 23 different virtues, such as Patience, Compassion, Decisiveness, and Giving.Each day you'll become the student of a single virtue as you practice the daily exercises.1. You'll learn how each virtue shows up in the world.2. Then you will seek out opportunities to live it yourself.3. And then you can reflect on the opportunities you've encountered and take note of how you've grown. By focusing on just one virtue at a time, you'll gradually shift from simply practicing it to truly embodying it. And at the end of the 23 days, you'll feel these virtues to be alive in your thoughts, your words, and your actions.To View This Episode- https://youtu.be/Cqa_aSaGXJk#philfriedrich #whoknewinthemoment #JohnnySlicks #Virtues #author

Chapters 00:00 Introduction and Game Recap 07:34 Offensive Struggles and Play Calling 15:25 Defensive Performance and Praise 21:04 Quarterback Controversy and Game Strategy 33:42 Special Teams and Field Positioning 36:59 Execution and Decisiveness in Offense 39:12 Defensive Strategies and Performance 43:55 Understanding Offensive and Defensive Stats 48:45 Red Zone Challenges and Play Calling 53:35 Quarterback Dynamics and Game Strategy 58:54 Reflections on the Game and Future Prospects Sponsored By: Fan Duel https://sportsbook.fanduel.com/ Able Insurance www.ableinsurance.net Follow The Ball Hawk Show: Bleav Network, Apple Podcasts, Spotify, and other podcasts platforms Ahmad Hawkins Website: http://www.ahmadhawkins.com Follow on X: @IAmBallHawk Instagram: iamballhawk Facebook: Ahmad Hawkins Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Discover the power of *Ichigeki Hisatsu*—“one strike, certain death”, and how this Kyokushin Karate philosophy can transform the way you live, train, and lead. Inspired by Masutatsu Oyama's legendary discipline, from his mountain training to the 100-man kumite, this episode explores how acting with full intent and focus creates mastery in all areas of life. We unpack how practices like Tameshiwari (test breaking) build both physical power and mental resilience, offering tools to face fear, distractions, and doubt head-on. Whether in the Dojo, boardroom, or daily life, learn how to strike once, with purpose, and live with unwavering intent.--------- EPISODE CHAPTERS ---------(0:00:01) - Ichi-Gueki Hisatsu Philosophy and Application(0:09:03) - Full Intent and Power WaySend us a text

