Podcasts about Delegation

Ryan Pineda and Brian Davila sit down with Rhyan and Chantel Finch to break down how entrepreneurs can build, scale, and sell valuable businesses, from creating recurring revenue and reducing owner dependence to finding the right buyers and maximizing an exit.⁣⁣Connect with Rhyan and Chantel - ⁣https://canzell.com/⁣https://joincanzell.com/⁣https://chantelray.com/books⁣⁣__________⁣If you'd like my team to run your marketing & sales department to scale your business apply here https://www.pinedapartners.com⁣⁣Join our private mastermind for elite business leaders who golf. https://www.mastermind19.com⁣⁣Want to be featured on the Wealthy Way Podcast? Apply here https://www.wealthyway.com⁣⁣If you want to start your real estate investing business, we'll give you 1:1 coaching, seller leads, software, & everything you need. https://www.wealthyinvestor.com⁣⁣Tired of paying so much in taxes every year? We'll give you strategy, tax prep, and accounting all in one place. https://www.taylor-tax.com⁣⁣Join free Bible studies and workshops for Christian business leaders. https://www.tentmakers.us⁣__________⁣⁣Chapters:⁣00:00 - Business vs Real Estate⁣00:50 - Building, Scaling & Selling⁣09:49 - Business Brokering & Sellability⁣15:01 - Recurring Revenue & Multiples⁣17:44 - Delegation & the Vacation Test⁣22:00 - Scaling, Partnerships & Roles⁣30:02 - Exit Timing & AI⁣31:19 - Right vs Wrong Exits⁣35:47 - Faith, Challenges & Future Plans⁣45:05 - Deciding to Exit⁣47:00 - Integrity Over Bigger Offers⁣49:35 - Strategic Buyers & Multiples⁣1:00:07 - Selling at the Peak⁣1:01:24 - AI & Delegation⁣1:07:49 - Buying Businesses & Brokering⁣1:15:07 - Advice for Entrepreneurs⁣1:16:58 - Why You Need Multiple Offers⁣1:18:31 - Resources & Closing

Welcome to episode 346 of Grow Your Law Firm, hosted by Ken Hardison. In this episode, Ken sits down with Matthew Dubin, Founder and CEO of Dubin Law Group. Matthew shares how he grew his Seattle-based personal injury firm from a solo practice into a 90-person operation with a fully developed leadership structure. The conversation focuses on the mindset, systems, delegation, marketing, and operational discipline required to scale a law firm beyond the founder. Matthew explains why early growth requires hustle, referrals, community visibility, and a clear firm identity, while later-stage growth requires documented systems, real executive authority, financial discipline, and the ability to step out of the operator role. Ken and Matthew also discuss AI adoption, leadership structure, and why law firm owners must learn to trust the people and systems they build.   What you'll learn in this episode: 1. Why Early Growth Requires Hustle - How networking and community involvement can help firms generate cases without a major ad budget - Why small firms need to use the founder's time and relationships as their greatest early resource 2. How Identity Shapes Growth - Why law firm owners need to understand their values, message, and client experience - How gratitude, empathy, and compassion became central to their culture and brand 3. Why Systems Beat Heroics - Why growth cannot depend on the founder personally solving every problem - How documented processes and clear ownership help a firm scale more consistently 4. How to Delegate Real Authority - Why titles alone do not create a true leadership team - How Matthew built a C-suite structure with clear ownership, escalation rules, and accountability 5. Why AI and Operations Matter for the Next Stage - How AI can improve efficiency across marketing, intake, case management, and client communication - Why firms need guidelines, secure tools, and a proactive strategy so they are not left behind         Resources:  Website: dubinlawoffice.com LinkedIn: linkedin.com/in/matthewdubin1 Facebook: facebook.com/dubinlawoffice Instagram: instagram.com/dubinlaw         Additional Resources:  https://www.pilmma.org/the-mastermind-effect https://www.pilmma.org/resources https://www.pilmma.org/mastermind

Most lawyers are taught how to practice law, not how to lead people. Then one day, they are handed a team and expected to figure it out. In episode 633 of the Lawyerist Podcast, Stephanie Everett talks with Debbie Foster about leading people, the second cornerstone from their book, Be a Next Level Leader.  Debbie and Stephanie break people's leadership into four essential responsibilities: building trust, developing others, communicating clearly, and holding standards. They explain why trust grows through small, human interactions, why leaders often overload their most dependable employees, and how delegation can become a tool for development instead of a way to clear your own plate.  They also explore why teams cannot meet expectations that were never clearly communicated, how positive and constructive feedback help people grow, and why “no news is good news” is not a leadership strategy.  If you want to build a team that can take greater ownership, perform at a higher level, and succeed without relying on one overburdened A player, this episode offers a practical place to start.  Listen to our previous episodes on Law Firm Leadership, Delegation, and Building Stronger Teams.  #632: Law Firm Leadership: How to Lead Yourself Before Leading Your Team, with Debbie Foster & Stephanie Everett Apple | Spotify | LTN  #631: Tune In Before You Jump In: A Better Way to Delegate, with Shawn Vanderhoven Apple | Spotify | LTN  #616: From Solo to CEO: Letting Go of Legal Work to Grow Your Firm, with Ellen Williamson Apple | Spotify | LTN  #615: How to Stop Being the Bottleneck and Build Stronger Teams, with Debbie Foster and Stephanie Everett Apple | Spotify | LTN    Have thoughts about today's episode? Join the conversation on LinkedIn, Facebook, Instagram, and X!   If today's podcast resonates with you and you haven't read The Small Firm Roadmap Revisited yet, get the first chapter right now for free! Looking for help beyond the book? See if our coaching community is right for you.   Access more resources from Lawyerist at lawyerist.com.   Chapters / Timestamps  00:00 – Introduction  00:21 – Track Your Firm's Progress with the Small Firm Scorecard  03:17 – Leading People: The Second Leadership Cornerstone  04:25 – Trust, Development, Communication, and Standards  05:59 – Why Law Firms Do Not Teach People Management  07:42 – Building Trust Through Real Relationships  08:58 – Small Conversations That Strengthen Trust  10:54 – Delegating to Develop, Not Just to Offload Work  11:26 – The Overburdened A Player Problem  12:48 – Becoming a Multiplier for Your Team  13:31 – Match Delegation to Skill and Readiness  14:52 – Set Clear Expectations Before Asking for More  16:38 – Why Feedback Is a Leadership Skill  18:33 – “No News Is Good News” Does Not Work  19:08 – Learn How Your People Want to Be Recognized  19:53 – A Simple Framework for Better Feedback  21:14 – Holding Standards Without Being Harsh  22:15 – Closing Thoughts and What Comes Next 

What's up, Delegation? Word is, y'all brought the business, and SJR is minding ALL of it! In this MYB episode, we're going there—from healing and uncertainty to discernment, relationships, boundaries, purpose, and everything in between. No topic is off the table. So press play for the answers, but stay awhile for the devotion. And listen, if there's something you've been wrestling with in real life, don't keep it to yourself, sis. Hit our line at (214) 790-7871 and leave a voicemail. Who knows? Your question could be the one our girl is speaking some wisdom into next. Learn more about your ad choices. Visit podcastchoices.com/adchoices

I break down the philosophy behind Sweaty Startup and why execution beats ideas every time. In this conversation, I also share lessons from building multiple companies, learning sales through repetition, scaling with international talent, and creating systems that allow businesses to grow without depending on the owner. Topics include: • Why most people overvalue business ideas • The real skill every entrepreneur needs • How Nick scales with global teams • Delegation and decision making • Building multiple companies without losing focus • The operational systems behind growth A conversation on entrepreneurship, leverage, and building businesses that last. Grow your business:   https://sweatystartup.com/events   Book:   https://www.amazon.com/Sweaty-Startup-Doing-Boring-Things/dp/006338762X     Newsletter:   https://www.nickhuber.com/newsletter     My Companies:   Offshore recruiting – https://somewhere.com   Cost segregation – https://recostseg.com   Self storage – https://boltstorage.com   RE development – http://www.boltbuilders.com   Brokerage – https://nickhuber.com   Paid ads – https://adrhino.com   SEO – https://boldseo.com   Insurance – https://titanrisk.com   Pest control – https://spidexx.com     Sell a business:   http://nickhuber.com/sell     Buy a business:   https://www.nickhuber.com/buy     Invest with me:   http://nickhuber.com/invest     Social Profiles:   X – https://www.x.com/sweatystartup   Instagram – https://www.instagram.com/sweatystartup   TikTok – https://www.tiktok.com/404?fromUrl=/sweatystartup   LinkedIn – https://www.linkedin.com/in/sweatystartup     Podcasts:   The Sweaty Startup & The Nick Huber Show   https://open.spotify.com/show/7L5zQxijU81xq4SbVYNs81     Free PDF – How to analyze a self-storage deal:   https://sweatystartup.ck.page/79046c9b03  

You did it.You figured out what kind of help you needed. You found the right person. You interviewed them, tested the fit, made your choice — and finally got to say those two beautiful words:You're hired.But then Monday morning rolls around. Your shiny new team member is sitting there in your office or in your inbox – ready to go and waiting for instructions… And that's when it hits you. Ohhhhhhh. Now I have to TEACH them how to do all of this.

If your business shuts down every time you take a morning off, you didn't build a business. You built a JOB, one where you're the employee who never gets to call in sick. In week 8 of the Dream Business Blueprint series, Lori gets honest about becoming her own bottleneck, not once but twice. First when she couldn't let go of building websites herself, and again years later when coaching clients became so consuming that her own team was left waiting on her. She breaks down the three fears that actually stop people from delegating (money, control, and "it won't be done right"), the exact signals that tell you it's time to hand something off, and why systems, not more hustle, are what let a business run without you.  This episode also covers the difference between delegating and protecting your time, why loving a task doesn't mean it's the best use of your time, and a simple way to start documenting your processes so someone else can actually follow them.     3 Key Takeaways: Control over the outcome and control over every task are two different things. Confusing the two is what keeps most people stuck doing everything themselves. Delegation without systems just creates a different kind of dependency. If "ask Lori" is the system, the business can't run without her. A simple written process, checklist, or short recorded walkthrough is enough. The test is whether someone else could follow it without calling you. Protecting your time is an ongoing decision, not a one-time fix. Even with a team in place, the work you love most is often what quietly creeps back onto your plate. Freedom means being deliberate about what stays on your plate, not just what comes off it. Grab this week's worksheet, the Freedom Assessment, as part of the Dream Business Blueprint: midlifebusinessacademy.com/blueprint Ready to figure out where your business is costing you freedom? Book a Dream Business Design Session at TalkWithLori.com   Resources: Download your Dream Business Blueprint workbook HERE Join Lori's private Facebook group - The Midlife Business Academy. A Facebook group for The Typewriter Generation!  A community to share business growth strategies that work for us! Join now!   Connect with Lori Follow me on social media - grab other free resources of book a call - it's all right here! Apply for a "Hot Seat" coaching session to work through your business challenges live: MyCoachLori.com

Thabo Shole Mashao speaks to Klaus Muller, Industrial Psychologist discussing the cost of understaffing and what it does to employee productivity and satisfaction, They also reflect on what employers should be doing to manage employee wellbeing when understaffed. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Du gehst morgens mit voller Energie in den Tag, triffst Entscheidungen, beantwortest Fragen, arbeitest E-Mails ab. Und abends fragst Du Dich trotzdem, was Du eigentlich erreicht hast. Deinem Team geht es genauso. Viel erledigt, wenig vorangekommen. In dieser Folge von #tellme geht Alexander Pokorny einem Missverständnis nach, das er in Seminaren und Unternehmen immer wieder auflösen muss: Als Führungskraft hast Du nicht einen Job, sondern zwei. Die erste Aufgabe ist Deine Positionsaufgabe. Ob Werkstattleitung, Einkauf, Marketing oder Controlling: Hier glänzt Du mit Deinem Fachwissen, triffst Entscheidungen und bringst Deine Erfahrung ein. Diese Aufgabe erledigst Du Tag für Tag, und sie gewinnt fast immer. Die zweite Aufgabe ist die Führungsaufgabe. Und genau die fällt im Alltag hinten runter. Führung passiert nämlich nicht nebenher, während Du selbst mitschaufelst. Führung heißt, Deinem Team die Ressourcen zu geben, damit es selbst entscheiden kann. Kompetenzen aufzubauen, damit nicht jede Frage bei Dir landet. Eine Kultur der Weiterentwicklung zu schaffen. Und dafür brauchst Du echte Zeit: für Mitarbeitergespräche, für Reflexion, für klare Kommunikation von Erwartungen und Aufgaben. Alexander zeigt Dir, warum die erste Aufgabe immer gewinnt, warum das kurzfristig sogar richtig ist und warum es Dein Team langfristig trotzdem zurückwirft, wenn die Führungsaufgabe dauerhaft liegen bleibt. Statt selbst noch stärker mit anzupacken, trittst Du als Führungskraft einen Schritt zurück und schaust von außen: Haben wir das richtige Werkzeug? Arbeiten wir an der richtigen Stelle? Wo wollen wir eigentlich hin? Eine Folge für alle Führungskräfte, die spüren, dass sie viel arbeiten und trotzdem nicht wirklich führen. Klar, direkt und mit einem konkreten Impuls für Deinen nächsten Arbeitstag. Erfahre mehr auf www.alp-alexanderpokorny.de

On today's episode of The CLS Experience, Craig Siegel sits down with Lacey Newman, founder, coach, real estate juggernaut and keynote speaker, for a powerful conversation about success, freedom, AI, and what it really means to build a life that doesn't require you to constantly over-function. Lacey shares how she scaled a real estate team to nearly $1B in sales, hosted an Emmy-nominated TV show, and ultimately realized that more money wasn't the answer - freedom, alignment, and actually loving her calendar were. They dive into how to use AI without losing your voice through the 10-80-10 rule, why over-functioning can become a fast track to burnout, and how delegation, spirituality, motherhood, and trusting your intuition can completely change the way you lead. If you're a high performer who wants to create more freedom without sacrificing the soul behind what you're building, this conversation is for you.02:25 How to Use AI Without Losing Your Soul06:22 The 10-80-10 Rule for Keeping Your Voice12:25 Why Overfunctioning Is a Fast Track to Burnout13:54 Redefining Success Beyond Money36:45 Delegation, AI, and the Freedom to LeadCheck out Lacey's AI for Ambitious Women Workshop on August 25th HERE:Check out Lacey on Instagram HERE:Check out Lacey HERE:Early Bird Tickets now available for our October live event, CLS: Formation HERE:To join our community click here.➤ Order a copy of Craig's book The Reinvention Formula today! ➤ Join our CLS texting community for free daily inspiration and wisdom to elevate your life, text (917) 634-3796➤ INSTAGRAM➤ FACEBOOK➤ TIKTOK➤ YOUTUBE➤ WEBSITE➤ LINKEDIN➤ X

What happens when a leader stays incredibly busy but keeps avoiding the work that only they can do? In this episode, we unpack what "lazy leadership" actually looks like and why it has far less to do with how hard we work than with which responsibilities we choose to avoid. We discuss the difference between delegation, rest, hustle, and avoidance, along with the consequences our teams and future selves inherit when difficult decisions are continually delayed. We also explore how our unspoken behaviors teach employees what standards really matter, whether we intend them to or not. Finally, we challenge ourselves to identify the one difficult responsibility that belongs on our plate and deliberately do the hard thing before somebody else inherits the problem. Main topics:  Recognizing selective leadership avoidance Delegation versus avoiding responsibility Modeling standards through actions Protecting teams from burnout Practicing deliberate self leadership Main takeaway:  "The opposite of a lazy leader is not a hustling leader. It's a deliberate one." You can work from sunrise to sunset and still avoid the most important work in your business. Leadership isn't measured by how many visits you complete, emails you answer, or boxes you check. Sometimes the real work is raising the price, writing the SOP, confronting poor performance, reviewing the numbers, or making the decision you've been putting off. And when we avoid those responsibilities, they don't disappear. Someone inherits them—our employees, our family, our clients, or our future selves. Good leadership isn't about doing everything Links: Check out our Starter Packs See all of our discounts!

