Podcasts about equally

It's becoming increasingly clear that how we talk about climate change matters as much as the science or policy itself. The words we use carry weight, and climate communicator Susan Joy Hassol says specific word choices, like “heat-trapping pollution” rather than “greenhouse gases,” can cut through polarization and help messages resonate with a wider range of people. Equally important is listening to what people and communities need to better handle the impacts from climate disruption. And different audiences need different approaches. For example: adults can help children process climate fear and grief without overwhelming them by offering age-appropriate honesty paired with validation of their emotions. Good communication can be one of the most effective forms of climate action. Guests:  Robin Cooper, Co-Founder and President, Climate Psychiatry Alliance Elizabeth Yeampierre, Attorney; Executive Director, UPROSE  Susan Joy Hassol, Director, Climate Communication Highlights: 00:00 Introduction  2:14 Robin Cooper on climate related mental health issues young people have 5:16 Robin Cooper on how adults can help young people in their lives 12:22 Robin Cooper on having multiple conversations with young people about climate 15:57 Robin Cooper on next steps after identifying climate anxieties in young people 19:46 Elizabeth Yeampierre on what it took to get Sunset Park Solar going 29:33 Elizabeth Yeampierre on building community trust and listening 31:40 Elizabeth Yeampierre on working with other communities  36:11 Susan Joy Hassol on not using the phrase “climate change”  39:52 Susan Joy Hassol on the phrase “natural disasters”  46:11 Susan Joy Hassol on dealing with hostility when discussing climate For show notes, related links, and episode transcript, visit our ⁠⁠⁠episode page⁠⁠⁠ at climateone.org *** Join Climate One for an electric conversation on September 1 at 6 p.m. between PG&E CEO Patti Poppe and California State Senator Scott Wiener about energy affordability, outages, and whether cities like San Francisco are ready to break up with the investor owned utility model. Tickets available at climateone.org/events *** Support Climate One by going ad-free! By subscribing to Climate One on ⁠⁠⁠Patreon⁠⁠⁠, you'll receive exclusive access to all future episodes free of ads, opportunities to connect with fellow Climate One listeners, and access to the Climate One Discord. ⁠⁠⁠Sign up today⁠⁠⁠. *** Ad sales by ⁠⁠⁠Multitude⁠⁠⁠. Contact them for ad inquiries at ⁠⁠⁠multitude.productions/ads⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