Chapters 00:00 Introduction and Game Recap 07:34 Offensive Struggles and Play Calling 15:25 Defensive Performance and Praise 21:04 Quarterback Controversy and Game Strategy 33:42 Special Teams and Field Positioning 36:59 Execution and Decisiveness in Offense 39:12 Defensive Strategies and Performance 43:55 Understanding Offensive and Defensive Stats 48:45 Red Zone Challenges and Play Calling 53:35 Quarterback Dynamics and Game Strategy 58:54 Reflections on the Game and Future Prospects Sponsored By: Fan Duel https://sportsbook.fanduel.com/ Able Insurance www.ableinsurance.net Follow The Ball Hawk Show: Bleav Network, Apple Podcasts, Spotify, and other podcasts platforms Ahmad Hawkins Website: http://www.ahmadhawkins.com Follow on X: @IAmBallHawk Instagram: iamballhawk Facebook: Ahmad Hawkins Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The path to progressing as a leader isn't always linear. SUMMARY Col. (Ret.) Mike Ott shows how a childhood dream can evolve into a lifetime of impact—from commanding in uniform to leading innovation in healthcare and national defense. Hear more on Long Blue Leadership. Listen now!   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK   MIKE'S LEADERSHIP TAKEAWAYS A leader worth his or her salt should be comfortable not being the smartest person in the room. Striving for a lack of hubris is essential in leadership. Setting a clear vision is a fundamental leadership skill. Moving people without authority is crucial for effective leadership. Resource management is key to achieving organizational goals. Acknowledging what you don't know is a strength in leadership. Effective leaders focus on guiding their teams rather than asserting dominance. Leadership is about influencing and inspiring others. A successful mission requires collaboration and shared vision. True leadership is about empowering others to succeed.   CHAPTERS 00:00: Early Inspiration 06:32: Academy Years 13:17: Military Career Transition 21:33: Financial Services Journey 31:29: MOBE and Healthcare Innovation 40:12: Defense Innovation Unit 48:42: Philanthropy and Community Impact 58:11: Personal Growth and Leadership Lessons   ABOUT MIKE OTT BIO Mike Ott is the Chief Executive Officer of MOBĒ, a U.S.-based company focused on whole-person health and care-management solutions. He became CEO in April 2022, taking the helm to lead the company through growth and operational excellence following a distinguished career in both the military and corporate sectors.  A graduate of the United States Air Force Academy, Mike served as a Colonel in the U.S. Air Force Reserves before shifting into financial services and healthcare leadership roles including private wealth management at U.S. Bank and executive positions with UnitedHealth Group/Optum. His leadership ethos emphasizes alignment, acceleration, and human potential, building cultures where teams can thrive and leveraging data-driven models to improve health outcomes.   CONNECT WITH MIKE LinkedIn MOBE CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     OUR SPEAKERS Guest, Col. (Ret.) Mike Ott '85  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   FULL TRANSCRIPT Naviere Walkewicz 0:00 A quick programming note before we begin this episode of Long Blue Leadership: This episode will be audio-only, so sit back and enjoy the listen. Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. Today, on Long Blue Leadership, we welcome Col. (Ret.) Mike Ott, Class of 1985, a leader whose vision was sparked at just 9 years old during a family road trip past the Air Force Academy. That childhood dream carried him through a 24-year Air Force career, culminating in retirement as a colonel and into a life of leadership across business, innovation and philanthropy. Mike is the CEO of MOBE, a groundbreaking company that uses data analytics and a revolutionary pay-for-results model to improve health outcomes while reducing costs. He also serves as a senior adviser to the Defense Innovation Unit, supporting the secretary of defense in accelerating commercial innovation for national security. A member of the Forbes Councils, Mike shares his expertise with leaders around the world. A former Falcon Foundation trustee and longtime supporter of the Academy, Mike has given generously his time, talents and resources to strengthen the Long Blue Line. His story is one of innovation and service in uniform, in the marketplace and in his community. Mike, welcome to Long Blue Leadership. We're so glad to have you here.   Mike Ott 1:29 Naviere, thanks a ton. I'm glad to be here. Naviere Walkewicz 1:31 Yes, yes. Well, we're really excited. I mean, you're here for your 40th reunion.   Mike Ott 1:35 Yeah, it's crazy.   Naviere Walkewicz1:37 You came right in, and we're so pleased that you would join us here first for this podcast.   Mike Ott 1:39 Right on. Thanks for the time.   Naviere Walkewicz 1:41 Absolutely. Well, let's jump right in, because not many people can say at 9 years old they know what they want to do when they grew up, but you did. Mike Ott 1:48 Yeah. I guess some people can say it; might not be true, but for me, it's true, good or bad. And goodness gracious, right? Here for my 40th reunion, do the math team, and as a 9-year-old, that was 1972, And a lot was going on in the world in 1972 whether it was political unrest, Vietnam and all of that, and the Academy was in the thick of it. And so we had gone — It was our first significant family vacation. My father was a Chicago policeman. We drove in the 1968 Buick LaSabre, almost straight through. Stopped, stayed at a Holiday Inn, destination Colorado, simply, just because nobody had ever seen the mountains before. That was why. And we my parents, mom, mom and dad took myself. I have two younger sisters, Pikes Peak, Academy, Garden of the Gods, Royal Gorge. And I remember noon meal formation, and the bell going off. Guys at the time — we hadn't had women as cadets at that point in time — running out in their flight suits as I recall lining up ready to go. And for me, it was the energy, right, the sense of, “Wow, this is something important.” I didn't know exactly how important it was, but I knew it was important, and I could envision even at that age, there was they were doing good, Naviere Walkewicz 3:21 Wow. Nine years old, your family went on vacation, and it just struck you as this is important and something that I want to do. So what did that conversation look like after that experience that you had as a 9-year-old and kind of manifest this in yourself? How did that go with your parents? Mike Ott 3:36 Well, I didn't say too much about it, as I was in grammar school, but as high school hit, you know, I let my folks know what my plans were, and I had mom and dad — my mother's still alive, my father passed about a year ago. Very, very good, hard-working, ethical people, but hadn't gone to college, and we had been told, “Look, you know, you need to get an education.” They couldn't. I wish they had. They were both very, very, very bright, and so I knew college was a plan. I also knew there wasn't a lot of money to pay for it. So I'm certain that that helped bake in a few things. But as I got into high school, I set my sights. I went to public high school in Chicago, and I remember freshman year walking into my counselor's office, and said, “I want to go to the Air Force Academy,” and he kind of laughed.   Naviere Walkewicz 3:21 Really?   Mike Ott 3:22 Well, we had 700 kids in my class, and maybe 40% went on to college, right? And the bulk of them went to community college or a state school. I can count on one hand the number of folks that went to an academy or an Ivy League school or something of that. So it was it was around exposure. It had nothing to do with intelligence. It was exposure and just what these communities were accustomed to. A lot of folks went into the trades and pieces like that. So my counselor's reaction wasn't one of shock or surprise insofar as that's impossible. It was, “We haven't had a lot of people make that commitment this early on, and I'm glad to help.”   Naviere Walkewicz 5:18 Oh, I love that.   Mike Ott 5:19 Which is wonderful, and what I had known at the time, Mr. Needham...   Naviere Walkewicz 5:23 You Remember his name?   Mike Ott 5:24 Yeah, he was in the Navy Reserves. He was an officer, so he got the joke. He got the joke and helped me work through what classes to take, how to push myself. I didn't need too much guidance there. I determined, “Well, I've got to distinguish myself.” And I like to lean in. I like a headwind, and I don't mind a little bit of an uphill battle, because once you get up there, you feel great. I owe an awful lot to him. And, not the superintendent, but the principal of our school was a gentleman named Sam Ozaki, and Sam was Japanese American interned during World War II as a young man, got to of service age and volunteered and became a lieutenant in the Army and served in World War II in Europe, right, not in Asia. So he saw something in me. He too became an advocate. He too became someone that sought to endorse, support or otherwise guide me. Once I made that claim that I was going to go to the Academy. Naviere Walkewicz 6:30 Wow. So you mentioned something that really stuck with me. You said, you know, you didn't mind kind of putting yourself out there and doing the hard things, because you knew when you got to the top it was going to feel really great. Was that something you saw from your father? Was that something, there are key leaders in your life that emulated that? Or is that just something that you always had in yourself? Mike Ott 6:51 I would say there's certainly an environmental element to it — how I was raised, what I was exposed to, and then juxtaposition as to what I observed with other family members or other parts of the community where things didn't work out very well, right? And, you know, I put two and two together. y father demonstrated, throughout his entire career what it means to have a great work ethic. As did mom and, you know, big, tough Chicago cop for 37 years. But the other thing that I learned was kindness, and you wouldn't expect to learn that from the big, tough Chicago cop, but I think it was environment, observing what didn't occur very often and how hard work, if I apply myself, can create outcomes that are going to be more fulfilling for me. Naviere Walkewicz 7:48 Wow, you talked about kindness. How did you see kindness show up in your journey as a cadet at the Air Force Academy? Or did you? Mike Ott 7:58 Yeah, gosh, so I remember, started in June of 1981, OK, and still connected with many of the guys and women that with whom I went to basic training and all that. The first moment of kindness that I experienced that it was a mutual expression, but one where I recognized, “Wow, every one of us is new here. None of us has a real clue.” We might have some idea because we had somebody had a sibling or a mother that was in the military or father that went to the academy at the time, but none of us really knew, right? We were knuckleheads, right? Eighteen years old. Maybe there were a couple of prior-enlisted folks. I don't recall much of that, but I having gone to a public high school in Chicago, where we had a variety of different ethnicities. I learned how to just understand people for who they are, meet them for who they are, and respect every individual. That's how I was raised, and that's how I exhibited myself, I sought to conduct myself in high school. So I get to the Academy, and you're assigned, you know, the first couple three nights, the first few weeks before you go to Jacks Valley, you're assigned. It was all a alphabetical, and my roommate was an African American fellow named Kevin Nixon. All right, my God, Kevin Nixon, and this guy, he was built. I mean, he was rock solid, right? And he had that 1000-yard stare, right? Very intimidating. And I'm this, like, 6-foot-tall, 148-pound runner, like, holy dork, right? And I'm assigned — we're roommates, and he just had a very stoicism, or a stoic nature about him. And I remember, it was our second night at the Academy, maybe first night, I don't quite recall, and we're in bed, and it's an hour after lights out, and I hear him crying, and like, well, what do you do? Like, we're in this together. It was that moment, like we're both alone, but we're not right. He needs to know that he's not alone. So I walked around and went over his bed, and I said, “Hey, man, I miss my mom and dad too. Let's talk. And we both cried, right? And I'll tell you what, he and I were pals forever. It was really quite beautiful. And what didn't happen is he accepted my outreach, right? And he came from a very difficult environment, one where I'm certain there was far more racial strife than I had experienced in Chicago. He came from Norfolk, Virginia, and he came from — his father worked in the shipyards and really, really tough, tough, tough background. He deserved to be the Academy. He was a great guy, very bright, and so we became friends, and I tried to be kind. He accepted that kindness and reciprocated in ways where he created a pretty beautiful friendship. Naviere Walkewicz 7:48 Oh, my goodness. Thank you for sharing that story. And you got me in the feels a little bit, because I remember those nights, even you know me having family members that went through the Academy. There's just something about when you're in it yourself, and in that moment, it's raw.   Mike Ott 11:13 Raw is a good word. Naviere Walkewicz 11:15 Oh, thank you for that. So you're at the Academy and you end up doing 24 years. I don't mean to, like, mash all that into one sentence, but let's talk… Mike Ott 11:22 I didn't do very much. It was the same year repeated 24 times over. Like, not a very good learner, right? Not a very good learner. Naviere Walkewicz 11:30 Yeah, I was gonna ask, you know, in that journey, because, had you planned to do a career in the Air Force? Mike Ott 11:36 Well, I didn't know, right? I went in, eyes wide open, and my cumulative time in the Air Force is over 24 but it was only it was just shy of seven active duty, and then 22, 23, in the Reserves, right? I hadn't thought about the Reserves, but I had concluded, probably at the, oh, maybe three-year mark that I wanted to do other things. It had nothing to do with disdain, a sense of frustration or any indignation, having gone to the Academy, which I'm very, very proud of, and it meant an awful lot to who I am. But it was, “Wait, this is, this is my shot, and I'm going to go try other things.” I love ambiguity, I'm very curious. Have a growth mindset and have a perhaps paradoxical mix of being self-assured, but perhaps early on, a bit too, a bit too, what's the word I was thinking of? I wrote this down — a bit too measured, OK, in other words, risk taking. And there were a few instances where I realized, “Hey, man, dude, take some risk. What's the downside? And if it isn't you, who else?” So it was that mindset that helped me muscle through and determine that, coupled with the fact that the Air Force paid for me to go to graduate school, they had programs in Boston, and so I got an MBA, and I did that at night. I had a great commander who let me take classes during the day when I wasn't traveling. It was wonderful. It was there that I was exposed to elements of business and in financial services, which ultimately drew me into financial services when I separated from active duty. Naviere Walkewicz 13:17 Well, I love that, because first you talked about a commander that saw, “How can I help you be your best version of yourself?” And I think the other piece of financial service, because I had to dabble in that as well — the second word is service. And so you've never stopped serving in all the things that you've done. So you took that leap, that risk. Is that something that you felt developed while you're at the Academy, or it's just part of your ethos. Mike Ott 13:41 It developed. It matured. I learned how to apply it more meaningfully at the Academy after a couple, three moments, where I realized that I can talk a little bit about mentoring and then I can come back to that, but mentoring — I don't know, I don't recall having heard that term as a mechanism for helping someone develop. I'm sure we used it when I was a cadet at the Academy and out of the Academy, and having been gone through different programs and banking and different graduate programs, the term comes up an awful lot. You realize, wow, there's something there helping the next generation, but also the reciprocity of learning from that generation yourself. I didn't really understand the whole mentoring concept coming out of Chicago and getting here, and just thought things were very hierarchical, very, very command structure, and it was hit the standards or else. And that that's not a bad mindset, right? But it took me a little while to figure out that there's a goodness factor that comes with the values that we have at the Academy, and it's imbued in each one of you know, service excellence, all of those pieces. But for the most part, fellow cadets and airmen and women want to help others. I mean, it's in service. It's in our DNA. Man that blew right past me. I had no idea, and I remember at one point I was entering sophomore year, and I was asked to be a glider instructor. I'd done the soaring and jumping program over the summer, and like, “Hey, you know you're not too bad at glider. You want to be an instructor?” At the time, that was pretty big deal, yeah, glider instructors. Like, “Yeah, no, I'm not going to do that, you know? I've got to study. Like, look at my GPA.” That didn't really matter. “And I'm going to go up to Boulder and go chase women.” Like, I was going to meet women, right? So, like, but I didn't understand that, that that mechanism, that mentoring mechanism, isn't always bestowed upon a moment or a coupling of individuals. There are just good people out there that see goodness in others that want to help them through that. I had no clue, but that was a turning point for me.   Naviere Walkewicz 15:56 Because you said no.   Mike Ott 15:58 I said no, right? And it was like what, you know, a couple months later, I remember talking with somebody like, “Yep, swing and a miss,” right? But after that, it changed how I was going to apply this self-assuredness, not bravado, but willingness to try new things, but with a willingness to be less measured. Why not? Trust the system. Trust the environment that you're in, the environment that we're in, you were in, I was in, that we're representing right now, it is a trusted environment. I didn't know that. And there were a lot of environments when I was being raised, they weren't trusted environments. And so you have a sort of mental callous mindset in many ways, and that that vigilance, that sense of sentinel is a good protection piece, but it prevents, it prevents... It doesn't allow for the membrane to be permeated, right? And so that trust piece is a big deal. I broke through after that, and I figured it out, and it helped me, and it helped me connect a sense of self-assuredness to perhaps being less measured, more willing to take ambiguity. You can be self-assured but not have complete belief in yourself, OK? And it helped me believe in myself more. I still wish I'd have been glider instructor. What a knucklehead. My roommate wound up becoming one. Like, “You, son of a rat, you.”   Naviere Walkewicz 17:29 So tell me, when did the next opportunity come up where you said yes, and what did that look like in your journey? Mike Ott 17:36 I was a lieutenant. I was a lieutenant, and I was looking for a new role. I was stationed at Hanscom Field, and I was working at one program office, and I bumped — I was the athletic officer for the base with some other folks, and one of the colonels was running a different program, and he had gotten to know me and understand how I operated, what I did, and he said, “Hey, Ott, I want you to come over to my program.” And I didn't know what the program was, but I trusted him, and I did it blindly. I remember his name, Col. Holy Cross. And really good guy. And yeah, I got the tap on the shoulder. Didn't blink. Didn't blink. So that was just finishing up second lieutenant. Naviere Walkewicz 18:26 What a lesson. I mean, something that stuck with you as a cadet, and not that it manifested in regret, but you realized that you missed that opportunity to grow and experience and so when it came around again, what a different… So would you say that as you progress, then you know, because at this point you're a lieutenant, you know, you took on this new role, what did you learn about yourself? And then how did that translate to the decision to move from active duty to the Reserve and into… Mike Ott 18:56 You'll note what I didn't do when I left active duty was stay in the defense, acquisition, defense engineering space. I made a hard left turn…   Naviere Walkewicz 19:13 Intentionally.   Mike Ott 19:14 Intentionally. And went into financial services. And that is a hard left turn away from whether it's military DOD, military industrial complex, working for one of the primes, or something like that. And my mindset was, “If I'm not the guy in the military making the decision, setting strategy and policy…” Like I was an O-3. Like, what kind of policy am I setting? Right? But my point was, if I'm not going to, if I may, if I decided to not stay in the military, I wasn't going to do anything that was related to the military, right, like, “Let's go to green pastures. Set myself apart. Find ways to compete…” Not against other people. I don't think I need to beat the hell out of somebody. I just need to make myself better every day. And that's the competition that I just love, and I love it  it's greenfield unknown. And why not apply my skills in an area where they haven't been applied and I can learn? So as an active-duty person — to come back and answer your question — I had worked some great bosses, great bosses, and they would have career counseling discussions with me, and I was asked twice to go to SOS in-residence. I turned it down, you know, as I knew. And then the third time my boss came to me. He's like, “OK, what are you doing? Idiot. Like, what are you doing?” That was at Year 5. And I just said, “Hey, sir, I think I'm going to do something different.” Naviere Walkewicz 20:47 Didn't want to take the slot from somebody else.   Mike Ott 20:49 That's right. Right. And so then it was five months, six months later, where I put in my papers. I had to do a little more time because of the grad school thing, which is great. And his commander, this was a two-star that I knew as well, interviewed me and like, one final, like, “What are you doing?” He's like, “You could have gone so far in the Air Force.” And I looked at the general — he was a super-good dude. I said, “What makes you think I'm not going to do well outside of the Air Force?” And he smiled. He's like, “Go get it.” So we stayed in touch. Great guy. So it had nothing to do with lack of fulfillment or lack of satisfaction. It had more to do with newness, curiosity, a challenge in a different vein. Naviere Walkewicz 21:30 So let's walk into that vein. You entered into this green pasture. What was that experience like? Because you've just been in something so structured. And I mean, would you say it was just structured in a different way? Mike Ott 21:48 No, not structured. The industry… So, I separated, tried an engineering job for about eight months. Hated it. I was, I was development engineer at Ford Motor Company, great firm. Love the organization, bored stiff, right? Just not what I wanted to do, and that's where I just quit. Moved back to Chicago, where I'm from, and started networking and found a role with an investment bank, ABN AMRO, which is a large Dutch investment bank that had begun to establish itself in the United States. So their headquarters in Chicago and I talked fast enough where somebody took a bet on me and was brought into the investment banking arm where I was on the capital markets team and institutional equities. So think of capital markets, and think of taking companies public and distributing those shares to large institutions, pensions funds, mutual funds, family offices.   Naviere Walkewicz 22:48 So a lot of learning and excitement for you.   Mike Ott 22:51 Super fun. And so the industry is very structured. How capital is established, capital flows, very regulated. We've got the SEC, we've got the FDIC, a lot of complex regulations and compliance matters. That's very, very, very structured. But there was a free-wheelingness in the marketplace. And if you've seen Wolf of Wall Street and things like that, some of that stuff happened. Crazy! And I realized that with my attitude, sense of placing trust in people before I really knew them, figuring that, “OK, what's the downside? I get nipped in the fan once, once or twice. But if I can thrust trust on somebody and create a relationship where they're surprised that I've trusted them, it's probably going to build something reciprocal. So learn how to do that.” And as a young fellow on the desk, wound up being given more responsibility because I was able to apply some of the basic tenets of leadership that you learned and I learned at the Academy. And face it, many of the men and women that work on Wall Street or financial services simply haven't gone to the Academy. It's just, it's the nature of numbers — and don't have that experience. They have other experiences. They have great leadership experiences, but they don't have this. And you and I may take it for granted because we were just four years of just living through it. It oozed in every moment, every breath, every interaction, every dialog, it was there.But we didn't know it was being poured in, sprinkled across as being showered. We were being showered in it. But I learned how to apply that in the relationships that I built, knowing that the relationships that I built and the reputation that I built would be lasting and impactful and would be appropriate investments for the future endeavors, because there's always a future, right? So it wasn't… again, lot of compliance, lot of regulations, but just the personalities. You know, I did it for the challenge, right? I did it because I was curious. I did it because I wanted to see if I could succeed at it. There were other folks that did it simply because it was for the money. And many, some of them made it. They might have sold their soul to get there. Some didn't make it. Maybe it wasn't the right pursuit for them in the first place. And if I go back to mentoring, which we talked about a little bit, and I help young men and women, cadets or maybe even recent grads, my guidance to them is, don't chase the money, chase the environment, right? And chase the environment that allows you to find your flow and contribute to that environment. The money will come. But I saw it — I've seen it with grads. I've seen it with many of the folks that didn't make it in these roles in financial services, because I thought, “Hey, this is where the money is.” It might be. But you have to go back to the basis of all this. How are you complected? What are your values? Do they align with the environment that you're in? And can you flow in a way where your strengths are going to allow success to happen and not sell your soul? Naviere Walkewicz 26:26 Yeah, you said two things that really stood out to me in that —the first one was, you know, trusting, just starting from a place of trust and respect, because the opportunity to build a relationship faster, and also there's that potential for future something. And then the second thing is the environment and making sure it aligns with your values. Is that how you got to MOBE? Mike Ott 26:50 Yeah, I would say how I got to MOBE, that certainly was a factor. Good question.   Naviere Walkewicz 26:57 The environment, I feel, is very much aligned Mike Ott 27:00 Very much so and then… But there's an element of reputation and relationship that allowed me to get there. So now I'm lucky to be a part of this firm. We're 250 people. We will do $50 million of revenue. We're growing nicely. I've been in health care for four years. Now, we are we're more than just healthcare. I mean, it's deep data. We can get into some of that later, but I had this financial services background. I was drawn to MOBE, but I had established a set of relationships with people at different investment banks, with other families that had successfully built businesses and just had relationships. And I was asked to come on to the board because MOBE, at the time, great capabilities, but struggled with leadership during COVID. Lot of companies did. It's not an indictment as to the prior CEO, but he and the team struggled to get through COVID. So initially I was approached to come on to the board, and that was through the founders of the firm who had known me for 20 years and knew my reputation, because I'd done different things at the investment bank, I'd run businesses at US Bank, which is a large commercial bank within the country, and they needed someone that… They cared very little about health care experience, which is good for me, and it was more around a sense of leadership. They knew my values. They trusted me. So initially I was asked to come onto the board, and that evolved into, “No, let's just do a whole reset and bring you on as the CEO.” Well, let's go back to like, what makes me tick. I love ambiguity. I love a challenge. And this has been a bit of a turnaround in that great capabilities, but lost its way in COVID, because leadership lost its way. So there's a lot of resetting that needed to occur. Corpus of the firm, great technology, great capabilities, but business model adaptation, go to market mechanisms and, frankly, environment. Environment. But I was drawn to the environment because of the people that had founded the organization. The firm was incubated within a large pharmaceutical firm. This firm called Upsher-Smith, was a Minnesota firm, the largest private and generic pharmaceutical company in the country, and sold for an awful lot of money, had been built by this family, sold in 2017 and the assets that are MOBE, mostly data, claims, analysis capabilities stayed separate, and so they incubated that, had a little bit of a data sandbox, and then it matriculated to, “Hey, we've got a real business here.” But that family has a reputation, and the individuals that founded it, and then ultimately found MOBE have a reputation. So I was very comfortable with the ambiguity of maybe not knowing health care as much as the next guy or gal, but the environment I was going into was one where I knew this family and these investors lived to high ethical standards, and there's many stories as to how I know that, but I knew that, and that gave me a ton of comfort. And then it was, “We trust you make it happen. So I got lucky. Naviere Walkewicz 30:33 Well, you're, I think, just the way that you're wired and the fact that you come from a place of trust, obviously, you know, OK, I don't have the, you know, like the medical background, but there are a lot of experts here that I'm going to trust to bring that expertise to me. And I'm going to help create an environment that they can really thrive in. Mike Ott 30:47 I'm certain many of our fellow alum have been in this experience, had these experiences where a leader worth his or her salt should be comfortable not being the smartest gal or guy in the room. In fact, you should strive for that to be the case and have a sense of lack of hubris and proudly acknowledge what you don't know. But what I do know is how to set vision. What I do know is how to move people without authority. What I do know is how to resource. And that's what you do if you want to move a mission, whether it's in the military, small firm like us that's getting bigger, or, you know, a big organization. You can't know it all. Naviere Walkewicz 31:30 So something you just mentioned that I think a lot of our listeners would really like, would love a little bit to peel us back a little bit. You said, “I know how to set a vision. I know how to…” I think it was move…   Mike Ott 31:45 Move people without authority and prioritize.   