Description:What if the next level of your business doesn't require working harder, but learning what you should stop doing yourself?On this episode of I Am Refocused Radio, Shemaiah Reed sits down with Kirsten Graham, co-founder of Six Figure Business Coaching, business coach, podcaster, and real estate investor, for a practical conversation about building a business that can grow without consuming your entire life.Kirsten helps entrepreneurs create stronger systems, delegate with confidence, use Virtual Assistants, embrace automation, and focus their energy on the work that actually moves the business forward. Her approach is built around a simple idea: entrepreneurs shouldn't have to wear every hat in the company in order to succeed.In this conversation, we explore:Why doing everything yourself eventually becomes a barrier to growthHow to know when it's time to hire or outsourceWhat entrepreneurs should delegate firstHow Virtual Assistants can support marketing, bookkeeping, podcast outreach, video content, and daily operationsWhy systems are essential for sustainable growthHow AI and automation are changing small businessThe difference between being self-employed and truly leading a companyHow entrepreneurs can increase visibility without living on social mediaWhy financial clarity matters when scalingHow to build a business that gives you more freedom instead of creating another jobKirsten also shares lessons from her background in real estate, mortgages, entrepreneurship, and coaching, and explains why the right people, systems, and processes can completely change the trajectory of a business.If you're an entrepreneur who feels overwhelmed by the endless list of things that need to get done, this conversation may challenge one of the biggest assumptions in business:You don't have to do everything to be successful. You have to build something that works without everything depending on you.https://sixfigurebusinesscoaching.com/Become a supporter of this podcast: https://www.spreaker.com/podcast/i-am-refocused-radio--2671113/support.Subscribe now at YouTube.com/@RefocusedNetworkThank you for your time. 

SURPRISE! I'm pregnant! And also, SURPRISE! The Friday Society Podcast has a new name. It is now the Alexa Grow My Business Podcast. I've been waiting to share the news and the time feels right. As a small business owner who runs literally everything in my business, I am getting a lot of questions about how to prepare for maternity leave as a business owner. I realized that I'm actually pretty set to take a few months off because of all the work I've been doing over the past few years and implementing the strategies I teach about in The Friday Society Membership. In today's episode, I share exactly how I am setting up my small business marketing membership to run seamlessly while I'm away, the systems I have in place, and exciting guest speakers within TFS membership, including Jennifer Maavani of Physique 57 & Anne Mahlum former owner of Solidcore. I also invited two of the most intentional mother's and business owner's to share their advice on how to create the maternity leave of your dreams. I hosted Mandee Pearson of Santosha Pilates and Erika Polisnelli of Evolve by Erika. If you're needing to set yourself up for a successful maternity leave then listen to these two trainings in the membership! I promise, with the right marketing systems in place you can take a step back and let your business run itself. Time Management, Delegation, and BoundariesPrice Raise 101Hope you guys enjoy the episode!Download my app! It's a free marketing coach in your pocket. To keep up with me on instagram, follow me @alexagrowmybusinessTo join the The Friday Society Membership, click here To join my newsletter for free marketing advice, click hereTo view all of my free resources, click here! 

Are you the person everyone counts on—the one who can always figure it out, squeeze it in, or take on one more thing?Being capable is a gift, but it can also become a trap.In today's episode, I'm joined by business strategist and executive coach Dawn Andrews, Founder and CEO of Free Range Thinking, to talk about what happens when capable women become responsible for too much—at work, at home, and everywhere in between.Dawn shares why highly capable women are especially vulnerable to burnout, how caring leaders can accidentally take on responsibilities that belong to other people, and why doing more isn't always the best use of your capacity.We also dive into boundaries—and a completely different way to think about them. Instead of waiting until you're exhausted and finally declaring, “I can't do this anymore,” Dawn encourages us to build boundaries around what we value and want to protect.In this episode, we talk about:The “curse of the capable” and why capable women often end up carrying moreWhy doing less can actually make you a better leaderThe difference between supporting someone and taking responsibility for themWhy holding space for someone is different from holding their weightHow over-functioning prevents the people around us from growingWhy boundaries can feel so difficult for dependable, high-achieving womenHow to set boundaries based on your values instead of your exhaustionWhy your capacity should be spent on what you chooseThe power of pausing before automatically saying yesDawn's simple three-question boundary check using energy, resentment, and enthusiasmIf you're tired of automatically asking, “How can I make this work?” every time something lands on your plate, this conversation will help you start asking a much more important question: “Do I actually want to?”Text us your feedback or questions!Stay connected!Join us in The Supermom Society! Get all the details at thesupermomsociety.com!Get all our show notes, buy the book Secrets of Supermom, and more at our website: www.secretsofsupermom.comSecrets of Supermom on FacebookSecrets of Supermom on Instagram

Productivity gurus insist we must engineer ourselves into completion machines. This is nonsense, rather like insisting everyone should enjoy opera. The truth, as behavioral psychology reveals, is delightfully simple: we finish what we're motivated and able to do. Everything else is self-sabotage mistaken for ambition. Perfectionism, is a whole side mission that gets in the way of anything causing creative constipation. We can start working smarter by abandoning the unrewarding, delegating the tedious, and valuing time so highly that saying no becomes second nature. Identify what you reliably finish and do more of that Remove non-essential blockers that make tasks harder than needed Treat big ideas as stepping stones, not precious monuments Learn to let go of the big ideas that hold you back and start doing more things that you will actually finish. SPONSORS ☺️ ⁠⁠⁠⁠⁠NOCD⁠⁠⁠⁠⁠ Struggling with OCD or unrelenting intrusive thoughts, NOCD can help Book a free 15 min call ⁠⁠⁠⁠⁠https://learn.nocd.com/growthmindset⁠⁠⁠⁠ UPGRADE to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Premium⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠:

Coaching is the least-used of the Manager Tools Trinity's tools - One On Ones, Feedback, Delegation, and Coaching. That's too bad, because it only takes 5-10 minutes a week. One common use case we've heard from managers is helping a direct who has excellent job skills but struggles with relationships. Here's how to do that.

You started a business because you wanted freedom. But now every client, invoice, follow-up, and decision depends on you—and you're working more hours than you ever did at a job.So did you actually build a business… or did you just create a harder job?In this episode of Mama's House To Penthouse, Prinston Hicks and Country Cowboy break down the mindset shift required to go from self-employed worker to true business owner.They discuss:• Working ON your business vs. working IN it• Why entrepreneurs become bottlenecks• The player vs. coach mentality• Delegation and hiring• Organizational charts and leadership• Building repeatable systems and SOPs• Key-man risk and key-man thinking• Why working harder isn't the same as scaling• Creative ways to build a team before you can afford large salaries• Moving from a worker mindset to an owner mindsetThey also discuss YouTube monetization, AI-generated content, content distribution, and why creating great content means nothing if nobody sees it.If your business can't function without you, this episode will challenge you to rethink what you're actually building.Follow Mama's House To Penthouse for weekly conversations about entrepreneurship, business systems, AI, leadership, marketing, mindset, and building a life of freedom.⏱️ CHAPTERS00:00 Intro01:35 YouTube Monetization Is Getting Harder03:29 Platforms Are Cracking Down On Engagement Bait & AI Slop04:43 Creating Content Isn't Enough Anymore05:03 Why Businesses Need Content Distribution06:31 Consistency & Getting Your Content Seen07:28 Penthouse Plays Recap07:58 Mama's House Mail08:00 Did You Build a Business or Just a Harder Job?12:15 Why Entrepreneurs Become Their Own Bottleneck15:00 Stop Thinking Like an Employee18:30 Building an Organizational Chart22:00 The Player vs. Coach Mentality25:00 Stop Doing Everything Yourself29:30 Building a Team That Can Execute Without You34:00 The CEO Isn't the Top of the Food Chain38:00 Key-Man Risk & Key-Man Thinking42:00 Systems Turn Work Into a Business45:00 Why Working 18 Hours Doesn't Mean You're Building48:00 Delegation, SOPs & Getting the Right People52:00 Why You Need to Step Back to Scale55:00 Stop Glorifying How Hard You Work58:00 How to 10X a $100K Business1:02:00 Creative Ways to Hire Before You Can Afford Full-Time Staff1:05:00 Stop Making Business Harder Than It Has To Be1:08:00 From Worker Mindset to Owner Mindset1:11:01 Outro

Dr. Bertina Hooks has been a hospitalist, a locums doctor, a private practice owner across three locations, a utilization management reviewer, a medical expert witness, and a physician coach. She built all of that intentionally, piece by piece, while raising a daughter and running a business with no roadmap. Then in December 2022, she was hospitalized with necrotizing fasciitis and woke up without her right leg below the knee. In this episode, she talks about burnout recovery, career reinvention, and the non-clinical pathways most doctors do not know exist until they are desperate enough to start looking. Her message to every doctor who feels trapped is the same: you are not stuck, you are not broken, you just need clarity about what you are actually looking for. Timestamped Highlights [06:00]: Dr. Hooks describes how she set up her own outpatient practice from scratch, and the specific systems she built before she saw her first patient that kept charting inside clinic hours from day one. [09:00]: She explains where she learned the delegation and workflow skills that most doctors never develop, and why hospitalist medicine was the unexpected training ground for running a sustainable practice. [21:00]: The hybrid approach she used to start her private practice without financial risk, running hospitalist shifts alongside building her own panel, and why it allowed her to ramp up slowly and intentionally. [22:00]: Dr. Hooks describes the health emergency that changed everything, and what it forced her to ask herself about medicine, identity, and what she actually wanted. [25:00]: She maps out the three non-clinical career paths she coaches doctors through most often, including one that most physicians misunderstand entirely. [33:00]: The values energy audit she uses with every coaching client, and why she believes alignment between values and career is the foundation of burnout recovery. Three Key Takeaways 1. Sustainable practice requires intentional systems, not just goodwill. Dr. Hooks did not stumble into an efficient clinical day. She designed it, deliberately, before she opened her doors. Pre-visit labs ordered a week in advance. Huddles with staff before morning and afternoon sessions. Templates for normal inbox results handled by the nurse, with anything flagged coming directly to her. Scribes from early on. Delegation structured around scope of practice. She knew what had made her exhausted as a resident and as a hospitalist, and she made different decisions. The lesson is not that her system is the right one. It is that she had one, and most doctors never build theirs. 2. Your medical degree is portable in more directions than you think. Dr. Hooks has built income streams across clinical medicine, utilization management, medical expert work, and physician coaching. None of the non-clinical work required an additional degree. What it required was a willingness to see her existing skills differently, and a mindset shift around what counts as using her training. She coaches doctors who are considering a pivot and consistently finds the same thing: the barrier is almost never competence. It is imagination. The belief that there is only one way to be a doctor, and that stepping outside it means starting from scratch. 3. Burnout recovery starts with recognizing the signals before they become a crisis. Dr. Hooks describes burnout as a spectrum, and the early signals are easy to miss or explain away. The clearest early sign she names: coming back from a break and not feeling the return of motivation that used to be automatic. She teaches a values energy audit as one of her foundational coaching tools, built on a simple question: when you look at where your energy is going, how much of it is actually aligned with what you care about? That audit, she says, is often the first time a doctor has been asked that question. And the answer is almost always the beginning of everything that needs to change. Guest Bio Dr. Bertina Hooks is a board-certified internal medicine physician, entrepreneur, and physician coach based in Texas. After building a multi-location private practice, navigating a serious health emergency that resulted in a below-knee amputation, and exploring careers across utilization management, medical expert work, and telemedicine, she founded Pinnacle Business Academy to help doctors navigate burnout recovery and career reinvention. Her memoir, From Fire to Freedom: A Memoir of Transformation, Renewal, and Resilience, launches September 23rd, 2026. Find her at pinnaclebusinessacademy.org and bertinamhooksmd.org. Would you like to view a transcript of this episode? Click Here Charting Champions is a premiere, lifetime access Physician only program that is helping Physicians get home with today's work done. All the proven tools, support and community you need to create time for your life outside of medicine. Learn more at https://www.chartingcoach.ca Enjoying this podcast? Please share it with someone who would benefit. Also, don't forget to hit “follow” so you get all the new episodes as soon as they are released. Come hang out with me on Facebook or Instagram. Follow me @thechartingcoach to get more practical tools to help you create sustainable clinical medicine in your life. Questions? Comments? Want to share how this podcast has helped you? Shoot me an email at admin@reachcareercoaching.ca. I would love to hear from you.