//The Wire//1800Z July 16, 2026// //ROUTINE// //BLUF: UKRAINIAN ATTACKS CONTINUE ON RUSSIAN SHIPPING IN BLACK SEA, RUSSIA RETALIATES BY STRIKING UKRAINIAN SHIPPING. WILDFIRES CONTINUE TO SPREAD IN CANADA.// -----BEGIN TEARLINE------International Events-Europe: The war in Ukraine has continued to expand, with attacks on Russian merchant vessels remaining constant in the Black Sea. Russia has likewise retaliated by striking Ukrainian vessels also located within the Black Sea, as well as several port cities in southwestern Ukraine.Middle East: The war continues as before, with regular strikes taking place in the coastal regions which have been host to targeting for several days. Last night the US struck the port of Bandar Abbas again, and the Iranians have responded with attacks on Kuwait, which continued sporadically overnight.Analyst Comment: One aspect of the war that has not escalated for now, has been the conflict between Saudi Arabia and Yemen. After the initial mutual strikes two days ago, the Saudi's have chosen to back off of this line of effort, probably because they realized how bad of an idea it is to start a fight with the Houthis right now. That Saudi East-West Pipeline is the main asset that is keeping Saudi Arabia in the global oil market right now, and the Houthis can very easily threaten their main revenue source.Canada: Over the past few days, wildfires have continued to spread throughout the nation. As of this morning, at total of 859x wildfires are actively burning nationwide in Canada, most of which are clustered in Ontario, Qeubec, and the Northwest Territories. Of these active fires, 63x are out of control with zero percent containment. Evacuations of thousands of rural and tribal areas have been ordered over thousands of square miles, and air quality alerts have been issued for much of the American northeast and mid-Atlantic due to the smoke.-----END TEARLINE-----Analyst Comments: Though not exactly grabbing front page headlines, the war in Ukraine has continued to expand and become increasingly more serious during this year's summer offensive.Numbers are hard to independently verify, but the Ukrainians claim a total of 136x Russian vessels have been struck so far during this Black Sea targeting campaign since it began last week. This number seems a little high, but what is undeniable is that the Black Sea and the Sea of Azov have become a new front during this war...for both sides, as demonstrated by the Russians now targeting Ukrainian ships. Equally important is the impact this is having on the broader Russian oil market. Previous strikes on petroleum refineries resulted in fuel shortages throughout Russia, which have varied by severity and location. Striking tankers in the Black Sea really only impacts the petroleum export market, and the long-term impacts of this will be interesting to follow. Like it or not, the concept of globalization has functioned as designed, and most nations are linked to each other in ways that are not readily apparent at first. Russia mostly exports oil to India and China, and their exports have remained high during the Persian Gulf crisis. So Ukraine, in striking the oil intended for China, is directly playing a hand in the Gulf War...a conflict thousands of miles away. How this will manifest over the next few weeks will be important. Gas prices in the US have been MUCH cheaper than they should be, due to a long list of factors, one of which has been the Chinese dipping into their own reserves to sharply reduce their demand. Ukraine strikes ships intended for China, and China now has to either dip into their reserves more...or buy more oil from the Middle East, and demand goes up in an already restricted supply chain. The Gulf War is still hot to some degree, and the miniscule flow of oil that had begun to trickle out of the Gulf during the ceasefire has once again slowed to a drip...and now that Ukraine is striking Russian oil intended for China, an already tight oil market is probably going to be squeezed even harder.Analyst: S2A1 Research: https://publish.obsidian.md/s2underground NomadNet: 5fa68c88be727a0e1a250a75e5e79269 Disclaimer: No LLMs were used in the writing of this report. //END REPORT//

John Kinzer still remembers sitting in a closed meeting at MCI, presenting revenue results, when something unexpected caught his attention. It wasn't the numbers he was reporting—it was the questions coming from the FP&A team. Listening to their discussion, he realized, “I also want to see that side of it,” Kinzer tells us. That moment led him from revenue reporting into business planning, where a manager helped shape the analytical skills that would define his career.Looking back, Kinzer tells us those early experiences proved invaluable. Long-distance telephone plans behaved much like today's subscription businesses, exposing him to churn analysis, lifetime value, customer acquisition costs, and cohort analysis long before SaaS became commonplace.Equally important was another lesson from a mentor: always look 18 to 24 months ahead. If you're no longer learning, growing, or able to see your next opportunity, it's time to start thinking about what's next, Kinzer tells us. That advice influenced several career decisions, including his move into the dot-com world, where he participated in his first IPO by helping write an S-1 and develop the company's long-term financial model.The same long-term mindset later shaped an even more difficult decision. After being passed over for his first CFO opportunity, Kinzer tells us he resisted the urge to react emotionally. Instead, he focused on developing new skills, particularly investor relations, believing the experience would prepare him for the future whether the opportunity came internally or elsewhere.For Kinzer, career progression has never been about chasing titles. It's been about continually putting himself in positions where learning comes first—and trusting that leadership opportunities eventually follow.

After a long and distinguished career in law enforcement, Frank made the decision to attend Eleusinia for two deeply personal reasons, to enrich the quality, depth, and meaning of his own life, and to find hope for his wife, whose debilitating migraines had impacted their lives for years.What followed was far more profound than he ever expected.In this powerful conversation, Frank shares his remarkable experience as a 57 year old with no previous psychedelic experience. He reflects on the revelations, personal growth, and overwhelming sense of gratitude that emerged through the Eleusinia program, describing how it reshaped his perspective on life, relationships, and wellbeing.Equally moving is the story of his wife's transformation and her newfound freedom from chronic migraine pain, an outcome that brought healing not only to her, but to their family as a whole.Frank also offers an in depth look at the Eleusinia program itself, explaining what participants can expect, why its approach is so impactful, and why he believes it stands apart from other personal growth experiences.Whether you're curious about psychedelic assisted healing, seeking a deeper sense of purpose, or simply inspired by stories of profound personal transformation, this episode offers an honest, heartfelt, and compelling account of what's possible when you're willing to embrace a new path.