Naviere Walkewicz 31:47 But can we talk a little bit about that? Because I think that is really a challenge that some of our you know younger leaders, or those early in their leadership roles struggle with. Maybe, can you talk a little bit about that? Mike Ott 32:01 For sure, I had some — again, I tried to do my best to apply all the moments I had at the Academy and the long list of just like, “What were you thinking?” But the kindness piece comes through and… Think as a civilian outside looking in. They look at the military. It's very, very, very structured, OK, but the best leaders the men and women for whom you and I have served underneath or supported, never once barked an order, OK? They expressed intent, right? And you and I and all the other men and women in uniform, if we were paying attention, right, sought to execute the mission and satisfaction of that intent and make our bosses' bosses' jobs easier. That's really simple. And many outsiders looking in, we get back to just leadership that are civilians. They think, “Oh my gosh, these men and women that are in the military, they just can't assimilate. They can't make it in the civilian world.” And they think, because we come from this very, very hierarchical organization, yes, it is very hierarchical — that's a command structure that's necessary for mission execution — but the human part, right? I think military men and women leaders are among the best leaders, because guess what? We're motivating men and women — maybe they get a pat on the back. You didn't get a ribbon, right? Nobody's getting a year-end bonus, nobody's getting a spot bonus, nobody's getting equity in the Air Force, and it's gonna go public, right? It's just not that. So the best men and women that I for whom I've worked with have been those that have been able to get me to buy in and move and step up, and want to demonstrate my skills in coordination with others, cross functionally in the organization to get stuff done. And I think if there's anything we can remind emerging graduates, you know, out of the Academy, is: Don't rely on rank ever. Don't rely on rank. I had a moment: I was a dorky second lieutenant engineer, and we were launching a new system. It was a joint system for Marines, Navy and Air Force, and I had to go from Boston to Langley quite often because it was a TAC-related system, Tactical Air Force-related system. And the I was the program manager, multi-million dollar program for an interesting radio concept. And we were putting it into F-15s, so in some ground-based situations. And there was this E-8, crusty E-8, smoked, Vietnam, all these things, and he was a comms dude, and one of the systems was glitching. It just wasn't working, right? And we were getting ready to take this thing over somewhere overseas. And he pulls alongside me, and it's rather insubordinate, but it was a test, right? He's looking at me, Academy guy, you know, second lieutenant. He was a master sergeant, and he's like, “Well, son, what are we going to do now?” In other words, like, “We're in a pickle. What are we going to do now?” But calling me son. Yeah, it's not appropriate, right? If I'd have been hierarchical and I'd relied on rank, I probably would have been justified to let him have it. Like, that's playing short ball, right? I just thought for a second, and I just put my arm around him. I said, “Gee, Dad, I was hoping you're gonna help me.” And mother rat, we figured it out, and after that, he was eating out of my hand. So it was a test, right? Don't be afraid to be tested but don't take the bait. Naviere Walkewicz 35:46 So many good just lessons in each of these examples. Can you share a time at MOBE when you've seen someone that has been on your team that has demonstrated that because of the environment you've created? Mike Ott 35:57 For sure. So I've been running the firm now for about three and a half years. Again, have adapted and enhanced our capabilities, changed the business model a bit, yet functioning in our approach to the marketplace remains the same. We help people get better, and we get paid based on the less spend they have in the system. Part of some of our principles at MOBE are pretty simple, like, eat, sleep, move, smile, all right. And then be thoughtful with your medication. We think that medicine is an aid, not a cure. Your body's self-healing and your mind controls your body.   Naviere Walkewicz 36:32 Eat, sleep, move, smile. Love that.   Mike Ott 36:35 So what's happening with MOBE, and what I've seen is the same is true with how I've altered our leadership team. I've got some amazing leaders — very, very, very accomplished. But there are some new leaders because others just didn't fit in. There wasn't the sense of communal trust that I expected. There was too much, know-it-all'ing going on, right? And I just won't have that. So the easiest way to diffuse that isn't about changing head count, but it's around exhibiting vulnerability in front of all these folks and saying, “Look, I don't know that, but my lead pharmacist here, my lead clinician here, helped me get through those things.” But I do have one leader right, who is our head of vice president of HR, a woman who grew up on a farm in southern Minnesota, who has come to myself and our president and shared that she feels liberated at MOBE because, though this firm is larger than one that she served as a director of HR, previously, she's never had to look — check her six, look right, look left and seek alignment to ensure she's harmonizing with people. Naviere Walkewicz 37:49 Can you imagine being in an environment like that? Mike Ott 38:51 It's terrible, it's toxic, and it's wrong. Leaders, within the organization, I think you're judged more by what you don't do and the actions that you don't take. You can establish trust, and you will fortify that trust when you share with the team as best you can, so long as it's nothing inappropriate, where you made a mistake, where we went wrong. What did we learn from that? Where are we going to pivot? How we're going to apply that learning to make it better, as opposed to finding blame, pointing the finger or not even acknowledging? That happens all the time, and that toxicity erodes. And regretfully, my VP of HR in prior roles experienced that, and I don't have time. Good teams shouldn't have time to rehearse the basic values of the firm. We don't have time the speed of business is like this [snaps]. So if I can build the team of men and women that trust one another, can stay in their lanes, but also recognize that they're responsible for helping run the business, and look over at the other lanes and help their fellow leaders make adjustments without the indictful comment or without sort of belittling or shaming. That's what good teams, do. You, and I did that in the Air Force, but it is not as common as you would think. Naviere Walkewicz 39:11 20 we've been talking about MOBE, and you know, the environment you're creating there, and just the way that you're working through innovation. Let's talk a little bit how you're involved with DIU, the Defense Innovation Unit. Mike Ott 39:21 Again, it's reputation in relationships. And it was probably 2010, I get a call from a fellow grad, '87 grad who was living in the Beltway, still in uniform. He was an O-5 I was an O-5. Just doing the Academy liaison work, helping good young men and women that wanted to go to the Academy get in. And that was super satisfying, thought that would be the end of my Reserve career and super fun. And this is right when the first Obama administration came in, and one of his edicts and his admin edicts was, we've got to find ways to embrace industry more, right? We can't rely on the primes, just the primes. So those were just some seeds, and along with a couple other grads, created what is now called Joint Reserve Directorate, which was spawned DIUX, which was DIU Experimental, is spawned from. So I was the owner for JRD, and DIUX as a reserve officer. And that's how we all made colonel is we were working for the chief technology officer of the Defense Department, the Hon. Zach Lemnios, wonderful fellow. Civilian, didn't have much military experience, but boy, the guy knew tech — semiconductors and areas like that. But this was the beginning of the United States recognizing that our R&D output, OK, in the aggregate, as a fund, as a percentage of GDP, whether it's coming out of the commercial marketplace or the military DoD complex, needs to be harnessed against the big fight that we have with China. We can see, you know, we've known about that for 30 years. So this is back 14 years ago. And the idea was, let's bring in men and women — there was a woman in our group too that started this area — and was like, “How do we create essential boundary span, boundary spanners, or dual-literacy people that are experiences in capital markets, finance, how capital is accumulated, innovation occurs, but then also how that applies into supporting the warfighter. So we were given a sandbox. We were given a blank slate.   Naviere Walkewicz 41:37 It's your happy place.   Mike Ott 41:38 Oh, super awesome. And began to build out relationships at Silicon Valley with commercial entities, and developed some concepts that are now being deployed with DIU and many other people came in and brought them all to life. But I was lucky enough after I retired from the Reserves as a colonel to be asked to come back as an adviser, because of that background and that experience, the genesis of the organization. So today I'm an unpaid SGE — special government employee — to help DIU look across a variety of different domains. And so I'm sure many of our listeners know it's key areas that we've got to harness the commercial marketplace. We know that if you go back into the '70s, ‘60s and ‘70s, and creation of the internet, GPS, precision munitions and all of that, the R&D dollars spent in the aggregate for the country, 95% came out of DOD is completely flip flopped today. Completely flipped. We happen to live in an open, free society. We hope to have capital markets and access a lot of that technology isn't burdened like it might be in China. And so that's the good and bad of this open society that we have. We've got to find ways. So we, the team does a lot of great work, and I just help them think about capital markets, money flows, threat finance. How you use financial markets to interdict, listen, see signals, but then also different technologies across cyberspace, autonomy, AI. Goodness gracious, I'm sure there's a few others. There's just so much. So I'm just an interloper that helps them think about that, and it's super fun that they think that I can be helpful. Naviere Walkewicz 43:29 Well, I think I was curious on how, because you love the ambiguity, and that's just something that fills your bucket — so while you're leading MOBE and you're creating something very stable, it sounds like DIU and being that kind of special employee, government employee, helps you to fill that need for your ambiguous side.   Mike Ott 43:48 You're right. You're right.   Naviere Walkewicz 43:49 Yeah, I thought that's really fascinating. Well, I think it's wonderful that you get to create that and you just said, the speed of business is this [snaps]. How do you find time in your life to balance what you also put your values around — your health — when you have such an important job and taking care of so many people? Mike Ott 44:06 I think we're all pretty disciplined at the Academy, right? I remain that way, and I'm very, very — I'm spring loaded to ‘no,' right? “Hey, do you want to go do this?” Yeah, I want to try do, I want to do a lot of things, but I'm spring loaded. So like, “Hey, you want to go out and stay, stay up late and have a drink?” “No,” right? “Do you want to do those things?” So I'm very, very regimented in that I get eight hours of sleep, right? And even somebody, even as a cadet, one of the nicknames my buddies gave me was Rip Van Ott, right? Because I'm like, “This is it.” I was a civil engineer. One of my roommates was an astro guy, and I think he pulled an all-nighter once a week.   Naviere Walkewicz 45:46 Oh, my goodness, yeah.   Mike Ott 45:50 Like, “Dude, what are you doing?” And it wasn't like he was straight As. I was clearly not straight As, but I'm like, “What are you doing? That's not helpful. Do the work ahead of time.” I think I maybe pulled three or four all-nighters my entire four years. Now, it's reflected in my GPA. I get that, but I finished the engineering degree. But sleep matters, right? And some things are just nonnegotiable, and that is, you know, exercise, sleep and be kind to yourself, right? Don't compare. If you're going to compare, compare yourself to yesterday, but don't look at somebody who is an F-15 pilot, and you're not. Like, I'm not. My roommate, my best man at my wedding, F-15 pilot, Test Pilot School, all these things, amazing, amazing, awesome, and super, really, really, happy and proud for him, but that's his mojo; that's his flow, right? If you're gonna do any comparison, compare yourself to the man or woman you were yesterday and “Am I better?”. Naviere Walkewicz 44:48 The power of “no” and having those nonnegotiables is really important. Mike Ott 45:53 Yeah, no, I'm not doing that. Naviere Walkewicz 45:56 I think sometimes we're wired for a “we can take on… we can take it on, we can take it on, we can take it on. We got this.” Mike Ott 46:03 For sure. Oh, my goodness. And I have that discussion with people on my team from time to time as well, and it's most often as it relates to an individual on the team that's struggling in his or her role, or whether it's by you know, if it's by omission and they're in the wrong role, that's one thing. If it's by commission, well, be a leader and execute and get that person out of there, right? That's wrong, but from time to time, it's by omission, and somebody is just not well placed. And I've seen managers, I can repatriate this person. I can get him or her there, and you have to stop for a second and tell that leader, “Yeah, I know you can. I'm certain that the only thing you were responsible for was to help that person fulfill the roles of the job that they're assigned. You could do it.” But guess what? You've got 90% of your team that needs care, nurturing and feeding. They're delivering in their function, neglect, there destroys careers, and it's going to destroy the business. So don't, don't get caught up in that. Yeah. Pack it on. Pack it on. Pack it on. You're right. When someone's in the crosshairs, I want to be in the crosshairs with you, Naviere, and Ted, and all the people that you and I affiliate with, but on the day-to-day, sustained basis, right to live, you know, to execute and be fulfilled, both in the mission, the work and stay fit, to fight and do it again. You can't. You can't. And a lot of a little bit of no goes a long way. Naviere Walkewicz 47:40 That is really good to hear. I think that's something that a lot of leaders really don't share. And I think that's really wonderful that you did. I'd like to take a little time and pivot into another area that you're heavily involved, philanthropy side. You know, you've been with the Falcon Foundation. Where did you find that intent inside of you? I mean, you always said the Academy's been part of you, but you found your way back in that space in other ways. Let's talk about that. Mike Ott 48:05 Sure. Thank you. I don't know. I felt that service is a part of me, right? And it is for all of us, whether you stay in the military or not. Part of my financial services jobs have been in wealth management. I was lucky enough to run that business for US Bank in one of my capacities, and here I am now in health care, health care of service. That aligns with wanting things to be better across any other angle. And the philanthropic, philanthropic side of things — I probably couldn't say that word when I was a cadet, but then, you know, I got out and we did different volunteer efforts. We were at Hanscom Field raising money for different organizations, and stayed with it, and always found ways to have fun with it. But recognized I couldn't… It was inefficient if I was going to be philanthropic around something that I didn't have a personal interest in. And as a senior executive at US Bank, we were all… It was tacit to the role you had roles in local foundations or community efforts. And I remember sitting down with my boss, the CFO of the bank, and then the CEO, and they'd asked me to go on to a board, and it had to do with a museum that I had no interest in, right? And I had a good enough relationship with these, with these guys, to say, “Look, I'm a good dude. I'm going to be helpful in supporting the bank. And if this is a have to, all right, I'll do it, but you got the wrong guy. Like, you want me to represent the bank passionately, you know, philanthropically, let me do this. And they're like, “OK, great.” So we pivoted, and I did other things. And the philanthropic piece of things is it's doing good. It's of service for people, entities, organizations, communities or moments that can use it. And I it's just very, very satisfying to me. So my wife and I are pretty involved that way, whether it's locally, with different organizations, lot of military support. The Academy, we're very fond of. It just kind of became a staple. Naviere Walkewicz 50:35 Did you find yourself also gravitating toward making better your community where you grew up? Mike Ott 50:41 Yeah, yeah, yeah. One of my dear friends that grew up in the same neighborhood, he wound up going to the Naval Academy, and so we're we've been friends for 50 years. Seventh grade.   Naviere Walkewicz 50:53 Same counselor? Mike Ott50:54 Yeah, no. Different counselor, different high school. His parents had a little bit of money, and they, he wound up going to a Catholic school nearby. But great guy, and so he and I, he runs a business that serves the VA in Chicago, and I'm on the board, and we do an awful lot of work. And one of the schools we support is a school on the south side, largely African American students and helping them with different STEM projects. It's not going to hit above the fold of a newspaper, but I could give a rat, doesn't matter to me, seeing a difference, seeing these young men and women. One of them, one of these boys, it's eye watering, but he just found out that he was picked for, he's applying to the Naval Academy, and he just found out that he got a nomination.   Naviere Walkewicz 51:44 Oh my goodness, I just got chills.   Mike Ott 51:46 And so, yeah, yeah, right, right. But it's wonderful. And his parents had no idea anything like that even existed. So that's one that it's not terribly formal, but boy, it looks great when you see the smile on that kid and the impact on that individual, but then the impact it leaves on the community, because it's clear opportunity for people to aspire because they know this young man or this young woman, “I can do that too.” Naviere Walkewicz 52:22 Wow. So he got his nomination, and so he would start technically making class of 2030?   Mike Ott 52:27 That's right. Naviere Walkewicz 52:28 Oh, how exciting. OK Well, that's a wonderful…   Mike Ott 52:27 I hope, I hope, yeah, he's a great kid. Naviere Walkewicz 52:33 Oh, that is wonderful. So you talk about, you know that spirit of giving — how have you seen, I guess, in your journey, because it hasn't been linear. We talked about how you know progression is not linear. How have you grown throughout these different experiences? Because you kind of go into a very ambiguous area, and you bring yourself, and you grow in it and you make it better. But how have you grown? What does that look like for you? Mike Ott 53:02 After having done it several times, right, i.e. entering the fray of an ambiguous environment business situation, I developed a better system and understanding of what do I really need to do out of the gates? And I've grown that way and learn to not be too decisive too soon. Decisiveness is a great gift. It's really, really it's important. It lacks. It lacks because there are too many people, less so in the military, that want to be known for having made… don't want to be known for having made a bad decision, so they don't take that risk. Right, right, right. And so that creates just sort of the static friction, and you've just got to have faith and so, but I've learned how to balance just exactly when to be decisive. And the other thing that I know about me is I am drawn to ambiguity. I am drawn… Very, very curious. Love to learn, try new things, have a range of interests and not very good at any one thing, but that range helps me in critical thinking. So I've learned to, depending on the situation, right, listen, listen, and then go. It isn't a formula. It's a flow, but it's not a formula. And instinct matters when to be decisive. Nature of the people with whom you're working, nature of the mission, evolution, phase of the organization or the unit that you're in. Now is the time, right? So balancing fostering decisiveness is something that that's worth a separate discussion. Naviere Walkewicz 54:59 Right. Wow. So all of these things that you've experienced and the growth that you've had personally — do you think about is this? Is this important to you at all, the idea of, what is your legacy, or is that not? Mike Ott 55:13 We talked a little bit about this beforehand, and I thought I've got to come up with something pithy, right? And I really, I really don't.   Naviere Walkewicz 55:18 Yeah, you don't.   Mike Ott 55:19 I don't think of myself as that. I'm very proud of who I am and what I've done in the reputation that I have built. I don't need my name up in lights. I know the life that I'm living and the life that I hope to live for a lot longer. My legacy is just my family, my children, the mark that I've left in the organizations that I have been a part of.   Naviere Walkewicz 55:58 And the communities that you've touched, like that gentleman going and getting his nomination. I'm sure.   Mike Ott 56:04 Yeah, I don't… having been a senior leader, and even at MOBE, I'm interviewed by different newspapers and all that. Like I do it because I'm in this role, and it's important for MOBE, but I'm not that full of myself, where I got to be up in lights. So I just want to be known as a man that was trustworthy, fun, tried to meet people where they are really had flaws, and sought to overcome them with the few strengths that he had, and moved everything forward. Naviere Walkewicz 56:33 Those are the kind of leaders that people will run through fire for. That's amazing. I think that's a wonderful I mean that in itself, it's like a living legacy you do every day. How can I be better than I was yesterday? And that in itself, is a bit of your living and that's really cool. Well, one of the things we like to ask is, “What is something you're doing every day to be better as a leader?” And you've covered a lot, so I mean, you could probably go back to one of those things, but is there something that you could share with our listeners that you do personally every day, to be better? Mike Ott 57:05 Exercise and read every day, every day, and except Fridays. Fridays I take… that's like, I'll stretch or just kind of go for a walk. But every day I make it a moment, you know, 45 minutes to an hour, something and better for my head, good for my body, right? That's the process in the hierarchy of way I think about it. And then read. Gen. Mattis. And I supported Gen. Mattis as a lieutenant colonel before I wanted to and stuff at the Pentagon. And he I supported him as an innovation guy for JFCOM, where he was the commander. And even back then, he was always talking about reading is leading none of us as military leaders… And I can't hold the candle to the guy, but I learned an awful lot, and I love his mindset, and that none of us can live a life long enough to take In all the leadership lessons necessary to help us drive impact. So you better be reading about it all the time. And so I read probably an hour every night, every day.   Naviere Walkewicz 58:14 What are you reading right now?   Mike Ott 58:15 Oh, man, I left it on the plane! I was so bummed. Naviere Walkewicz 58:17 Oh, that's the worst. You're going to have to get another copy. Mike Ott 58:22 Before I came here, I ordered it from Barnes & Noble so to me at my house when I get home. Love history and reading a book by this wonderful British author named Anne Reid. And it's, I forget the title exactly, but it's how the allies at the end of World War I sought to influence Russia and overcome the Bolsheviks. They were called the interventionalists, and it was an alliance of 15 different countries, including the U.S., Britain, France, U.K., Japan, Australia, India, trying to thwart, you know, the Bolshevik Revolution — trying to thwart its being cemented. Fascinating, fascinating. So that's what I was reading until I left it on the plane today. Naviere Walkewicz 59:07 How do you choose what to read? Mike Ott 59:10 Listen, write, love history. Love to read Air Force stuff too. Just talk to friends, right? You know, they've learned how to read like me. So we get to talk and have fun with that. Naviere Walkewicz 59:22 That's great. Yeah, that's wonderful. Well, the last question I'd like to ask you, before I want to make sure you have an opportunity to cover anything we didn't, is what is something you would share with others that they can do to become better leaders? Maybe they start doing it now, so in the future, they're even stronger as a leader. Mike Ott 59:42 Two things I would say, and try to have these exist in the same breath in the same moment, is have the courage to make it try and make it better every day, all right, and be kind to yourself, be forgiving. Naviere Walkewicz 59:59 That's really powerful. Can you share an example? And I know I that's we could just leave it there, but being courageous and then being kind to yourself, they're almost on two opposite sides. Have you had, can you share an example where I guess you've done that right? You had to be you were courageous and making something better, and maybe it didn't go that way, so you have to be kind to yourself. Mike Ott 1:00:23 Yeah, happy to and I think any cadet will hear this story and go like, “Huh, wow, that's interesting.” And it also plays with the arc of progress isn't linear. I graduated in '85 went to flight school, got halfway through flight school, and there was a RIF, reduction in force. And our class, our flight class, I was flying jets, I was soloing. I was academically — super easy, flying average, right? You know, I like to joke that I've got the fine motor skills of a ham sandwich, right? You know, but, but I didn't finish flight school. And you think about this, here it is. I started in 1981 there were still vestiges of Vietnam. Everyone's going to be a fighter pilot. Kill, kill, kill. Blood makes the grass grow. All of that was there. And I remember when this happened, it was very frustrating for me. It was mostly the major root of frustration wasn't that I wasn't finishing flight school. It was the nature by which the determination that I wasn't finishing was made. And it was, it was a financial decision. We had too many guys and gals, and they were just finding, you know, average folks and then kicking them out. So our class graduated a lower percent than, I think, in that era, it was late '85, '86, maybe '87, but you can look at outflows, and it was interesting, they were making budget cuts. So there was a shaming part there, having gone to the Academy.   Naviere Walkewicz 1:02:02 And knowing since 9 years old. Mike Ott 1:20:04 Right, right, right, and I knew I wanted to go the Academy. I'd like to fly, let's check it out and see if it's for me. I would much rather have been not for me, had I made the decision I don't want to do this or that I was just unsafe and didn't want to do it. The way it turned out is, and this is where I learned a little bit about politics as well. In my class, again, I was very average. Like, nobody's ever going to say, like, yeah, I was going to go fly the Space Shuttle. Like, no way, right? Very, very average, but doing just fine. And a lot of guys and gals wanted to go be navigators, and that's great. I looked in the regs, and I learned this as a cadet, and it's helped me in business, too. If there's a rule, there's a waiver. Like, let me understand the regs, and I asked to go to a board. Instead of just submitting a letter to appeal, I asked to go to a board. And so I went to a board of an O-5 five, couple of threes O-4 four, and ultimately shared the essence of why I shouldn't be terminated in the program. And son of a gun, they agreed, and I still have the letter. The letter says, “Recommend Lt. Ott for reinstatement.” Nobody in my class has that letter, nobody makes the appeal. And I'm like, I'm going downstream. I'm going downstream. And that's the Chicago in me, and that's the piece about… but also move forward, but forgive yourself, and I'll get to that. And so I, I was thrilled, My goodness, and the argument I had is, like, look, you're just not keeping me current. You put me in the sim, and then you're waiting too long to put me in the jet. The regs don't allow for that. And like, you're right. So I'm assigned to go back to the jet. My pals are thrilled. I'm going to stay in the same class. I don't have to wash back. And then I get a call from the DO's office — director of operations — and it was from some civilian person so the DO overrode the board's decision. Heartbreaking. Heartbreaking.   Naviere Walkewicz 1:04:12 You were so high, you did all of your work. And then… Mike Ott 1:04:15 Yeah, and then heartbreaking and frustrating, and I guess the word is indignant: anger aroused through frustration. In that I figured it out. I knew exactly what's happening. I made the appeal and I won. And it wasn't I was expecting to be assigned to fly a fighter. It was like, “Just let me, let me express the merits of my capabilities. It's how the system is designed.” The son of a gun, I jumped in my car and I ran to base and I waited and reported in. He didn't really know who I was. That's because he didn't make a decision. It was just it was that decision, and that's how life comes at you. That's just how it is. It isn't linear. So how do you take that and then say, “Well, I'm going to be kind to myself and make something out of it.” And he went through, you know, a dissertation as to why, and I asked him if I could share my views, and it's pretty candid, and I just said, If my dad were something other than the Chicago policeman, and maybe if he was a senator or general officer, I wouldn't be sitting here. That lit him up, right? That lit him up. But I had to state my views. So I knew I was out of the program. Very, very frustrating. Could have had the mayor of Chicago call. Didn't do that, right? Like, OK, I understand where this is it. That was very frustrating and somewhat shaming. But where the forgiveness comes in and be kind to yourself, is that I ran into ground. I ran into ground and drove an outcome where I still… It's a moment of integrity. I drove an outcome like, there you go. But then what do you do? Forgive yourself, right? Because you didn't do anything wrong, OK? And you pivot. And I turned that into a moment where I started cold calling instructors at the Academy. Because, hey, now I owe the Air Force five years, Air Force is looking for, you know, things that I don't want to do. And thank goodness I had an engineering degree, and I cold called a guy at a base in Hanscom. And this is another tap on the shoulder.   Naviere Walkewicz 1:06:24 That's how you got to Hanscom. Gotcha.   Mike Ott 1:06:27 There was a friend who was Class of '83, a woman who was in my squadron, who was there. Great egg. And she's like, “Hey, I was at the O Club.” Called her. I said, “Hey, help me out. I got this engineering degree. I want to go to one of these bases. Called Lt. Col. Davis, right? I met him at the O Club. I called a guy, and he's like, “Yeah, let's do this.”   Naviere Walkewicz 1:06:44 Wow, I love that..   Mike Ott 1:06:46 It was fantastic So it's a long winded way, but progress isn't linear. And progressing through that and not being a victim, right, recognizing the conditions and the environment that I could control and those that I can't. Anything that I could control, I took advantage of and I sought to influence as best possible. Ran into ground and I feel great about it, and it turns out to be a testament of one of my best successes. Naviere Walkewicz 1:07:17 Wow. Thank you for sharing