You've hired the associate. Brought on the paralegal. Maybe even added an assistant. And yet you're still the one answering emails at 11 p.m., still the last one making every decision, still the one who can't take a real vacation. Delegation was supposed to fix this. Why hasn't it?In this episode, Gary sits down with Gina Cotner, founder and CEO of Athena Executive Services, to unpack why delegation fails at the leadership level and how attorneys can finally build teams that let them focus on their highest and best use. Gina works just 10 to 15 hours a week running a multimillion-dollar firm, and she shares the mindset shifts, systems, and accountability practices that make it possible for any lawyer to do the same."World peace is not in the balance here. We're just delegating." — Gina CotnerKey takeaways:Recognize why lawyers are trained to grip control tightly, and learn how to loosen that grip without sacrificing quality or client outcomesAsk "given everything on your plate, when can you have this done?" and watch your team's follow-through transformStop asking "any questions?" and start asking "what questions do you have?" because one assumes questions are goodTrust your team before they've fully earned it, because more often than not people rise to the level of belief you place in themBook a standing golf game, tennis match, or dinner that costs money and involves other people, and let that constraint force your calendar into alignmentIdentify the first task you should offload tomorrow morning to start building real freedom into your practiceGina Cotner is the founder and CEO of Athena Executive Services, one of the top virtual executive assistant firms in the country. Her elite EAs partner with attorneys, executives, and entrepreneurs to take ownership of the work that isn't their highest and best use, freeing leaders to lead. Gina is also a dynamic speaker and workshop facilitator known for her practical approach to delegation, accountability, and building teams rooted in trust.Special for listeners of The Free Lawyer: Receive 5 free hours of service added to your first full month of work with Athena Executive Services, a $275 value. Just mention this offer during your first call. Learn more at athenaexecutiveservices.com.If this episode moved something for you, share it with a colleague who needs to hear it. Subscribe wherever you listen, leave a review, and visit garymiles.net to explore how coaching can help you practice with purpose and live with freedom. You can also reach Gary directly at gary@garymiles.net.TIMESTAMPS[00:00] Introduction and episode preview[01:35] From EA to firm founder[04:31] Better done than perfect[07:08] Why lawyers struggle to let go[09:12] What Athena does differently[14:31] How delegation has evolved[17:09] AI, human EAs, and the future[19:55] The trust and accountability blind spot[28:06] Applying the accountability framework[31:34] One thing to do tomorrow morningGUEST BIOGina Cotner is the founder and CEO of Athena Executive Services, one of the top virtual executive assistant firms in the United States, specializing in delegation and accountability for high-performing leaders. She serves swamped attorneys, executives, and entrepreneurs by pairing them with elite Executive Assistants who take ownership of the work that isn't their highest and best use. A dynamic speaker and workshop facilitator, Gina spent 25 years leading transformational programs at Landmark before building Athena into the firm it is today. She now runs her business in just 10 to 15 hours a week, spending the rest of her time on tournament pickleball, golf, and life at the California coast.Would you like to learn what it looks like to become a truly Free Lawyer? You can schedule a complimentary call here: https://calendly.com/garymiles-successcoach/one-one-discovery-callYou can find The Free Lawyer Assessment here- https://www.garymiles.net/the-free-lawyer-assessment

“It's not always about how are we going to do it, but who.” Connect With Our SponsorsSolventum - https://go.solventum.com/clarityGreyFinch - https://greyfinch.com/jillallen/A-Dec - https://www.a-dec.com/orthodonticsSmileSuite - https://getsmilesuite.com/ Summary In this episode of Hey Docs!, Jill Allen presents on the “Who Not How” mindset, urging orthodontic practice owners and managers to stop centering themselves in goal achievement and instead identify the right “whos” (team members, third-party partners, coaches, and tools) to execute. She critiques arbitrary, repetitive goal-setting without plans or resources, and warns against Superman/Superwoman syndrome driven by ego, control, or reluctance to spend. Jill explains the multiplier effect of working with capable people and outlines a hierarchy of business needs—from solid daily operations and systems, to financial stability, market presence and patient experience, innovation and growth, and ultimately freedom. She highlights practical AI “whos,” demonstrating how ChatGPT can rapidly create social media strategy, messaging, and calendars, and how Canva can produce branded templates, bulk posts, and AI avatar videos for tasks like patient instructions. Connect With Our Guest Jill Allen & Associates - https://www.practiceresults.com/ Takeaways Stop asking how and start asking who. The right people get you to your goals faster than any plan.Every successful person has a coach or a "who" helping them level up.Make sure your goals are achievable and backed by a real plan.Superman/Superwoman syndrome is real. Ego and control can keep you stuck.Delegation isn't a weakness. Trust your team to help you get things done.Building your practice on a solid foundation is essential: daily operations, systems, and the right team members.Give your team members a career path.Your market presence matters. Patients are researching you before they ever walk in the door.ChatGPT can handle social media strategy, SOPs, job ads, blogs, and more in minutes.Canva makes professional, on-brand content creation fast and affordable for any team member.Chapters 00:00 Introduction05:18 Goal Setting Fallacy08:07 Superhero Syndrome Mindset15:44 Multiplier Effect and Picking Whos20:59 Business Needs Pyramid26:49 Whos for Ops Finance and Marketing31:31 Freedom Through Growth34:55 AI as Your Who36:45 ChatGPT for Social Media46:08 Canva Templates and Avatars52:29 Final Takeaways and Next Steps Episode Credits:  Hosted by Jill AllenProduced by Jordann KillionAudio Engineering by Garrett LuceroAre you ready to start a practice of your own? Do you need a fresh set of eyes or some advice in your existing practice?Reach out to me- www.practiceresults.com.    If you like what we are doing here on Hey Docs! and want to hear more of this awesome content, give us a 5-star Rating on your preferred listening platform and subscribe to our show so you never miss an episode.    New episodes drop every Thursday!   

Trusting your team does not mean abandoning accountability. Delegation without verification creates risk. In this episode of The Level Up Podcast, Paul Alex breaks down why strong leaders give their teams autonomy while still using clear metrics, audits, and accountability systems to protect the business. You can delegate responsibility. You cannot delegate ownership of the outcome. If standards begin slipping and nobody is checking the data, small operational problems can quietly turn into major failures. In this episode, you'll learn: • Why blind trust can become a dangerous leadership mistake• How KPIs create accountability without constant micromanagement• Why regular audits help protect quality and customer retention• How transparency and verification can actually create greater autonomy The truth is simple: Trust your people. Verify the results. Set clear expectations. Track the metrics. Inspect the work without hovering over every decision. When accountability is built into the system, your strongest operators gain more freedom while weak performance becomes impossible to hide. Inspect what you expect. 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://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQLinkedIn: https://jo.my/inpaulalex2024 Looking 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.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Evan Campbell from The Rectory School in Connecticut discusses his 17-year journey from college tennis player to Dean of Students and interim Director of Secondary School Advising, while also coaching varsity tennis and assisting with varsity hockey. He explains what a junior boarding school is (boarding grades 5–9, with only 11 in the U.S.), how Rectory supports varied student outcomes, and how proximity to neighboring high schools like Pomfret enables shared facilities without being a guaranteed feeder path. Campbell compares coaching in hockey versus tennis, emphasizing the mental demands of individual sports, the value of students playing multiple sports, and how his dean role shaped his coaching through consistency, accountability, and care. He breaks down head vs. assistant coaching responsibilities, humility, role clarity, and concludes with a mindset shift toward intentionally building personal connections with each student-athlete.00:00 Meet Evan Campbell00:37 Many Hats at Rectory01:32 How He Got Here02:19 What Is Junior Boarding06:17 Rectory and Pomfret Neighbors08:47 Coaching Tennis in Winter09:38 Multi Sport Upbringing12:09 Pond Hockey Culture13:35 Dean of Students Reality14:28 Discipline Through Relationships18:21 Dean Role Shapes Coaching21:28 Head vs Assistant Coach26:36 Assistant Coach Humility27:22 Multi Sport Coaching Benefits29:19 Hockey vs Tennis Intensity32:11 Tennis as Mental Therapy35:08 Team vs Individual Lessons35:54 Head vs Assistant Reps46:20 Building Coaching Staff Roles48:41 Delegation and Practice Splits51:48 Changing Minds on Connection54:47 Final Wrap and Golf Banter

This week, Angela discusses the importance of both spouses being involved in financial planning, sharing a cautionary tale of a man who left his wife unprepared after his sudden death. She explores the psychological reasons people avoid financial conversations and emphasizes the need for holistic planning and open communication. Key Takeaways