The leftist cultural critic David Masciotra isn't happy with the state of America in the first half of 2026. His dislike of the MAGA crowd goes without saying. But his anger at the state of progressive politics is more noteworthy. So far, he says, 2026 has been — to borrow from Antonio Gramsci — a time for monsters both on the left and right. With its “Epstein class” vocabulary, knee-jerk Luddism and AIPAC litmus tests, the left, Masciotra argues, is mimicking MAGA in its paranoid bigotry. The year's most disturbing story so far is Graham Platner, the erstwhile Maine Senate candidate who, Masciotra suggests, is either an idiot or a Nazi. Equally disturbing were the “progressives” who blindly defended Platner until the most recent rape accusations. So how to slay these monsters on the left? What's missing, Masciotra argues, is the kind of positively benevolent Jacksonian (Jesse) vision which seizes the moral high ground of American politics. We are still waiting for the next Bill Clinton, Obama, or even Bernie able to imagine a new dawn for the left in America. Maybe we'll see the early shoots of a more optimistic progressivism in the second half of the year. In the manner of a football (soccer) match, let's hope 2026 turns out to be a year of two halves. Five Takeaways •       The Old Gods Return. Masciotra's answer to the what-time-is-it question is that 2026 has seen the old gods stumble back onto the landscape: nationalism, male chauvinism, paranoia and conspiracism. Borrowing from Zygmunt Bauman, he argues that we have moved from a solid age to a liquid one, in which nothing feels stable — and instability inculcates a nostalgia that is usually irrational and ill-informed. People are reaching for the resurrection of manufacturing, the male-headed nuclear family, even a return to religion, with young Americans reportedly turning to Catholicism. Quality of life is objectively better than in our grandparents' era, and yet we live in an age of doom-scrolling and pessimism. •       The Epstein Class and the Left's New Litmus Tests. The criticism of Israeli conduct after October 7 has morphed, for many on the left, into an all-encompassing paranoia in which AIPAC, Zionists, and “the Epstein class” control everything. Graham Platner coupled those terms constantly in his stump speeches — antisemitic conspiracy-mongering 101, in Masciotra's phrase — and declaring Israel genocidal has become a litmus test in Democratic primaries from Maine to Denver to California. Masciotra, who saw Jesse Jackson spend decades atoning for Hymietown, calls this the most important story of 2026 to monitor: the collapse of parts of the progressive left into bigotry, misogyny tolerance, and purity tests. •       Luxury Beliefs and Streamer Politics. Voter turnout used to be organized bottom-up — black churches, the NAACP, Jackson's Rainbow PUSH Coalition — around the issues of actual neighborhoods. Now streamers like Hasan Piker mobilize thousands of calls into districts they know nothing about, amplifying what Masciotra calls luxury beliefs: positions whose consequences never touch the people who hold them, from making every race about Israel to defunding police in neighborhoods the believers don't live in. Whether it's Piker on the left or Nick Fuentes on the right, national streamers will always champion luxury beliefs, because they lack the knowledge to champion local ones. •       Working-Class Drag Doesn't Work. Platner looked like he had just changed a tire and talked like a pro wrestler cutting a promo on Susan Collins — and the polls showed Collins beating him even before he dropped out over credible accusations of rape and domestic violence. White working-class voters, Masciotra argues, are not looking for someone in the right costume with the right gravelly voice; they have real beliefs, and they respond to people who speak directly to their concerns rather than in the nomenclature of consultant firms. Nobody in Maine piecing together a living as a farmer or a home-health aide has AIPAC first and foremost on their mind. •       Waiting for the Benevolent Vision. What the half-year lacks, from Washington to Westminster, is what Jesse Jackson had even for his critics: a benevolent vision. Masciotra finds it today in Bryan Stevenson and the civil rights tradition he calls the moral center of American politics, and in Senator Raphael Warnock, who preaches from King's old church. His policy candidate for the next Clinton-or-Obama moment is a self-employment manifesto — politics for the millions piecing together gig work who appear in nobody's rhetoric, not the manufacturing nostalgia of the right nor the union nostalgia of the left. And on AI, he sees an opening: oppose the secretly-dealt data centers, as presidential hopeful J.B. Pritzker has, but harness the technology for the precariat rather than the moguls. About the Guest David Masciotra is a cultural critic, journalist, and lecturer. He is the author of six books, including Exurbia Now: The Battleground of American Democracy (Melville House, 2024) and I Am Somebody: Why Jesse Jackson Matters (Bloomsbury, 2020), drawn from his many years working alongside the late Reverend Jackson. His writing appears in UnHerd, The New Republic, Washington Monthly, The Progressive, and the Los Angeles Review of Books, and he teaches literature and political science in Indiana. He is a longtime friend of the show. References: •       Exurbia Now: The Battleground of American Democracy by David Masciotra (Melville House, 2024). Booklist, starred review: “Insight and a fresh perspective on the culture wars.” •       I Am Somebody: Why Jesse Jackson Matters (Bloomsbury, 2020) — Masciotra's biography of the Reverend, discussed here for Jackson's decades of recompense after the 1984 Hymietown remark. •       Zygmunt Bauman — the Polish sociologist of liquid modernity, quoted in Exurbia Now, whose move from solidity to liquidity frames the episode's diagnosis of nostalgia. •       Antonio Gramsci — the Prison Notebooks passage on the interregnum, in both its translations: morbid symptoms and monsters. •       Masciotra's recent UnHerd essays — on why Democrats gave Graham Platner a free pass, on the party's luxury belief agenda, and on Stephen Colbert as the emblem of detached establishment liberalism. •       Bryan Stevenson — founder of the Equal Justice Initiative and the legacy sites memorializing slavery and lynching; the subject of Masciotra's forthcoming piece and, in his view, the closest thing 2026 has to a benevolent vision. About Keen On America Nobody asks more awkward questions than the Anglo-American writer and filmmaker Andrew Keen. In Keen On America, Andrew brin...