In every room, from business to social settings, men respect action, not talk. When you make clear decisions, especially under pressure, you earn instant respect and stand out as a leader. Decisiveness is what separates strong men from weak ones, and that's exactly what we're getting into today. Show Notes [02:37]#1 Leaders are trusted to make decisions.  [09:39]#2 Most people, men included, have a head full of noise. [15:47]#3 Pressure builds and reveals character.  [20:53]Recap Episodes Mentioned: 1025: The Opportunity Is In The Opposites Next Steps ⚡️ Power Presence Protocol  Command The Room Without Words → http://PowerPresenceProtocol.com 

From my work with hundreds of guys, I've seen that hesitation kills attraction. Women are drawn to men who know what they want and move with confidence. Being decisive isn't about controlling others, it's about taking charge of situations instead of letting them control you. I'll break down how to build that decisiveness and how it instantly changes your dating life. Show Notes [02:56]#1 Decisiveness signals certainty. [10:48]#2 Indecision creates anxiety.  [16:10]#3 The end game of everything that we do as men, especially in working in our behaviors, is having presence.  [21:09]Recap Episodes Mentioned: 3311: How To Be A "High Value Man" 3332: How To Be A "High Value" Woman Next Steps ⚡️ Power Presence Protocol  Command The Room Without Words → http://PowerPresenceProtocol.com 

Clare's opposition TD has criticised HIQA for a lack of decisiveness in its review. The regulator had previously questioned the need for a second emergency department in the region following an inspection which highlighted the effects of gross overcrowding at UHL in 2022. Despite now recommending that either expanding or extending University Hospital Limerick would be a more timely solution for patient safety, it does say that a new hospital elsewhere could address long term bed requirements. Shannon Sinn Féin Deputy Donna McGettigan says this should've been obvious for some time.