Great leaders don't always have the answers. But they know how to build teams that do. SUMMARY In this episode of Long Blue Leadership, Mitch Torrel '14 discusses the power of mentorship, constructive feedback, humility and creating an environment where everyone can contribute. His leadership lessons are just as relevant in the boardroom as they are on the battlefield.   MITCH TORREL'S TOP 10 LEADERSHIP TAKEAWAYS Lead Through Fear, Not Around It Even when you're anxious or scared, keep moving forward and executing the mission; courage is acting despite fear, not waiting for fear to disappear. Trust Your Preparation When you hit uncertainty, fall back on the work you've already put in — physical, mental, and technical — rather than spiraling about what's coming next. Focus on the Team to Get Out of Your Own Head Shifting your attention from your own anxiety to how you can support and elevate others makes hard environments more endurable and improves performance. Discover You Have “More in the Tank” Don't treat real missions or selections like workouts; push past your comfort ceiling and you'll find reserves of mental and physical capacity you didn't know you had. Break Big Fears into Small, Daily Gains You don't need to be the best today — just better than yesterday; attack weaknesses with small, consistent, incremental progress. Leverage Mentors and Learn Aggressively Assume you're not the first to face a challenge. Seek out people who've done it before and copy their mindset, preparation and frameworks to shorten your learning curve. Make Feedback Normal, Specific, and Frequent Build team habits where everyone gets clear strengths and weaknesses surfaced (even anonymously at first), then use trends in that feedback to drive personal change. Balance Urgency with Deliberate Planning In crises, don't rush in just because the situation is urgent. Pause to gather facts, build a simple plan and avoid making the emergency worse. Use Your Team's Brains — Don't Lead Alone As a leader, your job is to facilitate: Draw out the quiet voices, aggregate the best ideas, and delegate execution rather than trying to be the sole problem-solver. Set Clear Standards and Red Lines Early Explicitly communicate what you will and won't tolerate so you can enforce discipline fairly and consistently, protecting both people and mission over the long haul.   CHAPTERS 00:00:00 – Opening: Leading Through Fear 00:01:27 – Special Tactics Pipeline: Anxiety, Night Sweats and Uncertainty 00:03:50 – Trusting Preparation and Learning to Hate the Water Less 00:05:40 – Shared Hardship and Team Bonding in the Pipeline 00:07:27 – “More in the Tank”: Rucks, Mental Toughness and Selection 00:11:14 – Learning from Others, Mentorship and Owning Weakness 00:15:36 – Five Traits Torrel Looks for in Leaders 00:19:49 – Feedback Culture, Blind Spots and High-Performing Teams 00:25:34 – Thai Cave Rescue: First Mission and Leading Under Pressure 00:29:59 – New Leaders, Delegation and Facilitating the Team 00:36:34 – Failing, Standards and Command Red Lines 00:40:24 – Advice to Younger Self and Enjoying Each Season 00:43:25 – Transition to Business, Ongoing Service and Final Leadership Charge   ABOUT MITCH BIO Mitch Torrel, U.S. Air Force Academy Class of 2014, is a former Division I hockey player, Air Force Special Tactics officer, entrepreneur and founder of Sentry Operations. After beginning his Air Force career in pilot training, Torrel found his calling in special operations, completing the demanding Special Tactics training pipeline and serving in operational and leadership roles. While stationed in Okinawa, Japan, Torrel served as operations officer for the U.S. team supporting the 2018 rescue of 12 young soccer players and their coach from a flooded cave complex in Thailand. The experience, his first operational mission, became one of several defining chapters in a career shaped by high-stakes decision-making, teamwork, resilience and leadership under pressure.   CONNECT WITH MITCH LINKEDIN  |  SENTRY OPERATIONS   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  ted.robertson@usafa.org Send your feedback or nominate a guest: socialmedia@usafa.org   < ----- > Ryan Hall | Director:  ryan.hall@usafa.org  Bryan Grossman | Copy Editor:  bryan.grossman@usafa.org Wyatt Hornsby | Executive Producer:  wyatt.hornsby@usafa.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     TRANSCRIPT OUR SPEAKERS:  Guest, Mitch Torrel '14 | Host, Lt. Col. (ret.) Naviere Walkewicz '99 Lt. Col. (Ret.) Naviere Walkewicz 0:01 Sometimes leadership isn't about eliminating fear; it's about learning how to move forward, even if fear is sitting right next to you. I'm Naviere Walkowicz, Class of '99. Long Blue Leadership starts now. Today's guest is Mitch Teorrel, 2014 graduate of the Air Force Academy, former Division I hockey player, Air Force special tactics officer, also an entrepreneur near the founder of Century Operations. You know you've had a unique career. In fact, many probably know a lot of your work when it comes to an international rescue event, and we'll talk about that later on. But I think what's most exciting about this time with you, Mitch, is how you continue to lead, but you've done it through what some would call overcoming fear or maybe leading through fear. And so I think we're going to have a fantastic conversation today, and I welcome you to Long Blue Leadership. Mitch Torrel 0:53 Naviere, I appreciate you for having me out. Humbled to get the opportunity to kind of share some stories today, and so I'm looking forward to it. Thank you. Col. Naviere Walkewicz 1:01 Well, thanks for the time. We're going to jump right in with the time that you know when we had a chance to talk, Mitch. It was something that kind of surprised me, and I think others will really appreciate this. You know, when you're going through your Air Force special tactics training to kind of be in that role, you experience like night sweats and literally having to change your clothes at night. And I'm looking across to you. You're not sweating right now. You're looking pretty cool and calm. And so take me back to that experience, and let's just start there. Mitch Torrel 1:28 Yeah, pipeline is a pretty arduous process. It's two years; every day is a grind. It's difficult. You're not really sure what tomorrow holds, and they keep it that way, pretty close hold. You don't know what you got tomorrow. You just know it's going to be an early rise, and it's going to be really physically taxing. It's going to be mentally demanding, and you're not sure if. I think part of the anxiety is, do I mentally have what it takes to withstand and with withhold another day? Do I physically have what it takes to continue to drive on, and I think that unknown, the unknown on what's to come, am I going to be enough? The two years is a selection process, so you're getting assessed and selected every day, and it's a lot of anxiety to take on because you're not sure how you're going to perform. I think a lot of us have such internal pressures on ourselves to perform in and out every day that it makes it very difficult to get out of your mind and not worry about the anxiety of what's coming tomorrow. Col. Naviere Walkewicz 2:29 Well, it makes me think the closest thing that I can think of right at this moment is you know basic cadet training, which is six weeks, and you just talked about two years of uncertainty and not you know waking up early and not knowing what's next. You know, how did you kind of navigate through that? I think we all know how we navigated through BCT, but I think certainly this is much when it's something that's so enduring. I think that's a different situation. Mitch Torrel 2:51 I think a part of goes back to just trusting in your preparation. Did I do what it took to prepare? And if you did, if you didn't, there's not much you can change the night before, and so trusting in your abilities, your ability to adapt, your ability to withstand. I think I hated the water, and they always told you going through the pipeline. If you don't love the water, you're not going to make it through. And I'm a testament to I hated the water every day, dreaded it almost on a daily basis. But you know, learn to overcome and deal with that anxiety and just pressure that it brought. But every day is an opportunity to kind of build that wall up. Your ability to withstand, your ability to deal with anxiety, your ability to deal with the unknown, and I think the pipeline was a really good opportunity for me to kind of grow. I remember when we were in Mississippi, one of the earlier schools. It's three months. Every day was again very arduous. You didn't know it was coming. Are they going to put us in a pool tomorrow? Am I going to drown? You know, am I going to be able to make it through? Am I going to do a good job of leading the team? I think being able to focus on the team allowed me to not worry about myself and kind of focus on something else. And I think worrying about others allowed me to really make it through some of those arduous times, and that was very helpful to me. I remember I probably took a lot longer to grow to the point where you know you're not worried about tomorrow. I used to have to wake up at night, change my sheets, change what I was wearing, you know, and that happened every night because I would just wake up in a dead sweat and I was soaking wet, and eventually, you know, through exposure and through time, you learn to just exist and not worry about what's coming tomorrow. And it's a constant evolution. You know, that's not to say I don't get anxiety about things that are happening tomorrow today, but you start to learn to head off those thoughts early on and allow yourself to just take what comes tomorrow. Col. Naviere Walkewicz 4:57 So I'm thinking about you being in those moments, and when you said it was probably later on, I'm curious as how you know that every night you're changing your sheets, you're going through that. But I'm curious, were there others that were experiencing the same thing, or were others even helping you through navigating those thoughts that you had? Mitch Torrel 5:14 I think just being in a team environment makes things so much better. Sharing in in in the suffering, sharing in the stories, and getting to reflect on that. When I look back on the pipeline, what an amazing time and something that I think our entire team looks fondly about. We're very close still, and I think that shared hardship, that shared experience, is something that bonds you together for life. Col. Naviere Walkewicz 5:41 So that two-year journey, and obviously you graduated and became an Air Force Special Tactics Officer. You know what was, I guess, the moment that it clicked for you. You know, you said you got to that point. Do you remember that day? Do you remember what was different, or you just all of a sudden didn't sweat the same? Mitch Torrel 5:57 I think it probably lasted for me longer than a lot of people, and you know, it seems like I learned a lot of the lessons hard myself. You know, and but I think it's just something that gradually over time, you know, the way I remember it is one day it stopped, but I'm sure it was a little bit more gradual than that. Like I think over time you just learn to just, hey, tomorrow's going to be no different than it was today. Today was fine. We made it through. The team did great. You know, I performed up to my standard, or maybe if I didn't, tomorrow's another opportunity in which I can go back and get after it again. And there's plenty of times where I look back, and I think it's easy to learn and roll when you're being put in those situations each and every day. And so it was a very growth-oriented couple of years for me, and I really enjoyed it. Col. Naviere Walkewicz 6:52 I would have loved to have been working with you on the day after you didn't have to wake up and change the sheets. Whatever you had, you know, you know, you were more alert that day. You actually had better sleep. Mitch Torrel 7:01 Yeah, I think definitely had to drink a substantially less amount of water each night before going to bed. Col. Naviere Walkewicz 7:09 Oh goodness! Well, let's talk about — I think you know, there was something that you shared before about kind of uncovering in yourself that you had more in your tank than you thought, and I'm curious that that was during pipeline in those moments that were like you know forced experiences, or if you found that at other times when you kind of surprised yourself in learning that about. Mitch Torrel 7:28 I think the entire 10 years was a constant lesson of you've got more in the tank, both physically and mentally. I think when I first decided today, I was going through pilot training, and I just felt like it was more of a hobby than a job. And I got to meet guys in special operations, and was very impressed by the camaraderie, by the caliber of guys that were there. And to me, it was like a hockey team, and I missed that. I missed that group because you wanted to be a pilot first, correct? Is that what you're planning? Yeah, I think my family wanted me to be a pilot. I think they kind of pushed me that direction. I always enjoyed flight, you know. But for me, I just thought that some of my skills and abilities would better translate, and I would have a more fulfilling career, getting to be around you know that type of environment. And I think too, there's always you know, can I make it through the training? Do I have what it takes? You know, what will I learn about myself? And so that was a little bit of kind of just the unknown was alluring, you know. But I think there's just so much every day. Where I remember one of the first selection events, you do a long ruck event, and leading up to training, I was so focused on passing the initial fitness test to just start the assessment that I didn't rock, I didn't do underwater stuff. I was just focused on can I do push-ups? Can I do pull-ups? Can I do the 3-mile run? You know, and that took all my time and energy. And when I got to the ruck, it's unknown time, unknown distance, and they just tell you to go. And I remember I was like, all right, I'm going to treat this like a workout, and I'm going to run for a couple minutes, and then I'll walk for a few minutes, and I'll run for a couple minutes, and that'll help get me through. And I remember Master Sergeant came up to me, and he's like, “Why, why are you walking? And I remember being embarrassed at that moment, where it's do I not have it in the tank where I could have just been running this whole time? Do I want it enough where I can just dig a little bit deeper and showcase that? And I remember that fed me through the next two years, where it's like, do I have the mental hardness? Do I have the toughness? Have I prepared physically, you know, for these events? And so I think that was kind of a good wake-up call. Where it's not a workout, you know, what do you have left in the tank? And I think throughout two years there, went through another direction halfway through my career, and that was another opportunity to kind of dig in the dig in the tank a little bit. Did you approach that one differently? I did, and very proud of you know what I had learned throughout the years, what I was able to showcase. We did a much longer rec event, and I ran the whole thing, and was pretty proud of myself about that. Col. Naviere Walkewicz 10:22 What a fantastic example! Because I'm thinking about you know in in in our work and our profession, we do we think about how can I create something to be distinct, right? How can I do something for the long haul? But you're right. If we don't, if we aren't thinking about how can we perform at our best as part of that, you know, that that equation, then we might not even get to the long haul, right? And so I think that's really powerful that you kind of shared, you know, giving your all and realizing that there was more in there than you originally were trying to like, you know, save. Yeah. Wow, that's a really cool story. I bet there are many examples of that. It was quite. Oh my Did you see others? You know, as you had these moments where you kind of learned these things about yourself, and obviously, I think you know in hockey you probably saw this as well. But have you been able to pull others along with you in these experiences that you've had that you've seen? Maybe others are struggling the same way. Mitch Torrel 11:15 I think everybody struggles in different areas, especially in the pipeline. You're learning a lot of different skill sets. You're working on a lot of different things. Cardio is a part of it. Strength is a part of it. Determination. I mean, just — and there's so much. I think you pick up some really good traits from others. Hey, I really like what you're doing, or how you having such success, or how do you navigate this portion? I was always terrible in the water, bad swimmer, horrible underwater. I think when I went through initial selection, somebody pulled me out of the pool after we did underwaters, which is you go down, do a completely underwater, you know, swim underwater, swim underwater for the distance of the pool, and then come back up at a 45-degree angle. And I remember one of the cadre. He pulled me out of the pool, and he said, "You are terrible. Like I wanted to pass out watching you.   Col. Naviere Walkewicz 10:22 And you're like, "Thank you for that feedback.   Mitch Torrel 12:08 And so it's getting with people who are really good at it and getting advice. I think something throughout my career that I've been very blessed to have is really good mentorship. And you're typically not the first one to go through a process, find a new job, you know, and having a good network of people who, hey, how did you prepare? What set you up for success, or especially in business now, it's a completely new world for me. And having mentors who are able to help think of it this way, or there's a better way to orient your situation, or prepare yourself, and that's really important to surround yourself with people who, you know, are able to elevate you, make you rethink kind of your approach to things, and then give you tips and advice.   Col. Naviere Walkewicz 12:52 So I have to ask, do you like the water today? Mitch Torrel 12:54 I like being on the water, you know, on a boat, you know? Just hanging out. Col. Naviere Walkewicz 12:59 There's some material between you and the water, so that leads me to this question. I know that was a little comical, but I'm curious when someone, as that's you know a developing leader or wherever they're at in their leadership journey, if they really want to be part of something, but there is something that is fundamentally part of that that they just don't like or they're just not good at, what would be the advice you give them? Because you know some people might be like, I just hate that so much, I won't pursue the thing that I love because that component's in there. Mitch Torrel 13:28 I think there's kind of two factors in that. If you hate something so much that you know in your heart that it's not something that you can overcome or you want to deal with on a day-to-day basis, then then maybe that that's not worth you know getting through. But I would also argue that until you give yourself the opportunity to progress and grow and learn to get through whatever that difficulty or whatever that is that you don't like, you won't know. And I think there's a lot of ways to incrementally. You don't have to be the best swimmer today. You just have to be a little bit better than you were yesterday, and I think that was something that we and our team learned throughout the pipeline. Is hey, you don't have to be the best at everything today, but everything that you do today is just making you a little bit better for tomorrow. And so I think breaking down things into manageable and you know smaller bite-sized things that you can you can do. You know hey, when I first started swimming, I couldn't believe people swam multiple laps at a time. You know, and I was like, “All right, I'm going to swim two, you know, 50s at a time tomorrow, and then, you know, next week I'm going to build up to 100,” or, you know, and it doesn't have to all happen overnight. Col. Naviere Walkewicz 14:45 Right. For a moment, I thought two to 100 but you're talking 50s. Well, that's fantastic, and thank you for sharing that because I think what I also gleaned from that is there's some self-discovery that comes from, I really don't like something, a part of you starts to learn, “Really, did I really not like that?” Right? Maybe feared that because I'm not good at that. And so I think I really appreciated your thoughts of you haven't really given your chance to truly assess that. Mitch Torrel 15:10 And I think we build things up so much in our head. You know, I think dive school is one of those — “Oh, it's terrifying.” You know?   Col. Naviere Walkewicz 15:16 I mean, it probably is, I'm not gonna lie.   Mitch Torrel 15:19 And it really wasn't. I think we throughout training did a good job. And in preparation, again, you fall back on your preparation. Worked really hard to get there. Put in the extra And it just makes you know those hurdles that at once seem like mountains, you know, just small little hills that you have to go over. Yeah. Col. Naviere Walkewicz 15:38 Well, you mentioned some of those in your life that you realize when you're going through something, you're probably not the first person that's gone through it, and you have that network of mentors. What are some of the traits that— And I think you alluded to, there are five traits in a leader that you really kind of look to, you know, to see. What are those? Mitch Torrel 15:56 So drive, you know, and a lot of people that were surrounded with, especially at the academy, or in you know in the soft community, or in the military in general, have drive, and so that's not necessarily a unique characteristic, but it's something that you need in order to make you successful. Interpersonal effectiveness, and so how do I integrate with a team? How do I relate to others? And it can't be cookie cutter for everybody, and because team environments, people you know are different, and that's it's one of those soft and fuzzy skills that you need to work on and develop the way that you communicate, and so can I get my message across? Do people understand it? And that's both in writing, spoken. You know, be nonverbal, verbal, the way that you carry yourself, body language, super important. Problem solving. So that's something that the academy does a good job of exposing you to routinely. Can I solve this problem? How do I get my team to you know get after this complex problem? And so that's another one of those characteristics that we typically assess and select for. I think stress tolerance. You know, Pipeline does a really good job of building you up with that. The Academy, basic training, all of that is just another iteration at how am I handling things when I'm getting yelled at, when there's a timeline, when there's you know things at stake. Col. Naviere Walkewicz 17:19 So I'm curious, were those you've just over time recognized that when I see things or leaders succeeding really well or being able to accomplish things that maybe that others would think impossible, they carry those traits. Is that how you have kind of derived them down to five? Mitch Torrel 17:37 I think there's the foundation of it. Obviously, there's a lot of subfacets that go into each of those traits and characteristics and some leaders have you know all five of them in spades. Some of them are much more heavily reliant on some of their characteristics than others, but it's always a good thing to develop the traits that you're lacking. I think feedback is a really important trait and really important characteristic of well-functioning teams, and so how did I do this week? If I didn't do great, you know, like I don't need to be beaten down about it. But people typically want to be high performers, and everybody has blind spots, and so being able to call out those blind spots in a healthy and functional manner is super important because people want to be high performers. And I had the privilege of running and getting to work some of our selection events, and what we found was a really cool trend, which is we used to do weird feedback, and so guys would show up to selection, and right away the first day you'd have a bunch of tasks and events, and we'd bring everybody together and be like, all right, go down the row. Who is the two highest performing guys today? And that's really easy. People love to give praise, and then you go down the line, and you're like, all right, call out the two lowest performing guys and tell them why. And people go, I don't want to do that, and it's like, why? Like, do you not want them to get better? Do you not want them to have the opportunity? We're in Day 1 of day X, and it's not too early to turn their train around. What we saw is typically the guys who are the lowest performing early on are never the lowest performing at the end of the year, and they take that feedback, they internalize it, and they adopt and you know overturn that. And it's really fun to see that progression, but none of that happens if they don't get called out, if they don't get constructive feedback. “Hey, when we were working as a team, you were doing X and Y and Z by yourself, or you know, there's a million reasons why either an action is perceived as hey, you weren't for the team, or you didn't perform the standard.” I think people getting that feedback is what turns that train around. Col. Naviere Walkewicz 19:49 Right, it's almost probably like exactly what they needed. So I'm curious because feedback is challenging. It's hard to I think for some to give feedback. It's hard for some to receive feedback, I'm fascinated because when I think about the pace in which you have had to operate and do things, that you make time for feedback. I'm curious if you could talk about how you guys do that in a way that's received well. Mitch Torrel 20:13 I think it, again, it goes back to interpersonal effectiveness, and so you've got to know who do I have on my team? Are they somebody who's going to internalize this or not take it very well? There's a bunch of different ways in which you can get feedback and then provide it to somebody. Where we used to early on in the pipeline, as guys were learning to get feedback and you know not you know get too shaken up about it. Is we would have guys write, all right, hey, everybody on our team, we're going to do three things they do well, three things you wish they'd improve on, and then we strip out the names and we provide just a list of hey, here your three things that you're doing really well, and then here are your three weaknesses that you know everybody said we go around we talk about it, and that was a really good kind of introduction, where it's not tanked to anybody. Right. And then what's really nice is you start to see trends. So it's really easy for people to be like, “Oh, you know, Mitch doesn't like me,” or, “That's Mitch's opinion.” But when you start to see that correlation of, well, I got this five times. Is hey, my body language day to day is probably not where it needs to be, or I'm constantly putting others down, or I'm just you know not showing up on time, just small things, and I think drawing awareness to that and getting buy-in from guys to change it, and you see that transition all the time, where, all right, like, now I'm aware of it, I can fix it, I can identify it, and then you get the team to hold you accountable with it. Col. Naviere Walkewicz 21:44 Well, in the way that you just described that, I'm curious how often you think that it's, you know, relevant or should be practiced. Is it, like, in the moment? Is it something, like, that where it's weekly? But I think, what I think is really neat about that — it was never attacking, and it was never something they had to defend. It just seemed like it was just information. Like it's what you do really well. This is what you need to work on. And taking the attribution away from it, like who said it? I think just made it, you know. Mitch Torrel 22:09 And I think everybody got to understand that you're a student, you know, of life and a student of your job. You're a student of life. You're a student of you know whatever position you're in. And I had a mentor growing up and played professional sports, and there was a conversation where, hey, “How do how do you know when it's time to retire? How do you know when you're done?” And it's when I stop improving and I stop learning. And so having that mentality where, no matter how long you've been around, there's things to improve upon, there's things to learn, is really hard to have because people, you know, you get comfortable in a position. It's like I've seen it all, I've done it all, I've been there. But the people who are the best at their jobs, and especially in the military, the people who show up every day, work on their trade, work on their skills and seek to improve, and I've been blessed to be surrounded by just, I mean, some of the most decorated warriors that the Air Force has put out on the battlefield. And it was a humbling experience, but even more so humbling was the approach they took every day. As they came into work every day and got better at something. They didn't sit on their laurels and “Hey, I did this two years ago, and now I can kind of walk through the rest of my career.” It was— they came in every day to work, and it was impressive. Col. Naviere Walkewicz 23:30 Oh man! What is something that and normally asks at the end, but it just seems so fitting right now. Like, how are you getting better and learning every day? Mitch Torrel 23:38 I think every day is new problem sets, and I think it's you know trying to expand my education. I think there's a lot of new tools out there. There's a lot of new opportunities and think the world's constantly changing. And so, staying informed is one of the ways in which I'm trying to be a better leader. I think business is this completely new hurdle. I think being in the military, there's a very different type of leadership that you're able to bring. And two, I mean, everybody is there for the mission generally and believes in the task and purpose. And business now, you kind of need to appeal to people in a lot more of a well-rounded manner. And so, I think having conversations with mentors, you know, I'm maintaining that. I try and just meet as many people as I can and glean information from them, experiences from them, because I'd like to think I'm getting smarter as I get older. I'm trying to learn all the lessons myself. So… Col. Naviere Walkewicz 24:39 Well, I'm grateful for that because the reason why we're talking here is because you answered, you know, and we're willing to talk about it. So I think that's you know just proof right there of that stretching and outreach. So before we shift into, I'm curious on you know you talk about you asked your mentor when does he know it's time to retire. I would love Kind of the business world, but before that, I'd like to visit actually one of your experiences while you're in in service, and you know it's something there's you know there's a movie on it. We actually featured in our 2018 checkpoint, but you were instrumental in rescuing the boys' soccer team in Thailand when they had a huge monsoon. And I was wondering if you kind of take me not so much. Maybe you can share with others in case they aren't familiar with it. But I'm really curious about the leadership piece of that because it was a huge operation, and it was dealing with water. So let's talk about that. Mitch Torrel 25:34 Yeah, exactly — my nightmare. You know what? I just happened to be in the right time at the right place. There was a team of pararescue men and combat controllers stationed out in Okinawa, Japan. There was a group of soccer players who got stranded in a cave after the monsoons came early and had flooded out a section. The Thai leadership and parks team, and then eventually the Thai Navy tried to attempt a rescue, and they weren't able to action it. So they reached out to the U.S. Embassy and asked if we had anybody in in the region who could come help. And that just happened to be our team out in Okinawa. I think it was definitely a challenge. There wasn't a lot of information when we left out the door. It was either, you know, is 13 individuals stuck in a cave. We don't know what the hurdles are. We don't know what's been tried. We don't know anything. We don't even know if they're alive. Oh my goodness. And so, getting on the ground, there was a lot of information to take in. There's a lot of people who were trying to help, trying to facilitate a rescue, working, you know, their own agendas, and I think coordinating and making sense of all that chaos was kind of the first task. Col. Naviere Walkewicz 26:47 And so, what was your role? So, you know, obviously, like the call came in, and then you know, you were — that was, you know, your, you know, was assigned to that. What was your piece, and like, how did you navigate that chaos? Mitch Torrel 26:58 So I felt like I had the best job out of you know anybody there. I got to be the operations officer, and so I was kind of the troop commander for the team that we had out. And you know, meanwhile, my leadership had to you know liaise with the other leaders. I got to be kind of down and in focused. All right, what plans are we working? How are we coordinating and liaising with our Thai counterparts? And got to be a little bit more down and in. And so I really enjoyed that part, and that was kind of why I got into special operations in general as I wanted to be, you know, working with a team of really, really high-functioning individuals on very hard problems. Col. Naviere Walkewicz 27:38 Right, and this was one of the first kind of very hard problems that you were, you know, working on. Mitch Torrel 27:43 It was. So this was my first operational mission, you know, coming out of the pipeline. I got stationed in Okinawa, and this was kind of the first opportunity to showcase what I'd learned and employ. And it was kind of, you know, everybody's dream is to go through training and then get to action some of those skills and traits that they've developed. Col. Naviere Walkewicz 28:02 Well, I imagine it was quite busy, you know, around the clock because you know time wasn't on their side, and so you were really working against the clock. But I'm curious how you, you know, how do you navigate with urgency as a leader, but still safely? You know, like how do you manage that? Mitch Torrel 28:21 I think, sometimes you got to know when to kind of pull the reins, and it's very easy— it was a very urgent situation, right? There's 13 kids trapped. They don't have food or water. We don't know if they're alive. The cave is continually flooding more and more every hour. But you got to have a plan to go off of. You got to be able to not rush into an emergency and make things worse. And I think off the start, nobody was monitoring who came and went from the cave, and that generated issues. John and Rick, the U.K. and British divers, stumbled on you know two would-be rescuers who got subsequently stranded in another section of the cave, and they were able to get them out. And then, and so we realized that taking a step back, generating a plan. When we arrived, there was a key leaders contingent that went into the cave to kind of get information first and foremost. And then we spent the rest of the team, all right download the gear, stage everything, prep everything, go get some rest, and then we're going to generate and come up with a plan in the morning. But sometimes you got to realize that you can't move them out in overnight, and so you need to take time, you know, do a little five-minute huddle and make sure that you have a plan that's not going to get you further into trouble. Col. Naviere Walkewicz 29:38 Yes, well, it's such an important role, and I'm thinking about you know those moments where your like, “Get some rest,” as the leader in this, and you know, kind of organizing this. What are the thoughts going through some of your in your head? And I ask that because I'm thinking about leaders who are experiencing something difficult for the first time, and maybe there's some doubt, or you know, how do you how do you calm yourself through some of those questions? Mitch Torrel 30:00 I think, for new leaders, you don't have to have all the answers yourself, and that is first and foremost. I on team, and probably one of the most junior guys. Yes, I'm in charge as the officer, but the guys who are working with me have been in the Air Force, have done rescue missions, have been doing the job for 15, 18, you know, upwards of 20 years, and so I think understanding that no matter where you're at in a team, you you're a part of a team for a reason, and you should be able to leverage input, leverage ideas, and you shouldn't be beholden to coming up with everything on yourself. I think delegation is super important. I think getting input and opinions from others is extremely important because sometimes the quietest guy in the room is going to have the best idea, and you need to enable and empower them to speak up, put them on the spot. You know, “Hey, what do you think? What do you— How do you think we should approach this?” And then your job as a leader is to take all these good ideas, is to empower the team to do its best, and so your job isn't to carry the water, come up with a plan, and do everything on your own. Like, you were there as a facilitator, and I think that that is the biggest takeaway. I spend, especially young cadets, please, please, please leverage you know the experience that that you're going to go out and be on team with. Col. Naviere Walkewicz 31:22 I think that's fantastic advice. And as you look back on it today, I know we chatted a little bit earlier. I said, gosh, you know, it probably it's a while ago, but maybe it feels like yesterday, and you said no, it feels like forever ago. You know, have you seen yourself? You learn from that, but have you grown in the way that you continue to do things now because of that experience? Mitch Torrel 31:43 I think everything is additive. You know, I mean that was a huge learning experience. It was I learned a ton. I think there are several things that having a second shot at it that would have done substantially different. I think the outcome ended up in a very happy manner; I think it's very easy now that we've developed this framework. Here's how we tackle this problem, but that's been applicable in other means and other avenues as well. And so again, you know, as you build your toolbox of experience, as you build kind of these traits, and you get to refine that, it's something that you continually get to bring out in other manners. And so yeah, I grew a lot from the event, learned a lot, and have been able to apply it since. Col. Naviere Walkewicz 32:29 Well, as I've been sitting across from you, one of the things that I'm just feeling in spades is that as a leader, you are somebody that's really humble, and you know you approach it, like, through humility. And so I'm curious, you know, how you've seen that carry you, and what you might share with others when they're thinking about, you know, how do I, you know, as I'm leading, how do I lead? Like how do I lead with humility? Because it seems like it's working very well for you. Mitch Torrel 32:51 I think it was easy to be humble when you're surrounded by the caliber of individuals that I was blessed to be around mean, every team I was on, it was. I mean, they were phenomenal guys who have done phenomenal things in their career and were just so impressive. And so I was just always just thrilled to be a teammate of theirs. I think, really going back to you know, again, your job as a leader is to facilitate the team, is to you know drive you towards mission accomplishment. I think if you always put things back onto why we here, it's not for leadership's sake, leaders don't exist, you know, outside of facilitation, and you know it's not to downplay the job of the leader. It's not at all. It's a big responsibility. You have the authority. You have the — you know all of that, and so now it's your job to delegate that accordingly and efficiently. And I think it's going back to just understanding that again, we exist for the mission. We exist to enable that team to accomplish whatever its task or business you know directive is, and so I think having an understanding of that, and then it's just fun to see people progress, right? You know that the cave rescue was my first mission, but that didn't mean because I hadn't had real world experience that I didn't have things that I could bring to the table, and I think it's understanding that as well as humility is important. Like maybe you know not jumping across the table and you know declaring yourself the king of whatever's going on, but individuals have a lot that they bring to the table. You know, having an ability to you know see other things that aren't being looked at, bring other perspectives to the table, even just making sense of the chaos. You know, and that's not something that you need to be a leader or in a leadership position to do. And being forward leaning enough to anticipate hurdles, second, third order effects. What else needs to be accomplished or taken care of? I mean, there's a lot of ways in which you can provide value. Col. Naviere Walkewicz 34:56 Mitch, have you always kind of been this way? Have you always kind of operated in that space or is it something that you've kind of learned over time about yourself, or taken on from others you've seen? Mitch Torrel 35:06 I think it's something that's developed. You know, I don't think you know. I think there's a little bit of nurture and nature into it, where you know you're born a certain orientation where it's like, hey, you're comfortable being you know in charging groups, and some people aren't, and that's OK. But a lot of people develop into it, and I think I've just been blessed with a lot of opportunities to try things out, fail, come back to the drawing board, work on it, improve, and you know the pipeline was monumentally developmental for me. I'm sure there's a lot of teammates who you know listen to this and laugh pretty hard about you know some of the stupid things that I did going through the pipeline, but they're learning experiences, and we had a really good group, and we pushed each other so hard, and so I had an assistant troop commander who was going through with me, and we had really healthy camaraderie, but a really healthy. I mean, we were constantly competing, and it just drove me to be so much better. Col. Naviere Walkewicz 36:07 So, you know, we were talking about how you are continually working on being better, right? Being better than you were yesterday, so that it's always kind of an additive improvement. I'm curious on when you've seen yourself fail. You talked about you failed and you've gotten better. Can you share an example of when you have failed and that literally shaped something very quickly instead of being additive, but quickly that you changed in the way that you already did. Mitch Torrel 36:34 I think just failures and take care of people, I think is one of the biggest things to learn is, you know, going through the pipeline, it's easy to you know lose sight of the overall end state. And at the end of the day, it's your goal is to there be there to make people better incrementally every day. I think there's been a couple situations in which maybe I was a little ax on some enforcement of rules or standard that came back to kind of bite us a little bit, you know. And so, and this this will probably feel free to cut this, you know. But I think there was an opportunity guys going through a pipeline. They're really young. I grew up, you know, in northern Minnesota, and you know, people drink underage. I was hey I'm OK hearing about it or you know like I'm you know as a commander it's like if it happens it happens you know but I think what's hard is how do you enforce the rules if you're looking the other way if you're not enforcing that standard and so I think what's really hard is you can be there be one of the guys but you got to set your red lines you got to set hey here's what I will and will not tolerate and so I think I learned early in the pipeline that if I'm OK or if I let the standard slip on certain things, you know, like guys drink underage, like guys do you know stupid things, and then they get in trouble for it. How do I, as a commander, enforce it? And so it was one of those learning experiences where going through the pipeline, guy had you know you know got found drinking underage, and it's like, “Hey, it's on you as the, you know, officer to discipline them.” It's like, “Well, I'm also a part of the problem because I didn't set that standard. I, you know, allowed it.” And so I think that was one of those heavy learning experiences where, you know, you're — yes, you're the quarterback of the team, but you got to there has to be some delineation between you know between what you allow and what you can't. Col. Naviere Walkewicz 38:49 I'm really glad you shared that because I think that's real. I think that is something a challenge that you know, especially when I think about the Class of '26 that just graduated and they just finished their six days of leave, and they're soon to head onto their bases, right? You know, the world doesn't always turn out, and so how do they navigate some of those things that they're going to inevitably come across? So I think that's a real conversation, and I really appreciate you sharing that. Mitch Torrel 39:14 And I think what I started doing, you know, from then on is, is you as a commander, you as a officer, should have you know your command guidance. It should be your checklist. Hey, here's what I value. Here's what my red lines are, and you gotta set the standard immediately to just let people know, “Hey, like here's what I'm gonna be irritated about if you show up late to meetings.” If, you know, here's what you know I'm not gonna handle any moral, legal, or ethical issues. Like if it's not moral or legally or ethically a problem, like my job is to you know delegate that down to you and allow you guys to do it. And so setting that standard early as leaders is extremely important because then it allows you to enforce, uphold the standard, and be like, "Hey, we talked about this. This is the expectation. You understood the expectation, and now I can hold you accountable.” And it's not me coming after you because we sat down and had a conversation. Col. Naviere Walkewicz 40:13 That's right. That's excellent advice. So one of the things that we like to do is ask you if you were sitting across, not Navid now, if you're sitting across young Mitch. What was what piece of advice you'd share with him? Mitch Torrel 40:25 I think, enjoy the period in which you're in every stage. I feel like every four years, I look back on the previous four years and just think about what an amazing time period that was. And you know, getting to play hockey, going to the academy, the academy was amazing. You're hanging with your friends. You're in college, and you know, increasingly as you age, it's going to be increasing responsibility. There's going to be a lot more you know burden on your shoulders, but it's fun, you know. And progression is fun, moving on to the next stage. But I think enjoy where you're at in life a little bit more. It would kind of be my advice. And then, you know, I don't necessarily regret anything, but it's you know continually to just work hard, progress, and you know have those cups coffee, learn from other mentors, you know, expand your network, and just grow.   Col. Naviere Walkewicz 41:20 What are you doing now that helps you enjoy life? Mitch Torrel 41:25 I think right now, so just moved, and you know, right now I'm trying to focus on a little bit more me, you know, be a little healthier with sleep, eating, you know, and just I think it's easy to kind of burn the candle at both ends, and now it's kind of taking a step back and understanding that you need to be rejuvenated, you need to you know unplug periodically to be able to bring your all to you know what you're working on, and sometimes things get monotonous, and sometimes you know you just need to take a step back and reinvigorate yourself. Col. Naviere Walkewicz 41:58 I love that. That's fantastic. So, today, in today's terms, what are you most proud about yourself when it comes to? And if I word this right, maybe I say, what are you most proud about in being a facilitator? I want to say being a leader, but I wonder if you're going to answer that. I'm really good at facilitating high-performing teams. I'm curious how it goes. Mitch Torrel 42:19 I think what I'm most proud about is just looking back at the people I've had the blessing of coming across and just seeing them grow in their life. You know, like I think we allow sometimes in in the military where everybody's going to leave the military at some point, and that's OK. You know, I've got friends who stayed in for 2030, years and done phenomenal things. I've got friends who've gotten out, and you know progressed in their professional careers, and to me, it's just fun to see where everybody ends up. Like I love seeing people have success, and especially people who, you know, I may or may not have helped at least a little bit. You know, or you know, at least been a bad example of what not to do. But I think, yeah, it's the relationships that I look back on, and I'm just very happy to have you know gotten to know the people that I've come across. Col. Naviere Walkewicz 43:13 Well, you yourself made that transition, I think, from you know active service and obviously an entrepreneur. You know, what's some advice you might give someone in in that kind of decision calculus of transitioning their career? Mitch Torrel 43:26 I think it just goes back to again, am I am I continually am I student of the game? Am I showing up every day invigorated to learn and be better at my job? And you know maybe if the answer is if not, you need to step away for a little bit, reinvigorate yourself, reprioritize your life. And sometimes it's just, hey, I've got some goals that I've set out to get after, and sometimes your path diverges, and that's OK. And I think in my case it was I had some things that I wanted to accomplish in life that the — it was just time for me to, you know, change my path, of course. And so it wasn't. I loved the military. I loved the team environment, the camaraderie, the units that I got to be part of were phenomenal, and I miss that every day. But sometimes you just got to, you know, understand where you're going and you know set out and accomplish those goals. Col. Naviere Walkewicz 44:20 Well, I think there's been a theme across many of the graduates I get to speak with, and service continues even out of uniform. So I think that that definitely speaks volumes. So Mitch, was there anything today that we didn't cover that you would love to share with our graduate community, even if it's just words of encouragement? Mitch Torrel 44:37 No, I think it's just you know continue to build your skill set, build your toolbox, understand that every day is an opportunity to learn to better communicate, to invest in yourself, to professionalize you know your approach to things and building discipline, building you know your approach to complex problems, and I think a lot of us just want to check the box and move on and get you know. But every day again is an opportunity to better yourself, and so I think that that's what I would impart on, you know, younger next generation who are going to solve tomorrow's hard problems, who are going to be in these complex positions that we can't even fathom. Col. Naviere Walkewicz 45:21 Well, there are so many amazing things that we covered today that I think many can take back and internalize and find the way that it connects to them. But something that really stood out to me, just first and foremost, with you mentioned that you're more authentic and you just live with your heart. And so I think that came out in spades. I loved learning that you know leadership to you started with really kind of looking inward and what you really wanted, right? You could have gone a path of a pilot, and you could have done well, but you recognize that there is something that you wanted to do that might be more fulfilling with your skill set and align better with you. I think that that is that awareness as a leader is really important. I also really appreciate how you continue on focus on better every day, and you don't have to be the best tomorrow. But you need to be better than you were, and you're competing against yourself every day while lifting others up. I think the other thing that I really just enjoyed about you is remembering that the leader, yes, does have responsibilities to make decisions and you know, you know, advocate and empower others, but you're a facilitator and making sure that you help others have their voices bring out the best so that you actually can bring out the mission to success. So it's been an incredible conversation. I've thoroughly enjoyed this. So I just truly appreciate you being on Long Blue Leadership. Mitch Torrel 46:33 No, thank you. Col. Naviere Walkewicz 46:35 Absolutely. And so, for any of you that are still watching and listening to this, be sure to share this with others because the leadership journey is one that it never ends. Right? We're always growing and evolving, and this conversation and all of our conversations on Long Blue Leadership with the lives of Air Force Academy graduates can just help you in your own personal journey. So, see you next time on Long Blue Leadership. I'm Naviere Walkowicz. Thank you. Mitch Torrel 46:56 Thank you.   KEYWORDS Leadership, fear, resilience, mental toughness, preparation, adaptation, team cohesion, shared hardship, humility, mentorship, feedback, continuous improvement, self-awareness, stress tolerance, problem solving, interpersonal effectiveness, communication, delegation, accountability, standards, courage, growth mindset, trust, mission focus, servant leadership.   The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