I've got a couple of questions around Mike Smith. Mike is back in the news because of his court case against big polluters. His case got upended by the recent Government move to block what they call "tort-based litigation" over climate change. Roughly speaking, the Government didn't like the uncertainty these sort of cases create for business, and also that the decision in such matters lies with the Government, not the Mike Smiths of the world and adventurist judges who like the idea of a bit of legal exploration and dabble. That should have been that. Except it isn't, because Smith is back in court looking to argue the argument. The questions: 1) Who pays for Mike Smith to spend his life in court? 2) What do we do about the judicial process that allows seemingly endless claim and counterclaim, to the claim and counterclaim? 3) What happened to the idea that the Government is the ultimate court, and we might want to bow to that idea just a bit more often? For every Mike Smith, who presumably has a legal mind or two on tap to dabble, there will be genuine cases of importance that are not heard. The judicial wheels are already hopelessly slow and exploratory musings can't be helping. America should be all the warning sign we need to avoid, at virtually all costs, the idea that you can simply have a stab at an idea in the hope you can find some sympathetic judge to rubber stamp Lord-knows-how many years and how many millions of dollars of mind-bending ideology that ties up businesses, lives and people in a process that may well end up nowhere. Clearly there are people like Smith who are born agitators, probably slightly bored, perhaps a bit aggro, but nevertheless dedicated to the idea of upset and stirring. Equally there will be those who have passed the bar who find the intellectual idea of bouncing a few controversial concepts about the place stimulating, if not fun and perhaps profitable. But most of the rest of us have a life to get on with and that includes Z Energy and Fonterra and the Government of the day. If Mike Smith wants to make law let him run for Parliament, our ultimate court. But short of that, surely there should be some rules that prevent the professional legal menace from wasting our time? See omnystudio.com/listener for privacy information.