In this episode of Business Coaching Secrets, hosts Karl Bryan and Rode Dog dive into the mindset and strategies business coaches need to thrive in a rapidly changing world, including the impact of AI, the critical distinction between speed of execution and idea quality, and the power of creating extraordinary client experiences. Karl brings his signature energetic wisdom—covering everything from AI use cases in daily business, the real secret to longevity both in business and life, and how subjective value trumps objective improvements in client attraction and retention. Key Topics Covered The Power of Decisiveness and Speed in Business Karl reminds listeners that coaches and their clients aren't making the money they want because they're “not making the decisions they need.” He underscores that “money loves speed” and rapid implementation with confidence is essential. Crafting a Killer Business Coaching Elevator Pitch Karl shares proven, high-energy elevator pitches—emphasizing confidence, conviction, and a “need nothing, attract everything” mindset. He provides both AI-integrated and straightforward value-proposition samples. How AI Is Supercharging (Not Replacing) Business Coaches Instead of being threatened by AI, Karl describes it as “gasoline for your coaching business.” He gives concrete use cases for AI in service businesses—such as hair salons, cafes, gyms, and florists—showing listeners how to solve real client headaches and free up time. He shares a glimpse into Focused.com's new software with 21 AI agents and warns that security must be taken seriously as AI evolves. Zen and Longevity—Personal and Professional Karl draws parallels between business and personal well-being, advocating for movement, heavy lifting, sleep tracking, and social connection. He shares insights from his own health routines and study of longevity. Using Contrast and Subjective Value to Boost Perceived Worth The discussion explores how coaches can help clients use contrast to increase perceived value—emphasizing experience, packaging, and unique delivery as less expensive and more effective than purely “objective” improvements. Real-world examples: Apple product unboxing, LOL doll packaging, and actionable ways local shops can add wow factor. Progress, Happiness, and the Journey The importance of tracking small wins and making clear, actionable targets (the “tip of the arrow” approach) is highlighted, reinforcing the idea that progress, not perfection, leads to happiness. Notable Quotes “You're not making the money you need because you're not making the decisions you need.” “Money loves speed. You gotta be fast to execute, fast to implement.” “Needing nothing attracts everything. Commission breath stinks.” “Losers play not to lose. Winners play to win. You got to play this game to win.” “Don't fear AI. It's gasoline for your coaching business—on steroids.” “The problem isn't in your situation—it's in how you relate to your situation.” “The goal is not to just live a long time, it's to have a great life.” “Packaging is subjective value—all day long, twice on Sunday.” Actionable Takeaways Decide Fast, Execute Faster: Stop waiting for the perfect idea. Make decisions, act with conviction, and course-correct as you go. Pitch From Strength and Positivity: Use a confident elevator pitch, backed by guarantees and focused on the transformative value you deliver. Run Toward AI, Not Away: View AI as your superpower—use it for automating administrative tasks, customer engagement, and value-creation for clients in specialized niches. Integrate Subjective Value: Help clients maximize perceived worth through experience, packaging, and delivery—not just making operational improvements. Track Progress and Movement: Apply the same discipline to personal well-being (movement, sleep, social connection) that you do to your business metrics. Create Unforgettable Client Experiences: Get creative with onboarding, packaging, and follow-up—making every interaction with your business memorable. Focus on Progress Over Perfection: Don't get stuck in endless preparation. Track and celebrate small wins for yourself and with clients—progress equals happiness. Resources Mentioned Profit Acceleration Software™ (by Karl Bryan/Focused.com): Find more ways to deliver ROI for clients and instantly demonstrate value. Oura Ring: For sleep and activity tracking—used by Karl for personal longevity insights. AI Applications—Focused.com's New AI Agents: Business coaching dojo with 21 integrated AI agents. Books and Thought Leaders: References to longevity experts (like Peter Attia). Packaging Inspiration: Apple product experience, LOL dolls (children's toy with remarkable packaging strategy). If you enjoyed this episode, please subscribe, rate, and share Business Coaching Secrets with a fellow coach or entrepreneur. Your support helps us reach more business leaders looking to elevate their impact! Ready to level up your coaching? Listen to this episode and take action now. Discover more about Profit Acceleration Software™ at Focused.com and join our thriving community.

Do you ever feel like, despite your success, something is missing or you haven't quite “arrived”? It's not as uncommon among women entrepreneurs as you think.Jennifer Holaday built a solid, profitable custom window treatment business with a great reputation. Yet, for a long time, she felt capped. Instead of being stuck because of failure, she was stuck because of her own success and the cautious mindset that came with it.In this episode of She Thinks Big, Jennifer opens up about the pivotal moments that helped her break through her limitations, stop playing it safe, and take courageous leaps of faith so she could reach the next level. Through her experience, you'll see how true growth happens when you invest in yourself and your vision with decisiveness, not after you feel "ready."2:53 – Jennifer's introduction and the moment she realized she was stuck7:12 – How receiving coaching is like learning a new language and vocabulary9:33 – Decisiveness and a willingness to pivot as vital to being a CEO11:09 – How Jennifer's dream of a showroom came together more quickly than she expected17:15 – Attracting the ideal client by having the ideal business for that client20:38 – Why confidence is a benefit that comes after taking a big leap22:47 – The impact of surrounding yourself with other successful women25:29 – Jennifer's expertise and what she offers ideal interior design clients Connect with Jennifer HoladayJennifer Holaday is the founder and CEO of the Nashville-based Brave Maggie Designs, a window-treatment resource that serves as a tribute to her grandmother, Margaret White. With a dedication to sewing instilled in her by Margaret, she brings a rich history of craftsmanship and a keen eye for detail to every project.Her journey in the realm of textiles stretches over 15 years of crafting custom curtains, drapery, and shades for homeowners and interior designers. It's a path that led to proud moments in 2023 when her creations received two 1st place accolades in design and fabrication at the prestigious IWCE-VISION Design & Workroom Competition. Another 1st place award followed in 2024.Jennifer brings more than just expertise; she promises a journey of transformation that turns spaces into statements and houses into homes.Brave Maggie Designs | Instagram | Facebook | Pinterest Window Treatment Pricing GuideMentioned In Decision Diaries: How Decisiveness Changed Jennifer Holaday's BusinessShe Thinks Big by Andrea LiebrossAndrea's LinksFind Out if Ascension is Right For YouBook a Call With AndreaAndrea on LinkedIn, Instagram, and FacebookUntangle your time, reset your role, and build systems that don't depend on your every move. No more white-knuckling your way through success because you're not just scaling your business, you're scaling yourself.Get the clarity and capacity to lead differently and ascend to your next level. Learn how and join us at andrealiebross.com/ascension.

Conrad Black offers an insider's view of the Trump White House, describing a very positive, informal, and busy atmosphere. He notes the president's decisiveness, courtesy to subordinates, and long workdays, with constant activity in the Oval Office. Black contrasts this informal style with Roosevelt and Nixon, suggesting it's a "three-ring circus" that nonetheless works due to Trump's methods. He also touches on Canadian perceptions, acknowledging Trump's work ethic despite political differences.EV 1937 FDR

Introduction Alright, let's cut to it. You're here because you're tired of the grind. The endless hustle. The feeling that you're always chasing something just out of reach. We're diving deep today. No fluff. Just the raw truth about what separates those who *achieve* from those who merely *aspire*. We're talking about identity. Not what you *do*, but who you *are*. Because when you shift that, everything shifts. We're unpacking the science behind your success. The hidden edge. The exact mechanisms in your brain that either hold you back or propel you forward. Get ready to move from transactional to transformative. From doubt to decisive. From hustle to alignment. This is where the real deals get done. Here's what we're covering: The Identity Shift: Beyond Transactional Goals Why tying goals to identity unlocks powerful motivation. The science behind recruiting stronger brain circuits. Moving from "I want" to "I am." Working Backwards: Consulting-Level Precision Neville Goddard's "thinking from the end" and its scientific backing. The brain's reward system: activating dopamine through purpose. Deactivating doubt: The ventromedial prefrontal cortex at work. Calming the amygdala by visualizing certainty. Prioritizing Actions: Returns and Exploration Focusing on high-return activities. The crucial role of exploration and embracing the unknown. How curiosity calms your fear center. Letting go of the "how" to embrace possibility. The Science of Alignment: Trust Over Cortisol Rewiring your neurochemical baseline. Shifting emotional associations from pressure to purpose. The default mode network and narrative identity. The power of the "Bardo state" – the space of possibility. Embodying Your Future Self: The "Be, Do, Have" Blueprint Transforming identity, not just chasing results. The neuroscience of belief and self-anchoring confidence. The truth: Your brain backs your belief. Acting from your highest and best good. Honest Overview This episode cuts through the noise. It's about shifting your focus. Stop chasing results. Start embodying your desired identity. The core message? Your identity drives your actions. Your actions shape your reality. Science proves it. Key takeaways: Transformative goals beat transactional ones. Tie your goals to who you are, not just what you get. Your brain rewards identity-based motivation. Think from the end. Work backward with precision. Visualize your desired state as already achieved. This calms your fear center and builds certainty. Embrace curiosity and exploration. Prioritize actions based on their potential return, but don't neglect the unknown. Sometimes the greatest leaps come from stepping outside the predictable. Hesitation is a dead end. Decisiveness, rooted in identity, is the path forward. Stop the hustle. Start aligning. It's not just a nice idea. It's a neurological rewiring. The deal is already done. Act like it.   Books The Science of Getting Rich People Brandon (Speaker) Neville Goddard Price Pritchett Joseph Dispenza Bob Proctor Bruce Lipton Websites Psychology Today (Mentioned implicitly in relation to article content)

In this inspiring conversation, Therese welcomes Scarlett Stanhope—also known as The Biz Hippie—a financial coach who helps heart-centered coaches conquer their finances, own their worth, and thrive doing the work they love.Scarlett shares the powerful turning point in her life: a near-death, out-of-body experience after consuming a high dose of cannabis that shook her out of passivity and awakened her to the urgency of truly living. This experience became the catalyst for transforming her relationship with money, her mindset, and her purpose.Together, Therese and Scarlett explore:

Episode: 1432 Thoughts in dispraise of decisiveness.  Today, let's not decide.

Phillip Black and Michail Katkoff break down why they left the Nordics, trading modesty-maxxing for Mediterranean chaos and a bit more sun. The two dive into the quiet conservatism baked into Scandinavian life, the erosion of hunger that comes with too much comfort, and the calculus behind moving to Cyprus and Greece. 00:00 The Conservative Psyop of Scandinavia04:31 Cultural Reflections and Personal Experiences in Sweden09:07 Transitioning to Cyprus: Opportunities and Challenges13:37 Understanding the Swedish Welfare State18:03 Career Reflections and the Consulting Path24:30 Navigating the Gaming Industry's Landscape26:54 The Challenges of Client Management29:51 Decisiveness in Consulting32:41 The Emotional Rollercoaster of Consulting34:36 Building a Sustainable Deal Flow37:26 Establishing Expertise vs. Personality41:39 Life Choices and Career Reflections42:34 Balancing Work and Personal Life46:13 Relocation and Family Decisions48:58 Cultural Differences and Education Challenges55:28 Economic Growth and Finland's Future61:04 Reflections and Future Aspirations

In this episode of The Tech Leader's Playbook, Avetis Antaplyan sits down with Chris Hallberg, entrepreneur, business coach, and former military and police leader, known for creating the Business Sergeant Leadership Philosophy. Chris brings decades of experience transforming teams, sharpening execution, and implementing EOS (Entrepreneurial Operating System) to help companies achieve breakthrough performance.From his formative years in the Army National Guard and law enforcement to his career as a sought-after business coach, Chris shares powerful insights into leadership, accountability, and the non-negotiables that separate thriving organizations from stagnant ones. He discusses why the best companies are unafraid to make tough personnel decisions, the importance of “re-enlisting” your team every 90 days, and how to kill problems decisively rather than admiring them in endless meetings.Listeners will hear candid stories from Chris' journey, his philosophy on curating the right people in the right seats, and practical lessons from his book The Business Sergeant's Field Manual: Military-Grade Business Execution Without the Yelling and Push-Ups. If you're a leader looking to build elite teams, create accountability without politics, and drive results with clarity, this conversation is packed with strategies to elevate your leadership game.TakeawaysMilitary and police leadership taught Chris the value of learning from both the best and worst leaders—and applying those lessons to business.Elite teams are built by curating the right people, not trying to “fix” the wrong ones.Commitment is key: employees should symbolically “re-enlist” every 90 days to stay aligned with company goals.Healthy conflict is essential; if team members can't speak the truth, accountability and results will collapse.Hiring should focus on slow-to-hire, quick-to-fire practices, supported by assessments that ensure cultural and role fit.Chris' “three winners, three losers” framework highlights how keeping the wrong people hurts individuals, teams, and future opportunities.Middle managers (sergeants) are critical bridges between leadership and frontline teams; they must be empowered to hire and fire.Moving goalposts erode accountability—leaders must set clear deal breakers and stick to them.Compensation should reflect high expectations: hire in the 75th percentile, expect 90th percentile performance.Always be recruiting—maintain a pipeline of talent by networking, even with competitors' top performers.New hires provide fresh perspectives; leaders should actively solicit feedback in their first weeks.Chapters00:00 Intro & Guest Welcome01:15 Lessons from Military & Police Leadership03:00 Commitment and Sacrifice in Team Building05:15 Applying Military Principles to Business Growth07:25 The 90-Day Re-Enlistment Concept09:30 Accountability and Volunteer Mindsets13:55 Curating the Right People vs. Fixing the Wrong Ones18:05 Decisiveness and Killing Problems Quickly21:20 The Fire Triangle and Root-Cause Problem Solving23:30 Healthy Conflict, Commitment, and Accountability28:20 Hiring Practices: Slow to Hire, Quick to Fire30:35 The Three Winners and Three Losers Framework35:15 Empowering Middle Managers (Sergeants)38:40 Lessons from The Business Sergeant's Field Manual42:00 Getting to the Next Level with the Right Team44:15 Favorite Books and Closing Reflections46:00 Outro & Key TakeawaysChris Hallberg's Social Media Links:https://www.linkedin.com/in/chris-hallberg-01516315/https://www.facebook.com/chrishallberg09/Resources and Links:https://www.hireclout.comhttps://www.podcast.hireclout.comhttps://www.linkedin.com/in/hirefasthireright

In episode 97 of the Mind Shift Podcast, Aaron and Erwin McManus share their Arena Community Call where they  introduce the concept of the Five Ds—Drive, Discipline, Decisiveness, Detail, and Diplomacy—exploring how each plays a crucial role in leadership. Erwin highlights drive as the fuel for leadership, discipline as the foundation, decisiveness as the ability to adapt in chaos, detail as the power of precision, and diplomacy as doing hard things with kindness. Through questions from participants, the discussion covers situational leadership styles, building discipline, balancing vision with detail, navigating the tension between artistry and entrepreneurship, increasing drive while living a textured life, and approaching tough conversations with grace and respect. Erwin emphasizes small, intentional changes as the key to growth and reminds leaders to see details not as criticisms but as opportunities for clarity and improvement. As the session closes, Erwin shares he has a call with the White House before he and Aaron thank the group, encouraging participants to continue reflecting on the Five Ds, share their insights, and keep building stronger, more intentional leadership in their community.Join the Mind Shift community here: http://erwinmcmanus.com/mindshiftpodFollow On Socialhttps://www.youtube.com/@ErwinRaphaelMcManushttps://instagram.com/mindshiftpodhttps://instagram.com/erwinmcmanushttps://instagram.com/aaroncmcmanusJoin The Newsletter!https://erwinmcmanus.com/newsletter

What separates you from the most successful people you know? It's not intelligence, talent, or even luck—it's decisiveness.In this episode, I unpack why the ability to make quick, confident decisions is the skill that transforms careers, businesses, and lives. And the good news? Decisiveness isn't just for a chosen few—it's a skill you can build.