Are you crushed under the weight of being the decision czar in your business? Does your to-do list include tasks your team should handle? Then it's time for a leadership upgrade.If you're the CEO who still picks slide colors, approves every invoice, and solves all the "quick questions," this episode is your wake-up call. Today, we break down why great decision-making isn't your superpower anymore, decision architecture is. Learn how to train your team to think like you (without needing you), free up your time for true CEO work, and finally step out of the weeds and into your strategic zone of genius.Key Takeaways:Why your decision-making skills are actually holding back your business growthThe 4 types of decisions every founder must identify.How to stop being your team's crutch by building scalable decision frameworksThe mental cost of unnecessary decisions (spoiler: it's more than time)Practical scripts and steps to empower your team without sacrificing standardsGrab it:Free Guide: 10 Ways AI Will Make You a Better LeaderBook a free Transition Assessment Call with Dawn: dawnandrews.comJoin it:Free Community: AI for FoundersRelated episodes to keep you in your CEO flow:EP 072 How Female Founders Delegate Like a CEO Before They Burn OutSend us Fan MailWant to increase revenue and impact? Listen to “She's That Founder” for insights on business strategy and female leadership to scale your business. Each episode offers advice on effective communication, team building, and management. Learn to master routines and systems to boost productivity and prevent burnout. Our delegation tips and business consulting will advance your executive leadership skills and presence.