Many people have never heard of Ryan Furby, yet they have likely experienced the impact of the work he does. After an international career with some of the world’s largest corporations, including FedEx, Philip Morris International, and Biogen, Ryan returned to Louisiana and quietly built a consulting practice that helps organizations navigate complex business challenges through strategic communications, public affairs, and reputation management. Today, as CEO of RAF Strategic Communications and Public Affairs, he advises companies while also giving generously of his time to Acadiana’s nonprofit and civic organizations. In this episode of Discover Lafayette, Ryan demystifies a profession that often operates behind the scenes. He explains how organizations earn, and sometimes lose, the public’s trust, why communications belong at the executive table, and how thoughtful leadership can determine whether a company thrives during moments of opportunity or crisis. As Ryan succinctly explains, “I’m in the trust business. I’m in the reputation business.“ Louisiana Roots, Global Experience Ryan’s career has taken him around the world, but Louisiana has always remained home. Born in Baton Rouge, raised in Mandeville, and educated at Loyola University New Orleans, Ryan grew up with deep family ties throughout South Louisiana. His mother’s family has roots in Lafayette stretching back generations, while his father’s family is from Alexandria. After nearly twenty years of pursuing increasingly demanding international leadership roles, Ryan found himself burned out. “I’d been chasing jobs and money and career all around the world for 20 years,” he recalls. “I was at a point where I was really burned out.” Initially, moving to Lafayette was intended to be temporary, a place where he and his wife could regroup while raising their two young children closer to family. “We’ll spend a year. See how it goes.” Eight years later, Lafayette has become home. That decision changed not only his family’s life, but the community that would eventually benefit from his leadership. Learning Leadership at FedEx Ryan credits much of his professional development to his years at FedEx, where he describes the company as “my training ground” and “my MBA.” Working inside one of the world’s largest transportation companies gave him unprecedented exposure to executive decision-making and corporate strategy. Few people influenced him more than FedEx founder Fred Smith. “I thought of him as a professor,” Ryan says. “Every time he spoke, I just absorbed all of that.” Smith’s military background shaped the culture of the company through a simple but powerful philosophy: “Shoot. Move. Communicate.” Ryan explains that the phrase represented more than a slogan. It embodied how organizations must continually adapt, execute, and communicate internally to remain successful. At FedEx, communications wasn’t an afterthought, it was part of executive leadership. Communications professionals sat alongside legal counsel, operations leaders, marketing executives, and division presidents, helping shape decisions before they became headlines. As Ryan explains, their role was often to become “the conscience of the organization,” helping leaders ask difficult questions: “If you mess up, how do you own it? How do you fix it? How do you prevent it from happening again?” Katrina: Helping New Orleans Recover One of Ryan’s defining professional experiences came in the aftermath of Hurricane Katrina. From FedEx’s corporate “war room,” he watched the devastation unfold while simultaneously helping coordinate logistics and charitable efforts to support New Orleans’ recovery. The experience was deeply personal. “I felt like New Orleans was my home,” he says. “Watching that and then knowing what my friends and family were experiencing felt very personal.” Among the recovery efforts he remains most proud of was helping the Audubon Aquarium of the Americas reopen. After Katrina, nearly every animal inside the aquarium died when life-support systems failed. The surviving penguins and two sea otters had been relocated to California while the facility rebuilt. When the aquarium asked FedEx for help bringing the animals home, Ryan immediately recognized the symbolic importance. “This is going to be big. This is a story.” FedEx ultimately chartered one of its own aircraft to transport the animals back to New Orleans, sponsored the exhibit, and helped organize a major reopening celebration nearly one year after the storm. “It was symbolic of what New Orleans needed,” Ryan reflects. https://www.youtube.com/watch?v=OUvQQr-obXU The story became a powerful reminder that communications is about far more than publicity; it is about helping communities recover, celebrate milestones, and restore hope. Reinvention on a Global Stage Ryan’s next chapter took him to Switzerland with Philip Morris International. To many, accepting a position with a tobacco company might seem surprising. Ryan explains that by the time he joined, the company’s leadership was investing heavily in research and development to transition smokers toward reduced-risk alternatives. His responsibility was helping one of the world’s most heavily regulated companies navigate communications in an increasingly digital world. Unlike traditional consumer brands, every communication had to operate within extraordinary legal constraints. “It was always trying to find a path through all of the barriers,” he