What separates you from the most successful people you know? It's not intelligence, talent, or even luck—it's decisiveness.In this episode, I unpack why the ability to make quick, confident decisions is the skill that transforms careers, businesses, and lives. And the good news? Decisiveness isn't just for a chosen few—it's a skill you can build.

Welcome back to another Soul Driven episode!As we're halfway through 2025, it's time to review the 2025 Akashic Forecast themes!The Akashic forecast themes were channeled to provide a focus for this year. To understand what we're learning. What is happening. How to best navigate it. And as you'll see, many of these themes are currently unfolding in the collective! 2025 Akashic Forecast Themes: Love, Death, Togetherness, Individuality, Decisiveness, Creation, Body, Movement from Head to Heart, Fear, and Energy.Dive into this week's episode to learn more about these themes and how to prioritize them for the second half of the year. Revisit episode 246, the 2025 Akashic Forecast episode HERE: https://souldrivencollective.substack.com/p/246-2025-akashic-forecast-convergenceEnjoy and let me know how it resonates!Introducing Akashic Astrology Sessions: Unlock Your Soul's Path Are you seeking a deeper understanding of your core energetic blueprint and the powerful transformations unfolding in your life? Prepare for an exclusive journey of self-discovery with our new Akashic Astrology Sessions. This is a limited offering, with only 10 sessions available at an introductory price of $333. Don't miss this opportunity to gain unparalleled insight into your foundational energy and the initiations ahead! More info HERE: https://ahnahendrix.com/events/CONNECT ONLINEInstagram https://www.instagram.com/ahnahendrixYouTube https://www.youtube.com/channel/UC5fsN8oqu8Ib8IcvpYZA4jQJULY Events & Offerings* LIMITED Akashic Astrology Readings (only 10 available) Book HERE: https://ahnahendrix.com/events/* JULY Events:* 7/28 Akashic Restoration GROUP Session: DISTRACTION 7pm EST* LINK: https://ahnahendrix.as.me/?appointmentType=80209465* Access the Akashic Records: Self Study Course: https://ahnahendrix.com/access-the-akashic-records-self-study-course/ Get full access to The Soul Driven Collective at souldrivencollective.substack.com/subscribe

Episode 82Leadership Essentials: The strength of decisivenessSUMMARY SECTION In this episode of The Lonely Leader Podcast, James Rule dives into one of the most underrated yet vital leadership traits: Decisiveness. From the pressure of daily decision making to the paralysis caused by over analysis, James breaks down why the ability to decide and act separates effective leaders from stagnant ones.Hear real world stories from sport, and business. Learn how decisive leadership removes confusion, inspires trust and builds momentum, and walk away with 10 practical tips to sharpen your decision making ability.If you've been stuck, hesitating, or overthinking this episode is your call to move.KEY TAKEAWAYSWhy indecision is still a decision and often the worst oneColin Powell's 40–70 Rule and how it applies to your leadership The real cost of hesitation in high stakes momentsHow Anne Mulcahy - CEO Xerox and former President Theodore Roosevelt modelled decisive leadership10 actionable strategies to enhance your decisivenessABOUT THE HOST James is an experienced mentor, coach and thought leader who works with a range of clients from FTSE 100 companies, SME´s the NHS and wider public and not for profit sectors.His twenty year career in elite sport initially as a professional rugby player but predominantly as a chief executive has given him an invaluable insight in managing the success, failures and pressures associated with leadership at the highest level.As a high performance coach James specialises in enhancing resilience and leadership development. He is a passionate advocate of the notion that to find lasting fulfilment we need to take a holistic view of high performance and create it in both our professional roles and personal lives. EPISODES TO CHECK OUT NEXT Episode 77 - Leadership Essentials: Tenacity - Holding the line when it gets toughEpisode 56 - Leadership Essentials : Positivity Episode 48 - Leadership Essentials: Presence CONNECT & CONTACT www.thelonelyleader.co.ukThe Lonely Leader's LinkedIn James' LinkedInInstagramhello@thelonelyleader.co.uk NEWSLETTERSign Up to The Leadership Accelerator Newsletter for advice, inspiration and ideas, you'll also receive James' Top 10 Tips for Combating Your Fear of Public Speaking.THIS SHOW WAS BROUGHT TO YOU BY LONELY LEADER MEDIA Hosted on Acast. See acast.com/privacy for more information.

Feeling the weight of a slow season or just a tough week in business? You're not alone. In this solo episode, Kyle shares 10 practical, encouraging, and energizing strategies to help remodelers stay positive, focused, and productive—especially when business feels harder than usual. From sharpening your sales skills to improving cash flow clarity, leaning into marketing, and even adjusting your daily routine, Kyle offers a rapid-fire list of action items to help you regain momentum. Whether you're thriving right now or trudging through a tough patch, this episode is packed with perspective and tools to help you lead with confidence and keep moving forward. Highlights include: Why practicing your sales process is essential—even when leads are slow Smart ways to use tech (like Zoom and Loom) to shorten your sales cycle How balancing out bad news and surrounding yourself with positivity matters more than ever The power of focusing on one weak spot in your business and making real progress A reminder that it's okay to slow down, reset your routine, and show yourself grace It's not about ignoring the hard stuff—it's about showing up stronger because of it. Which of the 10 stood out to you? Email Kyle at kyle@remodelersontherise.com and let him know! ----- What if you had a tight-knit group of 10 smart, experienced remodelers from across the country to support you—personally and professionally? That's what the Remodelers Peer Groups are all about. Twice a year, we meet in person. Each month, we check in virtually. And throughout the year, we dig deep into the things that actually move the needle—your numbers, your team, your sales process, your marketing, and your life. This is a place to be challenged, encouraged, and reminded that you're not in it alone. If you're doing $1.5M+ in revenue, leading a growing team, and ready for clarity, accountability, and connection—reach out and join one of our new peer groups starting this July. remodelersontherise.com/peer-group ----- Explore the vast array of tools, training courses, a podcast, and a supportive community of over 2,000 remodelers. Visit Remodelersontherise.com today and take your remodeling business to new heights! ----- Takeaways Stay motivated and encouraged by setting clear goals. Join peer groups for accountability and support. Sharpen your sales skills to improve conversion rates. Use technology to streamline processes and communication. Balance out negative news with positive content. Understand your cash flow for better decision-making. Identify weaknesses in your business and work on them. Develop a comprehensive marketing plan to attract leads. Create valuable content that addresses client questions. Establish a routine and practice self-care for better productivity. ----- Chapters 00:00 Introduction to Staying Upbeat 02:57 Sharpening Sales Skills 05:51 Leveraging Technology 07:18 Balancing Bad News 10:38 Understanding Cash Flow 11:41 Identifying Weaknesses 13:38 Developing a Marketing Plan 16:00 Creating Valuable Content 17:26 Decisiveness in Business 18:53 Establishing a Routine 20:18 Long-Term Perspective

Episode 76: Jerrod "J-Rod" Sullivan. If you're a drummer, chances are you've seen J-Rod pop up in your feed. He's one of the most exciting drummers to watch, and now he's holding down the drum chair for Janet Jackson. From uploading his first drum video to YouTube back in 2006 to building an audience of over 700,000 followers, J-Rod is living proof that consistency and passion pay off. We get into everything from his early days playing in church to building an online community of over 700K+ followers with his drum videos and how he creates them. We talk about staying consistent while on the road, and why authenticity is everything. Plus, we go deep into the Janet Jackson gig, talking about how it came together from a DM and the sacrifice he took dedicating 2 months to turn this Janet Jackson opportunity into a closed deal. I had to find out how in the world he plays the infamous “Control” drum fill, his gear setups, how he makes his social media videos (both the cameras, the audio, and the process), creating drumless tracks with the Moises app, his band The 4 Korners, staying sharp, and why it pays to act as if you already got the gig. J-Rod came through to my hotel room in Las Vegas to link up the next day after his show with Janet Jackson. I went to the show and it was incredible. After the show, we went out with Zedd until 5 a.m., and the next morning he went straight to AMA rehearsals with Janet, then soundcheck at Resorts World with Janet, then to my hotel room to do the interview, and then straight to his show with Janet that night. We were running on fumes for this convo, which made it fun in it's own way. We dive into his story, his viral rise, how he landed the Janet gig, and so much more. Here's my conversation with the incredible, Jerrod "J-Rod" Sullivan! (0:00) INTRO (01:17) THE JANET JACKSON LAS VEGAS SHOW (02:37) ZEDD (03:20) STARTING OUT, JROD'S SOCIAL MEDIA PAGE (06:30) J-ROD'S DRUM TONE (07:20) HOW GETTING NOTICED CHANGED J-ROD (08:27) VIDEO CREATION PROCESS (11:07) DECISIVENESS (13:26) DRUMLESS TRACKS (13:56) HOME RECORDING RIG (15:11) HOW TO MAKE TRACKS DRUMLESS (16:11) PARAMORE'S "AIN'T IT FUN" COVER (17:06) GAINING TRACTION OVER 10 YEARS (18:43) GETTING THE GIG WITH JANET JACKSON (34:19) OFFICIALLY GETTING THE GIG WITH JANET (36:24) REHEARSALS WITH JANET JACKSON (40:42) "CONTROL" DRUM FILL (43:41) MEETING JANET JACKSON AT REHEARSALS (46:40) LIFE RIGHT NOW AND WHAT'S NEXT (50:17) WHO SHOULD BE ON THE PODCAST?  Here's the Jimmy Jam Videos that were referenced in the video: Jimmy Jam Part 1: https://www.youtube.com/watch?v=2VQgpr2WNM0&t=3894s Jimmy Jam Part 2: https://www.youtube.com/watch?v=2R4utgYvHdY&t=2305s Flyte Tyme Studios Tour with Jimmy Jam: https://www.youtube.com/watch?v=updSUi65UvI&t=1266s ‘Go with Elmo Lovano' is a weekly podcast where Elmo interviews creatives and entrepreneurs in music on HOW they push forward every day, got where they are in their careers, manage their personal lives, and share lessons learned and their most important insights. Please SUBSCRIBE / FOLLOW this podcast to catch new episodes as soon as they drop! Your likes, comments and shares are much appreciated!   Listen to the audio form of this podcast wherever you get your podcasts: https://elmolovano.komi.io/ Follow J-Rod: https://www.instagram.com/jrodsullivan/ Follow Go With Elmo: https://www.instagram.com/gowithelmo/ https://www.tiktok.com/@gowithelmo https://x.com/gowithelmopod Follow Elmo Lovano: https://Instagram.com/elmolovano https://x.com/elmolovano Follow Jammcard: https://jammcard.komi.io/?fbclid=PAZXh0bgNhZW0CMTEAAacpJtZKkl1AgBAffAQ4GRhL3aVKuKHJ704aJuBkalXXThdDCOiRye8RjcHTKQ_aem_o5GVeQoM7Kb3ykDhqwZbtA

This is a guided healing meditation for your Third Eye Chakra. Your Third Eye Chakra is your gateway to Intuition, Decisiveness, Insight, Foresight, Hindsight, Calmness, Self Awareness and Psychic Abilities…. Blocks to your Third Eye can involve Procrastination, Lack of Trust, Confusion about your Path & Others, Stubborn Beliefs, Inability to access your Intuition/Psychic abilities and a Negative outlook in life. Invite your Third Eye Chakra to be cleaned in pure healing light and activated with higher truth to elevate your Third Eye to operate at a higher level. Blessings on your journey Vaz https://www.vazsriharan.com/

"Inspiration Is Something Else" Join me and my guest Tami Reiss, founder of The Leader Within (www.tamireiss.com). She is a leadership coach who helps ambitious professionals turn strategy into alignment, presence into power, and ideas into action.  In this interview we explore the essence of leadership in today's world, emphasizing the importance of influence over authority, the role of vulnerability, and the need for collaboration. We discuss the impact of AI on leadership, the significance of creating a clear vision, and the necessity of navigating conflict effectively.  SHOW NOTES Summary In this engaging conversation, Tami Reiss and Blaine explore the essence of leadership in today's world, emphasizing the importance of influence over authority, the role of vulnerability, and the need for collaboration. They discuss the impact of AI on leadership, the significance of creating a clear vision, and the necessity of navigating conflict effectively. Tami shares insights from her experience as an executive coach and her new children's book that teaches collaboration skills. The discussion highlights actionable advice for leaders to inspire their teams and foster a culture of innovation. Takeaways Leadership is about inspiring action and motion. Businesses are fundamentally a collection of humans with needs. Inspiration differs from motivation; it taps into emotional engagement. Healthy conflict is essential for innovation and growth. Vulnerability fosters connection and trust in leadership. Decisiveness is crucial for effective leadership. Asking questions opens the door for dialogue and collaboration. Children learn collaboration through play, which is vital for future workplaces. A clear vision is necessary for guiding teams towards a common goal. Empowering teams involves providing the right tools and support. #leadership #inspiration #soulofbusiness #compassionatecapitalism #influence #vulnerability Learn more about your ad choices. Visit megaphone.fm/adchoices