Coaching is the least-used of the Manager Tools Trinity's tools - One On Ones, Feedback, Delegation, and Coaching. That's too bad, because it only takes 5-10 minutes a week. One common use case we've heard from managers is helping a direct who has excellent job skills but struggles with relationships. Here's how to do that.

What would you do if you discovered two trusted executives had allegedly stolen nearly $1 million from your law firm? In this episode of Great Practice, Great Life, Steve Riley sits down with attorney Craig Goldenfarb to discuss one of the most challenging moments of his career and the leadership lessons that followed. Rather than retreating into micromanagement, Craig rebuilt his firm with stronger systems, better accountability, and a renewed approach to delegation. This is more than a story about fraud. It's a conversation about trust, leadership, and how to protect your firm without becoming the bottleneck. If you're building a growing law firm and wondering how to delegate with confidence while protecting the business you've worked so hard to create, this episode is one you won't want to miss. In this episode, you will hear: The leadership lessons that emerged from a major breach of trust How to delegate without losing visibility or accountability Financial safeguards every growing law firm should consider The role of systems, vendors, and team oversight Rebuilding trust while continuing to grow ___________ Subscribe & Review Never miss an episode. Subscribe on Apple Podcasts, Spotify, or YouTube. ⭐Like what you hear? A quick review helps more people find the show.⭐ If there's a topic you would like us to cover on an upcoming episode, please email us at steve.riley@atticusadvantage.com. ___________ Supporting Resources: Craig M. Goldenfarb https://goldlaw.com/about/attorneys/craig-m-goldenfarb GOLDLAW https://goldlaw.com The Secrets to Becoming an 8-Figure Attorney with Craig Goldenfarb https://atticusadvantage.com/podcast/the-secrets-to-becoming-an-8-figure-attorney-with-craig-goldenfarb Referral Marketing Secrets to Scale Your Law Firm with Craig Goldenfarb https://atticusadvantage.com/podcast/referral-marketing-secrets The Summit https://atticussummit.com Group Coaching https://buildmygreatteam.com Atticus Newsletter https://atticusadvantage.com/newsletter-signup ___________ Curious about growing your own practice without burning out? Contact Atticus to see whether our law firm coaching can help you strengthen attorney success, refine your law firm business strategy, and build a practice that actually supports your life. This podcast for lawyers is part of our broader legal podcast library, offering practical insights on how to grow a law firm through stronger law firm leadership, law firm pricing and management, smarter marketing, intentional hiring, efficient operations, healthy law firm culture, and sustainable profitability, all while addressing law firm burnout and the realities of modern practice. You can also sign up for our newsletter to get practical insights on how to grow a law firm: from law firm leadership and management to marketing, hiring, operations, culture, and profitability, so you can build a Great Practice and a Great Life.

Making your first hire can feel overwhelming, especially when you've built your studio with your own two hands.  We're bringing back this insightful conversation from our podcast archives because its lessons on hiring, leadership, and delegation remain timeless for studio owners.    In this episode, Mary Giattino shares the personal story of taking over her family's dance studio, hiring her very first studio manager, and learning that true delegation isn't about giving away tasks. It's about empowering others to lead. Through honest reflections on hiring, trust, systems, and leadership, Mary offers practical insights to help studio owners build stronger teams and create a business that can grow beyond themselves.  What You'll Learn  Why your first hire is one of the biggest leadership decisions you'll make  How Mary transitioned from Broadway to owning her family's dance studio  What to look for when hiring a studio manager  Why delegation is about empowerment—not just assigning tasks  How to build trust while maintaining accountability  The importance of systems and clear communication  Why culture fit matters just as much as skill set  How delegation allows studio owners to focus on vision and growth  Lessons Mary learned from growing her admin team over the past 12 years  Why leadership and delegation are continual learning processes  Mary Giattino is a Broadway choreographer, educator, and longtime dance studio owner. She owns Stage Door School of Dance in Long Island, New York, serves as a DSOA Inner Circle Studio Growth Coach, and has worked on numerous Broadway and national touring productions, including Billy Elliot, Dear Evan Hansen, Fun Home, and White Christmas. Today, Mary combines her professional performing arts experience with decades of studio leadership to help dance studio owners build stronger businesses and teams.  Explore our partners: Try Studio Pro FREE for 30 days: gostudiopro.com/transform Try our Daily Decision Compass: dsoa.com/compass Join our growing community of people just like you inside our free Facebook group. Click here to join!  Follow The Dance Studio Owners Association:  Instagram: @dancestudioownersassociation | TikTok: @dsoaofficial | Facebook: @dancestudioownersassociation      

What's really holding your law firm back isn't a lack of leads—it's how you spend your time and handle the ones you already have. In this episode, you'll learn how smart hiring, offshore staffing, and a professional intake process can free you from $10-an-hour tasks and unlock real, sustainable growth.   In this episode, Steve Fretzin and Brett Trembly discuss: Mindset shift from saving to spending for growth Early-stage law firm struggles and first key hires Offshore staffing in Latin America and founding Get Staffed Up Broken intake systems and the client's first experience with a firm Delegation, KPIs, and freeing managing partners from billable work   Key Takeaways: Clinging to a “safe” bank balance before hiring often traps owners in low-value tasks and slows growth dramatically. Hiring support—especially before you feel fully ready—is usually the only way to stop doing admin work and start focusing on higher-value activities. Law firms frequently don't need more marketing; they need to fix intake and conversion so leads actually become clients. A professional, structured intake process signals competence, builds trust, and can transform the client's experience from chaotic to “white glove.” Using KPIs, scorecards, and results-focused metrics is more effective than obsessing over every minute your remote or salaried team members work.   "Doing all the little things yourself prevents you from ever building up your money." — Brett Trembly   Check out my new show, Be That Lawyer Coaches Corner, and get the strategies I use with my clients to win more business and love your career again.   Join the Be That Lawyer Community and connect with ambitious lawyers who are serious about growing their book of business, strengthening their brand, and becoming confident, consistent rainmakers.   Ready to go from good to GOAT in your legal marketing game? Don't miss PIMCON—where the brightest minds in professional services gather to share what really works. Lock in your spot now: https://www.pimcon.org/   Thank you to our Sponsor! LEX Reception: https://www.lexreception.com/partners/bethatlawyer Rankings.io: https://rankings.io/ Lawyer.com: https://www.lawyer.com/   Ready to grow your law practice without selling or chasing? Book your free 30-minute strategy session now—let's make this your breakout year: https://fretzin.com/   About Brett Trembly: Brett Trembly, Esq., is the founding partner of Trembly Law Firm in Miami, Florida, where he focuses on business law, franchise law, and commercial litigation under the firm's mission of "Protecting the Economy, One Business at a Time." He earned his Bachelor of Arts in Communication from Eastern New Mexico University in 2005 and his Juris Doctor from the University of Miami School of Law in 2008. In addition to managing his legal practice, Trembly co-founded Get Staffed Up, a virtual staffing company that provides offshore support personnel to law firms across North America, and authored books on business growth including 24 Months to Freedom and The Danger Zones. Active in the South Florida legal community, he has served as President of the Miami Kendall Bar Association and Vice-Chair of the Florida Bar 11th Circuit Grievance Committee, earning recognition as a Florida Super Lawyer and an Inc. 5000 honoree.   Connect with Brett Trembly:  Website: https://tremblylaw.com/ LinkedIn: https://www.linkedin.com/in/bretttrembly/   Connect with Steve Fretzin: LinkedIn: Steve Fretzin Twitter: @stevefretzin Instagram: @fretzinsteve Facebook: Fretzin, Inc. Website: Fretzin.com Email: Steve@Fretzin.com Book: Legal Business Development Isn't Rocket Science and more! YouTube: Steve Fretzin Call Steve directly at 847-602-6911   Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