says. Living overseas also transformed his family’s perspective. Ryan and his wife immersed their children in French-speaking schools, traveled extensively throughout Europe, and developed friendships with colleagues from across the globe, including Ukraine, Russia, Turkey, and Eastern Europe. Those experiences fundamentally changed how he views the world. “I tend to see things from both sides,” he says. “I give the other side the benefit of the doubt.” That balanced perspective continues to shape both his consulting practice and his civic leadership today. Choosing Lafayette When Ryan eventually returned to the United States through Biogen, he briefly considered relocating to Boston. Instead, he chose Lafayette. His reason was remarkably simple. Family. “I wanted them to know their family,” he says of his children. Equally important was his desire to become part of a genuine community. Living abroad had shown him what it meant to be welcomed professionally but never fully belong. Louisiana offered something different. “I wanted to be part of the people, part of the community.” Rather than simply living in Lafayette, Ryan intentionally sought opportunities to serve. That commitment eventually led him to board leadership with organizations including the Acadiana Symphony Orchestra and Ronald McDonald House Charities of South Louisiana, as well as service on the committee that selected the new president of the University of Louisiana at Lafayette. Building RAF Strategic Communications Ryan eventually founded RAF Strategic Communications and Public Affairs, naming the company after his initials, “RAF,” colleagues had called him throughout his FedEx career. Today, he helps organizations clarify strategy, improve communications, strengthen relationships with government and stakeholders, and successfully compete for major contracts. One example close to home involved Acadiana Waste Services. When the company prepared its proposal for Lafayette’s residential solid waste contract, Ryan brought years of experience responding to complex Request for Proposals. His advice was practical: “Answer the question. Get the score you need.” But beyond simply answering technical requirements, Ryan helped the locally owned company present itself with the polish and professionalism expected of much larger national competitors. “If you want to know how the big ones operate,” he says, “this is how they do it.” Today, he continues serving as a communications consultant for Acadiana Waste Services while helping the company build relationships throughout the community. And Ryan says, ” Just a side note, we have a monthly meeting with LCG and each month, it’s another month of no fines. To have no fines means you’ve collected every single route. If you miss something, you have 24 hours to fix it. No fines in this industry is unheard of. They are a great company and great people. I’m really fortunate to work with them.” Reputation Can Take Decades to Build—and Minutes to Lose One of the most fascinating portions of our conversation centered on reputation management. Ryan discussed recent corporate case studies ranging from Fender Guitars to BP’s Deepwater Horizon response, illustrating how quickly public trust can disappear. Quoting Warren Buffett, Ryan offered one of the interview’s most memorable observations: “It takes 20 years to build a reputation and five minutes to ruin it.” His work often involves helping organizations ask difficult questions before problems become public crises. “The best examples of what I do,” he explains, “never hit the papers because the issues have been handled properly before they were out there to ruin the reputation of the company.” It is a reminder that successful communication isn’t simply about responding well, it is about making wiser decisions from the beginning. Giving Back to Acadiana Despite an international résumé, Ryan speaks most enthusiastically about community service. His involvement with the Acadiana Symphony Orchestra reflects his belief that arts organizations help define the character of a community. He praises board chairman Robert Schacht for modernizing the organization while expanding educational programming, movie concerts, chamber performances, and outreach designed to welcome new audiences. “We’re trying to bring in education and students and have fun,” Ryan says. “I just think performing arts is so important for community.” That same philosophy guides his volunteer work across Acadiana. As he explains: “Work is just a piece of who I am.” “What I can give back is much more rewarding.” Listen to the Full Conversation Ryan Furby’s career has taken him from Louisiana to Switzerland, from global boardrooms to local nonprofit organizations, yet one lesson consistently emerges throughout our conversation: Businesses succeed not simply because they have great products, but because they earn trust. Whether advising Fortune 500 companies, helping a locally owned business compete for a transformational contract, or volunteering with organizations that enrich Acadiana, Ryan brings the same thoughtful approach to leadership: listening carefully, understanding multiple perspectives, and helping people achieve their best outcomes. His story is ultimately not just about communications. It’s about character, credibility, and the relationships that make communities and organizations stronger. For more information about his services, visit https://rafmarketing.com/.