SummaryIn this episode of the 3Pillars podcast, Chase Tobin delves into the theme of decisiveness, emphasizing its critical role in leadership and personal growth. He discusses the importance of making timely decisions, the biblical precedents for swift obedience, and the distinction between decisiveness and impulsiveness. The conversation also highlights the significance of physical fitness in enhancing decisiveness, training methods for developing decisiveness in others, and ethical considerations in decision-making. Chase concludes with a call to action, encouraging listeners to embrace decisiveness in their lives.Chapters00:00 Introduction to Decisiveness04:56 Decisiveness in Action10:51 The Importance of Action18:27 Training for Decisiveness26:42 Common Pitfalls in Decision Making31:54 Conclusion and Call to ActionSUBSCRIBE TO THE NEW PODCAST CHANNEL HERE: https://www.youtube.com/@3PillarsPodcast Takeaways-Decisiveness is the hinge upon which victory swings.-Indecision is often the wrong decision.-Timeliness in decision-making is crucial.-Biblical figures exemplify swift obedience.-Decisiveness is not the same as impulsiveness.-Physical fitness enhances decision-making capabilities.-Training and practice are essential for decisiveness.-Common pitfalls include analysis paralysis and emotional reactivity.-Celebrate mistakes as learning opportunities.-Ethical considerations are vital in decision-making.God bless you all. Jesus is King. “But God commendeth his love toward us, in that, while we were yet sinners, Christ died for us.” ‭‭Romans‬ ‭5‬:‭8‬ ‭KJV‬‬I appreciate all the comments, topic suggestions, and shares! Find the "3 Pillars Podcast" on all major platforms. For more information, visit the 3 Pillars Podcast website: https://3pillarspodcast.comDon't forget to check out the 3 Pillars Podcast on Goodpods and share your thoughts by leaving a rating and review: https://goodpods.app.link/3X02e8nmIub Please Support Veteran's For Child Rescue: https://vets4childrescue.org/ Join the conversation: #3pillarspodcast

If you like this podcast, could you review it on Apple Podcasts? Get rewards and save money on the Push to Pass Marketplace Signup for my LinkedIn Newsletter: Push to Pass Podcast Newsletter Follow JP Twitter: twitter.com/jpmoery. Facebook: https://www.facebook.com/jpmoery YouTube: http://www.youtube.com/@jpmoeryenterprisesstudio4551/ LinkedIn: http://www.linkedin.com/in/jpmoery Order his book Association Hustle: https://jpmoery.com/    

Ep #315: My 7 Powerful Principles, the same ones from my College Success Habits book, are the foundation for my lifestyle, let alone my sobriety and recovery. Today, we bring them back and give them a two-episode spotlight.  Where are you developing your growth mindset in your life? Believing you are courageous starts with the courage to feel emotions. Being decisive and taking action doesn't mean just making the decision and acting upon it. It means staying steadfast in your determination to see the decision through and continuing to take action, even the smallest of steps, so that each and every day your head hits the pillow and you feel good about what you accomplished.  You do not have to move a mountain every day to feel like you are accomplishing your goals. Do things to get better at doing things. That is the pattern to build, the habit loop to forge. Just hit play, and let's dive in with open minds and hearts—you are in the right place at the right time—right now! ******************************************** PLEASE SUBSCRIBE, FOLLOW, RATE, AND REVIEW my show on your preferred streaming app. Every little bit helps this show reach those who need it most. ******************************************** Please support the show! Free ebooks, newsletter, and links for coaching and anything else I create to guide you on your sobriety and recovery journey: jessemogle.com/support  

Send us a textIn this episode of College Planning Simplified, Arielle is joined by Simrat Arora, a fourth-year medical student at UNC Chapel Hill, to discuss her journey from high school to medical school. Simrat shares valuable insights about building a strong foundation in high school, the importance of networking and gaining exposure to medicine early on, and the criteria she used when selecting an undergraduate institution. 00:00 Introduction to the Episode00:47 High School Reflections and Advice01:48 Decisiveness and Career Choices05:35 Balancing Academics and Extracurriculars08:22 Gaining Relevant Experience11:36 College Search and Criteria17:46 Study Skills and Adaptability21:21 Final Thoughts and Future Plans

Introduction: The Power of Decisiveness and Persistence I understand that decisiveness and persistence are vital for transforming my dreams into reality. I've seen how many people remain in the “what if” stage, which I can overcome by adopting these two principles. I appreciate the supporters of the show's Indiegogo campaign. I know I must act on knowledge through decision and persistence. Decisiveness: Making Firm Choices I need to make firm decisions to avoid losing momentum. My decisiveness involves choosing a definite course of action while eliminating alternatives. I understand the distinction between choices, which offer fallback plans, and true decisions, which leave no room for alternatives. I know my hesitation and indecision waste time and lead to missed opportunities. To enhance my decisiveness, I'll set clear criteria aligned with my vision, as I learned from Katya's interview. I'll use the “five-second rule” by counting down from five before making decisions. I recognize how too many choices can lead to paralysis, just like in restaurant menus. Persistence: Overcoming Setbacks and Staying Committed I know persistence means sticking to my chosen path despite facing setbacks and failures. It connects with my discipline and grit, helping me overcome obstacles and learn from mistakes. I'll focus on having a clear purpose, a definite plan, ignoring naysayers, and cultivating my support system. I'll break down my vision into smaller, manageable steps and focus on daily progress. I'll work with accountability partners and revisit my “why” every day. I'm inspired by J.K. Rowling's story of persistence through numerous rejections. Synergy of Decision and Persistence I understand that my decisiveness initiates action, while my persistence sustains it through challenges and doubts. I look to role models like Steve Jobs who demonstrate how bold decisions, coupled with persistence through failures, can lead to success. I'll reflect on decisions I need to make and areas where I need increased persistence. Conclusion I know that decision propels my progress, and persistence ensures I stay in the game, building success through bold choices and relentless effort. I'll share my stories of decisiveness and persistence, and I look forward to learning about mastermind groups in the next topic. Core Points: I believe decisiveness and persistence are essential for turning my visions into reality. I need to make firm decisions quickly to maintain momentum. I must differentiate between choices (with fallback plans) and decisions (no wiggle room). I understand that my indecision allows time to decide for me. To improve my decisiveness, I'll set clear criteria aligned with my vision, use the five-second rule, and limit my options to avoid analysis paralysis. I'll cultivate persistence by knowing my purpose, planning, blocking negativity, and building my supportive network. I can build persistence by breaking my visions into smaller steps, finding accountability partners, and revisiting my “why” daily for sustained commitment. I know decision initiates action, while persistence sustains it through challenges. I'll embrace failures as learning opportunities. Connect with me: Contribute to the show: https://igg.me/at/timstatingtheobvious/x/38154725#/ Website: timstatingtheobvious.com Facebook - https://www.facebook.com/timstatingtheobvious Youtube: https://www.youtube.com/channel/UCHfDcITKUdniO8R3RP0lvdw  Instagram: @TimStating Tiktok: @timstatingtheobvious #howtobedecisive #howtobepersistent #overcomingobstacles #leadershipskills #improvedecisionmaking #achieveyourvision #settinggoals #dailyprogress #accountabilitypartner #motivationanddiscipline #NapoleonHill #TimStaton #Indiegogo #HarryPotter #J.K.Rowling    

Welcome to The Profit Talk! In this show, we're going to help you explore strategies to help you maximize profits in your business while scaling and creating the lifestyle that you want as an entrepreneur. I am your host, Susanne Mariga! I'm a CPA, a Fractional CFO, and a Certified Profit First Professional Mastery Level providing tax strategies to 7 and 8-figure entrepreneurs. Let's dive into strategies to maximize profits in your business!  In this powerful episode of The Profit Talk Podcast, Susanne Mariga talks about the power in being able to make decisions quickly and decisely. Tune in for this insightful episode and learn how to set up your business for lasting financial success!  Visit my FREE Facebook Group, The Profit First Masterclass, where I'll be sharing additional exclusive trainings to members of the community.   If you're excited about what's next for your business and upcoming episodes, please head to our itunes page and give us a review! Your support will help me to bring in other amazing expert interviews to share their best tips on how to powerfully grow in your business!  DISCLAIMER: The information contained within these videos is provided for informational purposes only and does not constitute, an accountant-client relationship. While we use reasonable efforts to furnish accurate and up-to-date information, we assume no liability or responsibility for any errors, omissions, or regulatory updates in the content of this video. Any U.S. federal tax advice contained within is not intended to be used for the purpose of avoiding penalties under U.S. federal tax law. 

Invest Like the Best Key Takeaways  “My appetite for finding the best person in the world to do the thing instead of me doing it is almost infinite.” – Graham Duncan Desire wants what it wants; get in tune with your desire Leverage your comparative advantage: Most investing strategies are downstream of the simple goal of (1) making money and (2) not losing too much In investing, the goal is to make money – not be right or feed the go Navigating the Principal-Agent Dynamic: The principal should set the condition that tells the agent that it is okay to make mistakes; if the agent feels that he cannot make mistakes, then he probably won't take sufficient risks Peter Keonig on Source Dynamics: All organizational dysfunction can be traced back to disagreements about the Source; messing with the origin in any subtle way can affect the entire trajectory of the thing in ways that you wouldn't think  Mastery involves “becoming source” of your own style of investing – it involves coming into your own and not playing the game as others have played it, but truly playing it in your own idiosyncratic way Traits of the best investors: (1) Decisiveness (2) Open-mindedness with a point of view Be opportunistic and flexible so that you can flow with emergent market dynamics instead of getting stuck in them Be Like Toranaga: When everybody else is losing their minds, hold – just holdFollow Your Bliss: Trust the universe that if you get in touch with the thing that you are compulsive about and love, the world will come to you  Quiet Ego as a Superpower: The principal should focus on making money and be less concerned about making the idea their ownOn wandering during a wilderness period in your life: Have patience and don't overweight any one thing; don't over-index on “where you are in the system” or become too concerned with being “relevant” “My appetite for finding the best person in the world to do the thing instead of me doing it is almost infinite.” – Graham Duncan Focus on the intersection of what the world wants from you and what you actually want Read the full notes @ podcastnotes.orgMy guest today is Graham Duncan. This conversation will make you think about your life in new ways. This is a two-hour segment of a 4.5-hour interview I did with Graham last year. It stands alone as remarkable, but those who subscribe to Colossus Review will gain access to the full conversation. This will be true in future issues, too. In 2006, in his early 30s, Graham convinced Stuart Miller, CEO of home construction company Lennar, to let him manage $50 million of his family's wealth. A year later, Miller gave him the rest of his capital outside of Lennar. That investment turned into East Rock, where Graham built an incredible investing track record managing billions for a select group of families by focusing on people. Our conversation explores a wide range of topics—from what makes a great investment partnership to the power of positive feedback loops to starting a restaurant. I'm thankful to Graham for showing me the way so many times and for being willing to be so incredibly open in this conversation. Please enjoy this discussion with Graham Duncan.  Subscribe to Colossus Review. For the full show notes, transcript, and links to mentioned content, check out the episode page here. ----- This episode is brought to you by Ramp. Ramp's mission is to help companies manage their spend in a way that reduces expenses and frees up time for teams to work on more valuable projects. Ramp is the fastest-growing FinTech company in history, and it's backed by more of my favorite past guests (at least 16 of them!) than probably any other company I'm aware of. Go to Ramp.com/invest to sign up for free and get a $250 welcome bonus. – This episode is brought to you by Ridgeline. Ridgeline has built a complete, real-time, modern operating system for investment managers. It handles trading, portfolio management, compliance, customer reporting, and much more through an all-in-one real-time cloud platform. I think this platform will become the standard for investment managers, and if you run an investing firm, I highly recommend you find time to speak with them. Head to ridgelineapps.com to learn more about the platform. – This episode is brought to you by Alphasense. AlphaSense has completely transformed the research process with cutting-edge AI technology and a vast collection of top-tier, reliable business content. Imagine completing your research five to ten times faster with search that delivers the most relevant results, helping you make high-conviction decisions with confidence. Invest Like the Best listeners can get a free trial now at Alpha-Sense.com/Invest and experience firsthand how AlphaSense and Tegus help you make smarter decisions faster. ----- Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Show Notes: (00:00:00) Learn about Ramp, Ridgeline, & Alphasense (00:09:40) Intro to Graham (00:10:24) Launching Colossus Review (00:12:25) The Principal-Agent Dynamic (00:15:17) Navigating Financial Crises (00:17:52) The Right Grip in Investing (00:22:02) Seeding and Investment Strategies (00:26:07) Defining 'Commercial' and Its Implications (00:31:01) The Role of Laziness and Prolific Output (00:32:50) Finding the Right People and Positive Feedback Loops (00:41:51) Navigating Career Transitions and Motivations (00:47:35) Understanding Source Dynamics (00:54:37) Key Criteria for a Great CIO (01:04:13) Structuring Relationships with CIOs (01:08:10) Managing Ambiguity and Protecting Mental Clarity (01:19:39) The Importance of Source in Business (01:22:19) Designing Physical Spaces for Success (01:27:18) Launching a Restaurant: A Casting Exercise (01:34:47) Taking Over and Transforming Existing Ventures (01:37:38) Macro Investing and Adaptability (01:40:36) Hierarchy of Investment Mastery (01:48:40) The Art of Referencing (01:56:38) Formative Experiences and Personal Growth (02:04:44) Building a Business and Taking Risks (02:12:16) The Origin of East Rock

This week, we bring you a conversation from Jan. 17, 2025 on UofL's Employee Success Podcast with Brian Buford. This conversation with UofL's Dr. Patty Payette (from Forward Radio's Critical Thinking for Everyone) is about the Think Aloud Protocol and Leadership. “Leadership is a conversation.” In this episode, Dr. Patty Payette and Brian Buford discuss experiences with mentorship, connection, and rich guidance in the workplace that can elevate and increase the value of your professional practices. Dr. Payette is an expert in applying critical thinking skills to everyday problems and questions. As a trainer, coach, and scholar, she consults with leaders and educators on the design, implementation, and assessment of their improvement projects and innovations, navigating tough conversations and competing interests across organizations. Dr. Payette's role at the University of Louisville hinges on structured and effective leadership implementation. Her numerous publications focus on critical thinking, skill building, and best practices in promoting change and fostering collaboration at all levels of an organization. Listen to Dr. Payette's podcast episode with UofL's Center for Positive Leadership on Mindfulness and Decisiveness at https://positiveleadership.louisville.edu/event-recordings/think-aloud-leadership-mindfulness-podcast-audio-only-patty-payette-karen-newton/ Find the UofL Employee Success Podcast at https://creators.spotify.com/pod/show/uoflemployeesuccesscenter Truth to Power airs every Friday at 9pm, Saturday at 11am, and Sunday at 7pm on Louisville's grassroots, community radio station, Forward Radio 106.5fm WFMP and live streams at https://forwardradio.org

In this episode of The Level Up Podcast, Paul Alex breaks down the art of confident leadership—without being overbearing. True leadership isn't about being the loudest voice in the room; it's about fostering trust, empowering your team, and striking the right balance between confidence and humility.What You'll Learn:Clarity Builds Confidence: How having a clear vision and action plan earns respect and loyalty.The Power of Listening: Why great leaders listen more than they speak and how it builds stronger teams.Decisiveness with Humility: How to make tough calls while staying open to feedback and growth.