Africa speaks to Matthew Cruise about South Africa's plans to partner with China on major energy infrastructure and investment projects. Presenter John Maytham is an actor and author-turned-talk radio veteran and seasoned journalist. His show serves a round-up of local and international news coupled with the latest in business, sport, traffic and weather. The host’s eclectic interests mean the program often surprises the audience with intriguing book reviews and inspiring interviews profiling artists. A daily highlight is Rapid Fire, just after 5:30pm. CapeTalk fans call in, to stump the presenter with their general knowledge questions. Another firm favourite is the humorous Thursday crossing with award-winning journalist Rebecca Davis, called “Plan B”. Thank you for listening to a podcast from Afternoon Drive with John Maytham Listen live on Primedia+ weekdays from 15:00 and 18:00 (SA Time) to Afternoon Drive with John Maytham broadcast on CapeTalk https://buff.ly/NnFM3Nk For more from the show go to https://buff.ly/BSFy4Cn or find all the catch-up podcasts here https://buff.ly/n8nWt4x Subscribe to the CapeTalk Daily and Weekly Newsletters https://buff.ly/sbvVZD5 Follow us on social media: CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Chef Keiona Jackson became the first African-American and first female executive chef in Oxford, Mississippi; then walked away from six figures and a kitchen she loved when her body finally said what her mouth wouldn't. This episode is for anyone who's ever been praised for their grit and never asked what that grit was actually costing them.-------------Registration for the free monthly Leadership Lab is open — a live working space for chefs ready to lead without losing themselves — @ https://thecheflifebrigade.com/thelab--------------"You have to value yourself and your worth more than a title or two accolades — or appeasing somebody, or a credibility, whatever the driving force is behind doing something that your intuition told you not to do."Standing on a Sugar BucketChef Keiona's story doesn't start in a professional kitchen. It starts in Mississippi, five years old, standing on a gallon sugar bucket next to her grandmother so she could reach the counter. Breakfast, lunch, and dinner. Everybody in the neighborhood knew that if you were hungry, you could find a plate at her grandmother's house — any part of the day.She didn't set out to chase titles. She started an aviation mechanic job for Jeep and accidentally built a catering company on the side — business cards from Vistaprint, an EIN, no idea she was technically operating illegally. All she wanted was to feed people and watch them smile. That was the whole plan.The plan changed because other people kept seeing something in her that she wasn't looking for.Becoming the First — and Paying the Tax Nobody Talks AboutIn 2018, Keiona became the first African-American executive chef and the first female executive chef in Oxford, Mississippi. She calls it an honor. She's also honest that it wasn't celebrated the way it should have been, in a town she describes plainly as racist-centric.She was in kitchens with the "good old boys" who told her she wasn't good enough to be anything but a prep cook or a dishwasher — after she'd already worked her way past those positions. She was, more often than not, the only woman and the only Black woman in the room. She had to earn respect from men who didn't extend it by default, just so they'd do their jobs.She didn't do it to be a trailblazer. She did it because she wanted the next person who looked like her to have an easier path than she did. "I didn't want to be the only African-American executive chef," she says. "I want to mentor people to come in that look like me to take that position."What Actually Surprised Her About the JobAsk most people what it's like to become an executive chef and you'll get a story about pressure, pace, plating. Ask Keiona and she'll tell you about systems and processes — the invisible infrastructure most kitchens don't have, and the reason so many restaurants fail long before anyone notices."As an executive chef, you are a mother, a mentor, a leader, a cook, a paper pusher," she says. She still has employees from 2018 who call to check on her. She leads by example — if she asks someone to deep clean, she's on her knees next to them, because she doesn't want to explain what she wants. She wants to show it.That instinct comes partly from her master's in psychology, which she never formally used as a career — she uses it every day with her team instead. Her coaching philosophy is simple and hard to actually practice: "You have to humanize the experience." Take the business logic out of the moment when someone's struggling. See them as a whole human being, not a pair of hands on a schedule.The Cost of Being the One Who Can Do AnythingHere's where the episode turns. Because being that reliable, that skilled, that willing to carry the kitchen on your back — it works, right up until it doesn't.A company that bought the hotel she used to run in Oxford asked her to come back and restore it. She still had a heart for that place. It was home. Against her own discernment — the part of her that was telling her not to go back — she said yes.She got the property back into Marriott compliance. She stood up a rooftop restaurant short-staffed, in the slow season, while corporate told her they were "solely dependent on her expertise" — and then micromanaged every decision she made. Seven days a week. Twelve to fifteen hours a day.Her body started keeping score before her mind admitted anything was wrong. Memory loss. A stutter that came and went. And one day, trying to get on an elevator at work, she pushed the button — and her feet simply wouldn't move. Her brain sent the signal. Her body didn't answer. People were behind her trying to get off, and she couldn't make herself step forward.She resigned October 7th. It took nearly six months to be restored, mentally and physically.Can Resilience Actually Be a Hindrance?We asked her directly: can endurance and resilience — the very traits that got her here — actually be a bad thing?"It's absolutely a hindrance," she says, without hesitating.That's the hammer of this episode. Not that resilience is bad. That resilience without a boundary attached to it isn't strength — it's a slower, quieter way of disappearing. You have to value yourself and your worth more than a title, more than an accolade, more than the credibility of proving you can do it again. Whatever the driving force is behind ignoring your own intuition, you have to value yourself over it.Putting Her Brain on PaperSince then, Keiona has spent months doing something that sounds unglamorous and is actually the whole turnaround: she wrote it all down. A thousand Google Sheets and docs. Fifteen years of operational knowledge that used to live only in her head — the reason she was always the one everyone called — finally on paper, so someone else could actually step in."It was a heavy weight," she says, "and I can feel it lifting from my chest when I submitted the last document."That's what delegation actually looks like when it's not a productivity buzzword. It's relief. It's the difference between being needed and being trapped.Boundaries, Routine, and the Discipline of NoThese days, her mornings start with prayer and meditation. She's in the gym regularly. She reads for the pure pleasure of it again, because that's a version of herself she'd lost. And she names the one skill that changed everything: learning to say no."No is the biggest thing for me," she says. "The ability to say no and to understand that you don't have to accept everything." In the past couple of years, she's walked away from more deals than she's said yes to — a hard reversal for someone who used to jump on every opportunity out of fear it wouldn't come again, and who's been burned by people who took her ideas because she gave too freely, too fast.What She's Building NowKeiona isn't stepping back from the industry — she's rebuilding it from underneath. She's launching the Mississippi Culinary Reentry Program Initiative, training and placing returning citizens in culinary jobs. Seeds to Skillet brings kids in her hometown of Oakland, Mississippi into the kitchen and the garden, teaching them to grow their own food and eventually cook a graduation dinner for their community. And she built the Operator's Playbook — an app that puts real restaurant SOPs, costing sheets, and P&L education in front of small operators who can't afford a consultant.All of it traces back to one line she repeats twice in this conversation, once for herself and once for anyone still building without a map: "I want to be that person that I didn't have."Chapters00:00 - Cold Open: The Elevator That Wouldn't Move01:45 - Welcome, Chef Keiona Jackson02:14 - From a Sugar Bucket in Mississippi to Culinary School04:42 - Becoming Oxford, Mississippi's First Black and First Female Executive Chef08:08 -The Mentors Who Believed First10:42 - What Nobody Tells You About Running a Kitchen13:19 - Humanizing the Team, Not Just Managing It16:13 - The Bolognese Test: Chasing Validation in Italy17:34 - Living With Imposter Syndrome20:04 - Building What She Didn't Have: Reentry Program, Seeds to Skillet, the Operator's Playbook27:47 - Can Resilience Become a Hindrance?29:44 - The Elevator That Wouldn't Move (For Real This Time)34:16 - Boundaries, Delegation, and Putting Her Brain on Paper36:59 - The Power of NoChef Keiona JacksonAB Techniccal College | Culinary ProgramCarolina Health & WellnessRegister for The Leadership LabThe Recipe For Your Success NewsletterStay Tall & Frosty. And Lead from the Heart. —Adam.Podcast Copyright — Chef Life Media LLC

Hiring help doesn't automatically solve your workload. Many entrepreneurs believe bringing on a virtual assistant instantly creates more free time, but in reality, a VA simply magnifies whatever systems already exist inside your business. If your processes are organized, documented, and repeatable, a VA becomes a force multiplier. If your business runs on memory, interruptions, and last-minute decisions, adding help often creates even more chaos. That's why virtual assistant systems matter. In our continued conversation with John McKenna, CEO of Peachtree VA, the discussion shifted away from simply hiring an assistant and toward building a repeatable delegation system. The difference between entrepreneurs who succeed with a VA and those who abandon the idea after a few weeks isn't the assistant—it's the system surrounding the relationship. About John McKenna John McKenna is the CEO and Owner of Peachtree VA, a U.S.-based virtual assistant staffing company that helps entrepreneurs, founders, and business leaders reclaim their time through strategic delegation. With a background in executive recruiting and staffing, John specializes in matching businesses with experienced virtual assistants who become trusted extensions of their teams. Under John's leadership, Peachtree VA has focused on helping business owners move beyond doing everything themselves by building scalable delegation systems that improve productivity, streamline operations, and support long-term growth. He is a strong advocate for combining human expertise with modern AI tools, enabling entrepreneurs to focus on the high-value work that drives their businesses forward. Learn more about John and Peachtree VA at https://peachtreeva.com. Why Systems Matter More Than Hiring The first mistake many entrepreneurs make is assuming they can hand off work and immediately become more productive. Delegation doesn't work that way. Every business runs on unwritten rules: where documents live, how customers prefer to communicate, why one process works differently than another. A new assistant doesn't know any of that yet. John explained that the first ninety days of every engagement are the most important, because both sides are learning each other's communication style, workflow, and expectations. That investment builds the foundation for everything that follows. Without it, even an experienced assistant is left guessing. Successful delegation starts with building a repeatable process, not expecting someone else to read your mind. It Starts With Communication One of the biggest surprises from the discussion wasn't about virtual assistants at all—it was about entrepreneurs. According to John, the clients who see the greatest success aren't necessarily the most organized or experienced. They're the ones willing to admit they don't have everything figured out. They ask questions, accept coaching, and communicate consistently. Business owners who disappear after hiring an assistant often struggle because the relationship never gets the chance to develop. Questions go unanswered, expectations turn into assumptions, and small misunderstandings grow into real frustrations. Communication isn't extra work—it is the work. The more clearly you communicate early, the less supervision you'll need later. The strongest delegation systems are built on conversations, not instructions. Coaching Is Part of the System One aspect of Peachtree VA's approach stands out from traditional staffing models: they don't just introduce a client to an assistant and hope it works out. They build relationship coaching into the process. John described how every client works with a relationship specialist during onboarding—someone who acts as coach and facilitator, helping resolve communication issues and keeping both parties aligned through the first several months. That's a lesson worth applying even if you never hire a virtual assistant. Every delegation system needs feedback. Processes improve because someone is evaluating what's working and what isn't. Whether you're managing employees, contractors, or AI workflows, regular check-ins keep small problems from becoming expensive ones. Delegation without feedback usually becomes frustration. Measuring Success Entrepreneurs naturally want to measure return on investment: how much revenue did the assistant generate, how many hours were saved, what was the financial return. John approaches ROI differently. Instead of focusing exclusively on dollars, he asks clients to compare where they were before hiring a VA with where they are ninety days later. Are they less overwhelmed? Are workflows smoother? Can they focus on revenue-generating activities? Has their quality of life improved? Those questions often reveal value long before the financial metrics catch up. Better decisions create future revenue. More focused leadership builds stronger businesses. Better systems produce long-term growth—not every benefit fits neatly inside a spreadsheet. Systems Should Grow Gradually Another misconception is that entrepreneurs should delegate everything at once. That rarely works. John shared that many of Peachtree VA's most successful clients start with the company's smallest service package. They delegate a few recurring tasks, and as trust grows, responsibilities expand. Eventually, many clients increase their hours dramatically because they've experienced firsthand how valuable delegation can become. This gradual approach offers two advantages: entrepreneurs get more comfortable letting go, and assistants develop a deeper understanding of the business before taking on larger responsibilities. Scaling isn't about moving faster—it's about building confidence one successful process at a time. Great delegation doesn't happen all at once. It compounds through consistency. The Right System Includes the Right Expectations Not every task belongs with every assistant. John shared an example of a client who hired a virtual assistant for administrative support, then later expected that same assistant to become a cold-calling salesperson. The relationship struggled—not because the assistant lacked ability, but because expectations had shifted dramatically. Every system works best when roles are clearly defined. Administrative work, scheduling, customer communication, project coordination, and documentation align naturally with most virtual assistant roles. Business development, specialized technical work, or highly strategic decisions usually call for different expertise entirely. Good systems don't force people into the wrong roles—they match responsibilities with strengths. Create a "Delegation Guide" for your business. List recurring responsibilities, expected outcomes, software used, and success criteria for each task before assigning it to someone else. Building a Business That Doesn't Depend on You Every entrepreneur reaches a crossroads: one path leads toward becoming increasingly busy, the other toward becoming increasingly effective. The difference isn't effort—it's systems. Virtual assistant systems let entrepreneurs replace constant supervision with repeatable processes. Instead of solving the same problems every week, leaders spend more time improving the business itself. That's the true purpose of delegation: not eliminating work, but creating space for better work. Conclusion Virtual assistant systems aren't built the day you hire someone. They're built through communication, documentation, coaching, and trust. The entrepreneurs who see the greatest success aren't necessarily the best managers from the beginning—they're simply the ones willing to improve their systems one process at a time. Because once your business can operate without depending on every minute of your day, you've built something far more valuable than efficiency. You've built scalability. Stay Connected: Join the Developreneur Community

What if the thing you've been calling burnout is actually your business revealing a design flaw?Burnout isn't always caused by doing too much. Sometimes it's the predictable result of building a business that depends on you for every decision, approval, and problem.In this episode, Dawn Andrews challenges one of entrepreneurship's biggest myths and explains why rest can't solve a business that's structurally dependent on its founder. You'll learn how to recognize dependency before it becomes burnout and why fixing your business architecture creates the freedom you've been chasing.If you've ever returned from a weekend away only to find everything waiting for you, this episode is for you.If this episode made you realize your business still depends on you more than it should, join Dawn's Insider List for practical leadership insights, behind-the-scenes strategy, and the thinking that often reaches subscribers before it becomes a podcast episode.Key TakeawaysWhy burnout is often a business design problem not a workload problem.How founder dependency quietly becomes the biggest obstacle to scaling your business.Why vacations don't create chaos, they reveal the systems that were never built.How real delegation transfers ownership instead of simply handing off tasks.The one simple question that helps you identify where your business still depends on you.Resources & LinksJoin Dawn's Insider ListFree Guide: 10 Ways AI Will Make You a Better LeaderRelated EpisodesEp. 165 – The System Your Business NEEDS to Stop the Bottleneck Before You Add Any Other SystemEp. 173 – Why Being the "Face of the Brand" Is Secretly Killing Your Exit Value (And How to Fix It With Systems & Delegation)Send us Fan MailWant to increase revenue and impact? Listen to “She's That Founder” for insights on business strategy and female leadership to scale your business. Each episode offers advice on effective communication, team building, and management. Learn to master routines and systems to boost productivity and prevent burnout. Our delegation tips and business consulting will advance your executive leadership skills and presence.

A ringing phone. A five o'clock deadline. A tree lighting ceremony his kids were waiting for. On this episode of The Proven Entrepreneur Show, host Don Williams sits down with Jarrod Lopiccolo, co founder of Noble Studios, for a conversation that starts with a single choice and ends up rewriting how he leads his company today.Twenty two years ago, Jarrod and his wife started Noble Studios as a creative digital agency built on family values, though never on nepotism. Since then it has grown into a name trusted across travel and tourism as well as B2B industries like fintech, healthtech and manufacturing. But this episode is not about how the agency was built. It is about who Jarrod had to become to lead it, and the moment that forced him to change for good.Don and Jarrod talk openly about the hidden weight seasoned entrepreneurs carry, the loneliness that often sits behind a confident exterior, and the quiet cost of chasing business growth while trying to hold everything else together. Jarrod shares what he calls his duck on water years, times when everything looked calm on the surface while things were moving fast underneath, and what it took to lead his team, his clients and him self through a season that tested all three.Across the conversation, the two dive into topics that matter to anyone building something of their own, from leadership and executive coaching to sales strategy, marketing and lead generation, LinkedIn and personal branding, customer experience and the growing role AI for business is starting to play in how companies connect with people. Whether you run a small agency, sit on a leadership team, or are simply trying to figure out how to grow a business without losing yourself in the process, this episode offers a story you will want to sit with.By the end, Jarrod opens up about the legacy he hopes to leave behind, not measured in revenue or years in business, but in the people who felt genuinely better for having known him. It is a story about entrepreneurship, about business consulting from the inside out, and about learning that letting go is sometimes the bravest business decision a leader can make.Press play and find out what happened the night Jarrod chose a deadline over a tree lighting ceremony, and why he says it is the best mistake he ever made.Mentioned in this episode:Guest: Jarrod Lopiccolo, Co-Founder, Noble StudiosHost: Don Williams, The Proven Entrepreneur ShowCompany: Noble Studios, noblestudios.comConnect with Jarrod: LinkedIn (search Jarrod Lopiccolo)Client mentioned: AutodeskTopics covered: Business Growth, Entrepreneurship, Marketing and Lead Generation, Leadership, LinkedIn and Personal Branding, Business Consulting, Sales Strategy, Executive Coaching, AI for Business, Customer Experience

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Annie Yatch. A leadership and performance coach specializing in helping high-achieving entrepreneurs balance business growth with personal fulfillment. The discussion focused on leadership, relationships, and overcoming subconscious barriers to success.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Annie Yatch. A leadership and performance coach specializing in helping high-achieving entrepreneurs balance business growth with personal fulfillment. The discussion focused on leadership, relationships, and overcoming subconscious barriers to success.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Annie Yatch. A leadership and performance coach specializing in helping high-achieving entrepreneurs balance business growth with personal fulfillment. The discussion focused on leadership, relationships, and overcoming subconscious barriers to success.