Improving attendance has been the obsession of both the government and Ofsted since 2020, leading to pressure being heaped on schools - and subsequently children and families - to solve a growing crisis. A fixation on the data, however, is not solving the problem and, instead of looking at the “why”, a punitive approach has been the chosen method of the government - but enforced on the ground by schools. This has led to a breakdown in relationships between parents and schools, with increasing blame falling on Heads and teachers, for situations which are ultimately out of their hands. Equally, schools have little power to solve the real problems causing high levels of absence, but all the while being held to account on the numbers. Has the situation reached breaking point? Is the position of schools now impossible? Join Rae, Dave, Yasmin and Liz.

Reporter, Joe Caulfield speaks to Lebanese people about the impact of the Middle East conflict on their daily lives.

Vancouver resident Randall Rathbun poses a pointed question to Silas Matson and Rev. Kate Lore: are all religious and moral viewpoints equally valid, or does objective truth exist? Using the logic of basic math, Rathbun argues the answer matters. https://www.clarkcountytoday.com/opinion/letter-are-all-religious-viewpoints-relative-and-equally-valid/ #Opinion #Religion #ObjectiveTruth #ClarkCounty #Vancouver #WashingtonState #Faith #Philosophy #LettersToTheEditor

Justin Bieber Biography Flash a weekly Biography. Justin Bieber's past few days have been a mix of quietly strategic career moves, low‑key public sightings, and the kind of relationship moments that keep his long term story so fascinating. The most biographically significant development is professional: according to Kiss 95.1, industry sources are still framing his upcoming album Swag, first announced in 2025 as his first full album in four years following health struggles and a reshuffling of his longtime team, as the central focus of his current music plans. That project continues to hang over every new appearance as the marker of his next era, emphasizing a narrative of recovery, reinvention, and tighter control over his business circle. On the personal side, the Biebers have been visibly united. An Instagram post circulating in the fan community shows Justin and Hailey enjoying a day out at Disneyland California, described as a rare public appearance together and a reminder that, despite periodic tabloid speculation about tension, they are still choosing to be seen as a couple in relaxed, family friendly settings. In a similar lane, Facebook posts and fan video report Justin and Hailey cruising through the streets of Beverly Hills looking relaxed and underdressed, more like a married pair running errands than a headline grabbing power couple. These low drama sightings may not be flashy, but in a long term biography they underscore a steadying domestic phase after years of more chaotic headlines. Social media chatter has also amplified a TikTok trend built around “Justin Bieber spotted today,” with clips of him outside a Los Angeles restaurant in a bright pink fuzzy hoodie, waiting casually for a table and looking, in the words of one viral caption, completely unbothered. While TikTok is not a traditional news source, the imagery fits with a broader pattern: Bieber leaning into a more anonymous, everyday Los Angeles life between major releases. Equally important is what he is not doing. Myth Detector, a fact checking outlet, recently debunked a fabricated interview circulating online that falsely claimed Bieber was talking about Masonic or Satanic organizations; the original program was simply about his album Changes, and there is no evidence in his recent social media or public statements that he is involved in or even discussing such conspiracy themes. That clarification matters for his long term narrative, pushing back against attempts to hijack his image for fringe content. No major reputable outlet has reported any confirmed new legal issues, health crises, or dramatic business shakeups for Bieber in the past 24 hours. Any rumors of surprise divorces, secret babies, or covert religious about‑faces remain in the realm of unconfirmed fan and tabloid speculation at this time and do not meet the standard of verified reporting for a serious biographical update. That is your Justin Bieber Biography Flash for today. Thank you for listening, and be sure to subscribe so you never miss an update on Justin Bieber, and search the term Biography Flash for more great biographies. Thanks for listening. This has been a Quiet Please production. Get the best deals https://amzn.to/3ODvOta

1028. Laura answers a listener's question about investing a lump sum or using a dollar-cost averaging (DCA) strategy. Find out what DCA is and its pros and cons whether you have a little or a lot to invest.Key takeawaysDollar-cost averaging (DCA) is a simple strategy where you invest a consistent amount at regular intervals.DCA benefits include reducing market risk, needing smaller amounts of cash, and making investing less emotional.DCA can also be a wise strategy when you have a large amount to invest, such as a cash windfall. The main DCA downside is potential missed growth when the market is rising over time.Making a lump sum investment can be wise when your finances are in good shape, don't need to be systematic, have a high risk tolerance, and want to maximize returns.Discover more from Money Girl!FacebookNewsletterTranscripts available at QuickandDirtyTips.com.Email: Laura@LauraDAdams.com or leave a voicemail: (302) 364-0308. Hosted on Acast. See acast.com/privacy for more information.