In this week's episode of Retire in Texas, Darryl Lyons, CEO and Co-Founder of PAX Financial Group, dives into the art of decision-making and how honing this skill can elevate your financial and personal life. Drawing parallels between the decisiveness needed in investing and the permanence of tattoos, Darryl shares practical tips to help listeners approach life's toughest choices with a thoughtful and deliberate mindset. Key highlights of the episode include: ●       The distinction between decisiveness and impulsiveness - and how to avoid costly mistakes. ●       Why setting the right mental stage (including adequate sleep and a clear mind) is crucial for sound investment decisions. ●       The importance of asking better questions to uncover deeper insights for your financial strategy. ●       Insights from Jim Collins' Good to Great: quoting “Fire bullets, not cannons” for measured, thoughtful decision-making. ●       The risks of overconfidence in investments, including myths about the U.S. dollar and diversification strategies. ●       How to measure and manage downside risk effectively using tools like Monte Carlo analyses and structured products. For more insights and to explore how PAX Financial Group can guide you on your financial journey, visit www.PAXFinancialGroup.com. If you enjoyed this episode, share it with someone who could benefit! Resources: Mitch on the Markets The Strong Dollar's Impact on Markets and Economy in 2025 Decisive: How to Make Better Choices in Life and Work

Welcome to Season 6 of IngenioUs! We're kicking off this exciting new season, focused exclusively on women leaders in higher education, with a conversation you won't want to miss. In this premiere episode, we sit down with Dr. Carol Christ, one of higher education's most distinguished leaders, explores the defining moments of her remarkable career. From her trailblazing tenure as the first woman Chancellor at UC Berkeley to her transformative leadership at Smith College, Dr. Christ reflects on the lessons learned through challenges and breakthroughs alike. Join us as she shares her wisdom on empathy, decision-making, resilience, and the enduring value of women's colleges in today's educational landscape. Whether you're an aspiring leader or a seasoned professional, this conversation sets the tone for a season filled with insights and inspiration from extraordinary women shaping the future of higher education. Key Takeaways Listening is essential to leadership. Women's colleges provide a liberating environment for female leaders. Setting priorities is crucial for maintaining balance. Music serves as a form of meditation and stress relief Effective communication is vital in leadership roles. Empathy helps in understanding diverse perspectives Decisiveness is key in leadership, especially during crises Fundraising is about mutual benefit between institutions and donors. Access to higher education remains a critical issue. Legacy involves creating lasting change and impact Chapters 00:00Carol Christ Into.mp3 00:52Fundraising and Entrepreneurship in Higher Ed 26:29Crisis Management Strategies 28:22Advice for the Next Generation of Leaders 30:33Balancing Free Speech and Community Values 34:23Challenges Facing Higher Education 37:26Reflections on Legacy and Retirement  

In this episode of the Dream Huge Podcast, host Pete Peterson welcomes Elizabeth Bieniek, an author and consultant, who shares her journey from big tech to entrepreneurship. They discuss the innovative WebEx Hologram technology, the importance of good leadership and motivation in teams, and the concept of 'good peopling.' Elizabeth also shares insights from her book, 'Cake on Tuesday,' which outlines lessons learned from her experiences in corporate innovation and the significance of curiosity in driving change. The conversation emphasizes the potential for intrapreneurship within large organizations and the value of helping others succeed. Takeaways Elizabeth Bieniek emphasizes the importance of good leadership in motivating teams. Curiosity is a key driver for innovation and success. The WebEx Hologram technology represents a significant advancement in collaboration tools. Good peopling is essential for effective team dynamics and motivation. Intrapreneurship allows individuals to innovate within large organizations. Learning from others' mistakes can accelerate personal and professional growth. Decisiveness is crucial for effective leadership. Reflecting on past experiences can lead to valuable insights for future endeavors. Building something innovative often requires overcoming significant challenges. The journey of entrepreneurship can be enriched by helping others succeed.    

“Leadership is a conversation.”  In this episode, Dr. Patty Payette and Brian Buford discuss experiences with mentorship, connection, and rich guidance in the workplace that can elevate and increase the value of your professional practices.  Dr. Payette is an expert in applying critical thinking skills to everyday problems and questions. As a trainer, coach, and scholar, she consults with leaders and educators on the design, implementation, and assessment of their improvement projects and innovations, navigating tough conversations and competing interests across organizations. Dr. Payette's role at the University of Louisville hinges on structured and effective leadership implementation. Her numerous publications focus on critical thinking, skill building, and best practices in promoting change and fostering collaboration at all levels of an organization. Listen to Dr. Payette's podcast episode with UofL's Center for Positive Leadership on Mindfulness and Decisiveness here!  Take advantage of Employee Success Resources through our Learning Opportunities today!

Welcome back to another Soul Driven episode!Today, we're diving into the expansiveness of 2025, the 10 Akashic themes, and much more in preparation for a massive year of change and transformation. The year 2025 brings forward a convergence of all that we've been working on and all that's to come — a melding between the individual and the collective, and the many intricacies of this transition.The 2025 Akashic themes are: Love, Death, Togetherness, Individuality, Decisiveness, Creation, Body, Movement from Head to Heart, Fear, and Energy Management. “There is nothing that is happening to you but everything that is happening for you. And for the planet at large. The question simply is, how will you show up? Who will you choose to be in these times? And how will you make your way through?”Enjoy and let me know how it resonates!READ the transcript here: https://open.substack.com/pub/souldrivencollective/p/2025-akashic-forecast-convergence CONNECT ONLINEInstagram https://www.instagram.com/ahnahendrixYouTube https://www.youtube.com/channel/UC5fsN8oqu8Ib8IcvpYZA4jQJANUARY Events & Offerings* Access the Akashic Records: Self Study Course: https://ahnahendrix.com/access-the-akashic-records-self-study-course/* JANUARY Events:* 1/5 2025 Akashic Forecast Toolkit for SDC paid members — join today!* 1/7 Monthly Akashic Channeling Circle 5pm MDT hosted LIVE on Substack * 1/8 Akashic Guidance Circle 12pm MDT/ 2pm EST* SDC paid members only* 1/24 How to Manage Your Energy 12pm MDT/ 7pm EST $88* FREE for paid members of the SDC* LINK: https://ahnahendrix.as.me/?appointmentType=72273747* Waitlist for Access Your Akashic Soul coming in February 2025 https://forms.gle/c75aNrfAjnn5sd296 Get full access to The Soul Driven Collective at souldrivencollective.substack.com/subscribe

What makes a successful Chief Product Officer in today's rapidly evolving technology landscape? In this episode of the CPO Rising Series hosted by Products That Count Resident CPO Renee Niemi, SAP President and CPO Ritu Bhargava shares her insights on the importance of decisiveness, building trust with customers, and adapting to the transformative impact of AI. Ritu emphasizes the power of saying "no" to clear the path for innovation, the value of becoming a trusted advisor to customers, and the need for product leaders to stay agile and reimagine their offerings in the face of technological disruption.

Welcome back to The Level Up Podcast! I'm your host, Paul Alex, and in today's episode, we're talking about decisiveness—a key factor that can make or break your success, both in business and in life. Being decisive isn't just about making quick decisions—it's about making confident, calculated choices that align with your goals and happiness.We'll cover why indecision stalls growth, how decisive actions propel you forward, and the importance of making choices that prioritize both your business success and personal well-being. Tune in to learn how to break free from fear, trust your instincts, and focus on what truly makes you happy.“Your Network is your NETWORTH!”Make sure to add me on all SOCIAL MEDIA PLATFORMS:Instagram: https://jo.my/paulalex2024Facebook: https://jo.my/fbpaulalex2024Youtube: https://jo.my/ytpaulalex2024Linkedin: https://jo.my/inpaulalex2024Looking for a secondary source of income or want to become an entrepreneur?Check out one of my companies below to see if we can help you:www.ATMTogether.comwww.Merchantautomation.comFREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com

During our weekly “Fighting Fitness” segment, Jarrad will break down a recently published study regarding how experiencing voluntary hardship can lead to an increase in willpower and the will to live. Also, Professor Paul will consider the benefit of having muscle when you are diagnosed with a disease. We have a Leadership Lesson for you. This week we consider Decisiveness. What does that mean and how do we learn to be decisive? Finally, Paul recently wrote an article on raising backyard chickens. How important is clean protein for your overall well being? TOPICS COVERED THIS EPISODE [0:03:17] Leadership Lessons: Decisiveness Hal Moore on Leadership https://amzn.to/3ibs2aE Get the Marine Corps Leadership Poster: ShopSOTG.com [0:12:48] Fighting Fitness: aMCC and Voluntary Hardship + Cancer and Muscle Dr. Gabrielle Lyon: How to Exercise & Eat for Optimal Health & Longevity www.youtube.com Hat Tip to Women in Squat Racks How to Increase Your Willpower & Tenacity | Huberman Lab Podcast youtu.be/cwakOgHIT0E Professor Paul wrote his first Chicken Article - A Key to Self-Reliance: Chickens www.shootingnewsweekly.com SOURCES From www.shootingnewsweekly.com: Many moons ago, when Lyndon Johnson was the President of the United States, I was born in Detroit, Michigan, not Warren like some posers who claim to come from the “mean streets of Motown.” Despite what you might have heard, growing up in the Motor City in the 1970's was not that bad for a kid. You learned which streets you could walk on and which ones you did not dare to. However, by 1983, when we lived off of “Six and Gratiot” the city was taking a hard turn for the worse. My mother was born and lived for a time in rural Ohio in her youth. My parents decided that we needed a change from city life so, like the Beverly Hillbillies in reverse, we packed up the truck and moved from the bright lights of the big city to the cornfields of rural Holmes County, Ohio. It turned out to be one of the best and most important experiences of my life.      A “Hobby Farm” Leaving Detroit behind, we moved into a small farm house that had previously been built by the English, but most recently owned by the Amish, therefore it had no electricity, telephone, etc. when we took occupancy. There were indoor plumbing and fixtures, but they weren't hooked up. For the first few weeks we roughed it, lighting the house with kerosene lamps in the evening, using an outhouse and drawing water from an outside well. There was a genuine wood-burning cook stove in the kitchen where my mother prepared our hot food until the electrician came to hook up the power and the plumber got the inside water running. (Click Here for Full Article)

In today's episode, Andy answers your questions on how to build your team up as a young entrepreneur, how to navigate relationships while you're trying to build a business, and the best way to develop decisiveness.

This Episode Originally Aired - April 12, 2022Get the Start Today Journal - https://starttoday.com/products/start-today-journal In this episode of the Rachel Hollis Podcast, Rachel explores the concept of trusting your intuition and inner knowing, emphasizing its importance in making life decisions. 00:00 The Power of Listening to Your Inner Knowing01:34 Nostalgia for TV Theme Songs and the Need for a Personal Theme Song03:10 Answering Stephanie's Question: Growing Your Intuition04:18 The Struggle with Trusting Ourselves and the Role of Gender and Religion10:36 The Impact of Societal Expectations on Women's Self-Trust16:53 Decisiveness and Trusting the Process24:23 Life's Challenges and Finding Meaning27:59 Embracing Life's Uncertainties with Trust and Faith29:04 Tactical Advice for Strengthening Intuition30:04 Meditation and Inner Knowing: Practical Steps33:21 The Power of Listening to Your Gut41:51 Personal Stories of Intuition and Guidance46:30 Exploring Body Awareness and Energy Reading55:09 Closing Thoughts on Trusting Your IntuitionHave a question you want Rach to answer? An idea for a podcast episode??Call the podcast hotline and leave a voicemail! Call (737) 400-4626Sign up for Rachel's weekly email: https://msrachelhollis.com/insider/Watch the podcast on YouTube: https://www.youtube.com/c/RachelHollisMotivation/videosFollow along on Instagram: https://www.instagram.com/MsRachelHollis/ To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices.  

There is POWER in taking action IN THE MOMENT and I'm teaching you how to HARNESS that POWER RIGHT NOW! Having a vision and a well laid out plan is great but it's not enough… The real game-changer? The SPEED and DECISIVENESS with which you execute those plans! I've witnessed firsthand, time and time again, that the true movers and shakers possess an uncanny ability to act without hesitation. This is what I like to call the POWER OF NOW. The energy, the pure vibrational potential of an idea, is at its peak the instant it hits you. Waiting around, second-guessing, or drowning in the need for more information kills more great ideas than almost anything else. It stifles the momentum before it even has a chance to build. Now, I'm not saying there's never a time for patience. But let's be real — those moments are few and far between. The vast majority of victories come when you strike while the iron's hot, transforming that initial spark into a roaring fire. In this episode I'm teaching you: How swift action frees up your mental capacity The undeniable link between quick victories and the surge of CONFIDENCE and MOMENTUM they bring. The pitfalls of procrastination and overthinking, and how they barricade the path to success. Effective tactics to harness the POWER OF NOW, turning this mindset into your default mode. The time for action is not tomorrow, not after you've mulled it over — it's RIGHT NOW! Learn more about your ad choices. Visit podcastchoices.com/adchoices