Send us Fan MailIf your week feels like bouncing client to client with no room left to work on the business itself, this one will land. My guest, Landon Gatliff, is the founder of Gatliff Marketing Consultants, a marketing agency in rural Arkansas serving businesses and organizations both locally and out of state. Landon started the agency as a junior in high school building websites. He now runs it full time, covering brand, ads, commercials, and billboards, while finishing his degree online. What makes this worth your time is how early he learned something that costs founders years. Delegation for agency owners is not a reward you earn at scale. It is the thing that creates it. When his own company needed a commercial, he hired an outside crew rather than working both sides of the camera. The result beat anything he would have made alone. We get into the tension you know well: staying visible while staying booked, using AI without letting it become your voice, and choosing the right clients instead of every client.Books MentionedThe BibleHow to Win Friends and Influence People by Dale CarnegieGuest CTAWant to connect with Landon? Visit gatliffmarketingconsultants.com to book a consultation or run his marketing assessment, and follow him on Facebook and Instagram at Landon Gatliff.I want to invite you to check out the Committed Mastermind, a community I help lead along with world-class leaders like JC and Karen Hite, Vinnie Fisher, and Jonathan Mast, plus incredible mentors like Dr. Gary Chapman, author of The 5 Love Languages, and many others.This is for entrepreneurs who want to build a thriving business without sacrificing their faith, their family, or their health.Check out the Committed Mastermind at https://committedmastermind.com/----Join Dr. William Attaway on the Catalytic Leadership podcast as he shares transformative insights to help high-performance entrepreneurs and agency owners achieve Clear-Minded Focus, Calm Control, and Confidence.Free 30-Minute Discovery Call:Ready to elevate your business? Book a free 30-minute discovery call with Dr. William Attaway and start your journey to success.Connect with Dr. William Attaway:WebsiteLinkedInFacebookInstagramTikTokYouTube

Hiring your first team member (or heck, your 5th!) can feel both really exciting... and really scary.(Am I right?

One of the hardest transitions every founder faces is delegation. Building a business often starts with doing everything yourself—sales, customer support, scheduling, bookkeeping, marketing, operations, and everything in between. That's usually necessary early on, simply because there's no one else to do the work. Eventually, though, success creates its own bottleneck. The same habits that helped launch your business start preventing it from growing. Instead of finding new customers, improving your products, or building strategic partnerships, you end up consumed by maintaining what you've already built. During our conversation with John McKenna, CEO of Peachtree VA, one message came through clearly: entrepreneurs don't usually struggle because they lack ambition—they struggle because they never develop the skill of delegation. Learning to let go isn't something you do after becoming successful. It's one of the reasons successful businesses keep growing. About John McKenna John McKenna is the CEO and Owner of Peachtree VA, a U.S.-based virtual assistant staffing company that helps entrepreneurs, founders, and business leaders reclaim their time through strategic delegation. With a background in executive recruiting and staffing, John specializes in matching businesses with experienced virtual assistants who become trusted extensions of their teams. Under John's leadership, Peachtree VA has focused on helping business owners move beyond doing everything themselves by building scalable delegation systems that improve productivity, streamline operations, and support long-term growth. He is a strong advocate for combining human expertise with modern AI tools, enabling entrepreneurs to focus on the high-value work that drives their businesses forward. Learn more about John and Peachtree VA at https://peachtreeva.com. Why Delegation Feels So Difficult Entrepreneurs are natural problem solvers. They built the business, they know the customers, and they understand every process, shortcut, and exception. That knowledge makes it easy to believe nobody else can do the work quite as well. John admitted he faced the same challenge. He described delegation as a muscle you have to exercise, not a switch you flip. Most entrepreneurs aren't naturally good at it because they've spent years conditioning themselves to solve every problem personally. That mindset works during startup. It becomes a liability during growth. Every hour spent organizing calendars, answering routine emails, updating spreadsheets, or scheduling meetings is an hour not spent generating revenue or improving the company. The hidden cost isn't the task itself—it's the opportunity you're giving up. Delegation isn't about giving work away. It's about protecting your time for the work only you can do. Delegation Starts With Your Calendar Many founders assume they need to hire an employee before they can delegate. John recommends starting somewhere much simpler: review your calendar. Look back over the previous week, or even the last month, and honestly evaluate where your time went. Ask yourself three questions: Which tasks absolutely require me? Which tasks could someone else complete? Which tasks should already belong to someone else? This exercise removes emotion from delegation. Instead of asking whether another person is capable, you're asking whether your time is the best investment for the business. Many entrepreneurs discover they're spending most of their week maintaining operations rather than growing the company. That's usually the first sign it's time to delegate. Being busy doesn't automatically mean you're being productive—growth comes from working on the highest-value activities, not simply filling every hour. Delegation Is Built Through Trust One of the biggest misconceptions about delegation is that you hand someone a list of tasks and everything magically works. Real delegation is built through relationships. John explained that successful business owners usually start small. They assign a few responsibilities, learn how each other communicates, and build trust from there. As confidence grows, so does responsibility. Over time, the virtual assistant becomes much more than someone checking boxes—they become a trusted extension of the business. Instead of constantly reviewing completed work, entrepreneurs begin thinking strategically because they know routine operations are under control. That's when delegation stops being outsourcing and starts being leverage. Trying to delegate everything on day one usually creates frustration. Start with repeatable tasks, build confidence, and expand from there. AI Doesn't Replace Delegation Artificial intelligence naturally entered the conversation. Many business owners now ask whether AI can replace a virtual assistant entirely. John's answer was refreshingly practical. AI is changing business, but it's still a tool, not a replacement for human judgment. Many small businesses know they should be using AI but don't know where to start. Rather than competing against it, Peachtree VA trains assistants to use AI tools on behalf of their clients—which changes the conversation. Instead of entrepreneurs learning every new AI platform themselves, they can focus on leading the business while someone else applies those tools effectively. That's a powerful distinction. Delegation today isn't just assigning work to another person. Sometimes it's delegating the responsibility of understanding technology itself. The future isn't AI versus people. It's people who know how to use AI creating more value than either could alone. The Real Return Isn't Immediate Revenue One reason many entrepreneurs hesitate to hire help is that they immediately calculate the financial cost. John encourages a different perspective. Instead of asking whether delegation immediately increases profits, ask yourself: Are you making better decisions? Are you spending more time with customers? Are you focused on revenue instead of administration? Has your quality of life improved? Those benefits often show up before the financial gains do. Founders who spend less time buried in administrative work naturally have more energy for strategic thinking, and that eventually produces stronger results. The first return on investment is clarity. Revenue follows later. Review the last two weeks on your calendar. Highlight every recurring administrative task—that list becomes your first delegation roadmap. Leadership Means Creating Capacity Perhaps the most valuable lesson from the discussion is this: delegation isn't an administrative skill; it's a leadership skill. Founders who insist on doing everything eventually become the largest bottleneck inside their own companies. Every decision waits for them. Every approval depends on them. Every process slows because nothing moves without their involvement. Businesses don't scale because founders work longer hours. They scale because founders build systems—and trusted relationships—that let the business operate without requiring their constant attention. Delegation creates capacity. Capacity creates growth. Growth creates freedom. Those outcomes don't happen overnight, but they begin the moment a founder decides they no longer need to carry every responsibility alone. Conclusion Delegation for entrepreneurs isn't about working less. It's about making every hour count. Every successful founder begins by wearing every hat. The difference between businesses that plateau and businesses that scale is recognizing when it's time to stop wearing all of them. Learning to delegate isn't giving up control—it's creating the freedom to focus on the work that actually grows the business. Stay Connected: Join the Developreneur Community

If life knocked you out of your business for two months, would your company keep running or would everything stop with you?Most founders unknowingly build businesses that only work when the Founder is operating at 100%. In this episode, Dawn Andrews shares the leadership lessons she learned during one of the hardest seasons of her life and why that experience exposed the difference between real systems and processes that only existed in her head.If you're an ambitious founder ready to scale without becoming the single point of failure, this episode will help you rethink delegation, documentation, AI, and what it truly means to build a resilient business. Listen now and start designing a company that can thrive even when life gets “life-ey”.If your business still depends on you to keep everything moving, it's time to build stronger leadership systems. Download the free guide 10 Ways AI Will Make You a Better Leader and discover practical ways to use AI to improve delegation, decision-making, and business resilience without losing the human touch.Key TakeawaysWhy building for your best week is actually a leadership liability. Learn how to design systems that keep your business running on both ordinary Tuesdays and catastrophic ones.The difference between delegation and dependency. Discover why requiring your approval at every step isn't delegation; it's just another bottleneck.How AI creates leadership leverage, not leadership replacement. See how AI workflows can protect your time by handling repeatable work while preserving your judgment for high-value decisions.Why documentation is a CEO skill, not an administrative task, if critical knowledge only lives in your head, your business is carrying more risk than you realize.The simple question that reveals whether you're scaling or just surviving. Identify which responsibilities only you can own and which ones you simply haven't let go of yet.Resources & LinksFree Guide: 10 Ways AI Will Make You a Better LeaderRelated Episodes191 | Why Smart Founders Still Answer 11 PM Calls: The Hidden System Failure Making You the Bottleneck189 | Warning: Your Competence Is Quietly Becoming Your Growth Ceiling. Here's How to Stop.173 | Why Being the "Face of the Brand" Is Secretly Killing Your Exit Value and How to Fix It With Systems and Delegation169 | Why "Just Delegate" Is a Lie in Leadership (And How AI Changes the Game)Send us Fan MailWant to increase revenue and impact? Listen to “She's That Founder” for insights on business strategy and female leadership to scale your business. Each episode offers advice on effective communication, team building, and management. Learn to master routines and systems to boost productivity and prevent burnout. Our delegation tips and business consulting will advance your executive leadership skills and presence.

What To Do & When - Wedding Planning Step-by-Step 21 Wedding BUDGET SAVING Tips   Wedding Planners who have gone through Jamie's course: Union Network List Want to ask Jamie your wedding planning questions?  Join her in The Master Plan! What did you think about this episode?  What were your takeaways?  I want to hear your feedback!  Screenshot the episode and post your thoughts on Instagram and tag us @wolferandco.  You can get your Perfect Wedding Timeline - HERE! Be sure to grab your Ultimate Wedding Day Checklist at https://www.wolferandco.com/engagechecklist You are also invited to join the Facebook Wedding Community she has created for y'all to support each other. ❤️ P.S. — These links may use affiliate platforms where commission may be earned based on clicks and/or purchases, and I would love it if you used them! It won't cost you anything extra, but affiliate links are RAD because they help creators like me to fund the free content we provide.

Most business owners think delegation is the answer to overwhelm. So why do so many still feel stressed, overworked, and frustrated after hiring help? In this episode, Lisa challenges the belief that simply handing off tasks creates freedom. She shares a hard-earned lesson from her own leadership journey and reveals why delegation often fails, not because of the people you've hired, but because of what leadership actually requires. You'll learn the difference between task managers and decision makers, why many entrepreneurs delegate too soon, and the mindset shifts necessary to build a team that truly supports your growth. If you've ever thought, "Nobody can do it as well as I can," or "I tried delegating and it didn't work," this conversation may change how you think about leadership, responsibility, and what it really takes to get your time back. In This Episode: The hidden reason delegation often creates more work instead of more freedom Four common beliefs that keep leaders stuck doing everything themselves Why hiring help and leading people are two very different skills The difference between task managers and decision makers How immature delegation sabotages growth What strong leaders understand about training, standards, and accountability Freedom doesn't come from handing off tasks. It comes from building the leadership capacity to let go of them.  

If You're a FAN leave me a message :-) But more importantly, let us know what you think, suggestions, topics, constructive criticism... ALL WELCOME!!In this episode, I explore why the real issue is not always time management, but the level of responsibility people are trying to carry inside systems that no longer support them. You will learn how time leakage happens through poor delegation, unprotected attention, open diary space, digital interruptions and reclaimed time that has no assigned purpose. This episode gives you a practical framework for protecting your capacity, directing your attention and using time as a leadership asset. Sponsored by Doc Marty Mushrooms, with a 20% discount code mentioned in the episode.www.docmarty.comKey TakeawaysThe problem is not always poor time management; sometimes the responsibility load is too large for the current system.Reclaimed time must be assigned before it appears, otherwise it gets absorbed by admin, control, interruptions or distraction.Delegation only works properly when standards, feedback loops and escalation points are clear.Attention is an executive resource, not a casual convenience.Time leakage often happens through small interruptions that carry a larger recovery cost.Open diary space is not free availability; it should have a leadership purpose.The goal is not to become busier, but to become cleaner and more intentional with capacity.Support the showContact me:Daniel@the-success-blueprint.co.zawww.mindworx.bizdaniel@mindsworx.comInstagram: @Mindworx_Coaching

Hiring a salesperson will not fix an offer that has never been proven. It will only scale the confusion. In this episode of The Level Up Podcast, Paul Alex breaks down when founders should hire a salesperson, why delegating too early wastes capital, and how to build a sales process that another person can successfully repeat. A salesperson is designed to scale what already works. Before handing over the revenue engine, the founder must prove the offer, understand the objections, close customers personally, and document the exact process. In this episode, you'll learn: • Why a salesperson cannot rescue an unproven offer• How founders can validate the sales process before delegating it• Why a full calendar of qualified leads signals that it may be time to hire• How scripts, compensation, training, and performance metrics create a scalable sales team The truth is simple: You have to pave the road before asking someone else to drive. Prove the offer. Document the winning calls. Build the script. Create the onboarding process. Then hire a salesperson when demand exceeds your personal capacity. When you pass the baton at the right moment, sales delegation becomes leverage instead of an expensive mistake. 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://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQLinkedIn: https://jo.my/inpaulalex2024 Looking 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.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Annie Yatch. A leadership and performance coach specializing in helping high-achieving entrepreneurs balance business growth with personal fulfillment. The discussion focused on leadership, relationships, and overcoming subconscious barriers to success.

42% OFF - Get your Digital Man Up book + Audiobook + 2 Exclusive MASTERCLASSES https://bit.ly/manuptribeTruLean Supplements | https://bit.ly/trulean-bedrosGet 50% Off Trulean Subscribe & Save BundleUse Code: BEDROSThe 3 Reasons Why Most Entrepreneurs FAIL | EP. 0200Listen, if you're a founder or CEO still stuck editing videos, running payroll, and doing QuickBooks like the highest-paid employee in your own company, you're burning out and leaving money on the table. In this episode, I break down the only three things you should be doing — Leads, Sales, and Delegation — so you can stop the busywork, scale faster, and actually enjoy being an entrepreneur. Average is the enemy. Let's get after it.#BedrosKeuilian #LeadGeneration #SalesSystem #AndyFrisella #DavidGoggins #JockoWillink #TonyRobbins #AlexHormozi #GaryVee #LifeAdvice #SelfDiscipline #Motivation #MotivationSpeech #FinancialFreedom #LifestyleDesign #MentalToughness #PersonalDevelopment #Entrepreneurship #SuccessMotivation #EntrepreneurBurnout #SalesProcess #BusinessCoaching #CEOMindset #RevenueGrowth #HighIntentLeads #BusinessScaling #BusinessSuccess #CEO #Leadership

A Delegation member came through with a question so good, we had to drop it in the group chat. And y'all already know our girl SJR wasn't about to leave her day ones on read! Four weeks into recovery, she showed up with a response that went way deeper than anyone expected. This episode challenges listeners to ditch their idea of self-reliance and experience a deeper intimacy with God. We're talking skin-to-skin, sis. Because His presence holds steady when your circumstances don't. Check out these exclusive offers from our partners: Get $35 off your first box of wild-caught, sustainable seafood delivered right to your door at https://www.wildalaskan.com/EVOLVE.Alloy is the only menopause platform with a scalp-to-lash hair care solution. Visit https://myalloy.com and use code EVOLVE for $20 off your first order! Ready to upgrade your home for way less? Head to https://wayfair.com right now to shop all things home and get your space ready for less. Go to https://baskandlatherco.com and use code EVOLVE for 20% off. Learn more about your ad choices. Visit podcastchoices.com/adchoices