"The Bible is clear about marrying in the faith. The apostle Paul spoke in II Corinthians 6 about being not being unequally yoked with an unbelieve. Join Jon & Debbie Pinelli as they share their own life experiences and insights with regards to this important subject." For further study, read "Meaning of Equally or Unequally Yoked" and the COGWA Study Paper titled "Marrying Within the Faith."

Send us Fan MailSarah welcomes Sibel Osman back to The Beyond Condition Podcast.For this special episode, here are some words from Sibel herself; Our beautiful sport is one that both myself and Matthew Ali grew up in and have always known it to be inclusive, in fact one of the most endearing aspects of our sport is the fact that it is so inclusive, be it age or disability. Upholding the values and the ethos of bodybuilding is something that both myself and Matt have worked very hard to pioneer wherever and whenever we can. It is all too easy to get lost in the ‘mainstream' and follow trends and crowds of the ‘new generation' and forget the cornerstones of what made this sport great and celebrate ALL athletes from all walks of life that endure every day to live and breathe it.We as able-bodied athletes often take for granted the privilege and blessings we have, being able to get up with ease and carry out our everyday tasks as an athlete and yet some still find something to complain about.Unless you are either directly affected, know or have a loved one that is disabled/disabled athlete, it is easy to overlook how easy able-bodied athletes have it. The real superheroes of our sport are our disabled brothers and sisters who get up every day in the face of great adversity, go to the gym and function, perform, prep, bulk and work like true soldiers to achieve what can only be described as remarkable, and create physiques that are frankly mind blowing. The fact that we have disability categories in our sport is incredible and I commend and thank EVERY federation that is inclusive enough to have a disability category.  This proves just how wonderful our sport is, however, we (myself and Matt) want to take this further and build on that. Creating a Disability Pro League, the first of its kind in the world, is something that we believe is a long time coming and nothing short of deserved. These incredible inspiring athletes are in a league of their own and deserve A LEAGUE of their own, a Super Pro league to celebrate their excellence and allow them a platform and an avenue to achieve their greatness and take their athletic prowess as far as they wish to go.We will work extremely hard to create opportunities and rewards for all of these incredible athletes and ensure that they know and feel that this sport belongs to them EQUALLY. If you get up everyday and live the life of a bodybuilder, you train to a targeted plan, eat a specific diet, have a prep coach, check in, go off season, prep, compete…..the list goes on….you ARE a bodybuilder and should have all the opportunities afforded to you that able bodied athletes have.Bodybuilding is built on values that promote and teach resilience, consistency and to Never Give Up! To build physiques that are way above the norm and visually represent the sheer heart and work that has gone into building a body that is a work of art. Nothing is more demonstrative of these core values than our disabled athletes who are a testament to the work ethic and the fire that champion mindsets and bodies are built from. To be able to work on building this sector of our sport is one of the projects that truly means a lot to us. We must all embrace change as progression in all things is important, provided that the change is progressive and for the greater good. I think we have all had our fill of recent negativity and poor communication within the sport and it is time that something new and good was introduced to give our athletes a new lease of life and love for our sport.We welcome all the support that you can afford us and the incredible athletes as we build this sector in the coming year.Thank you for listening.Find Sibel and the federations mentioned on Instagram: @sopro1000 @acpukofficial @ibfa_ukWatch the episode here: https://youtu.be/nF-wGAPJhugFind Sarah on Instagram: @sarahparker_bbTHE ULTIMATE SHOW DAY GUIDE E-BOOK: Purchase hereBeyond Condition Coaching Application: Click here

How do we bring our full musical selves to the stage?In this Season 6 finale of The Piano Pod, concert pianist, composer, arranger, educator, and artistic leader David Berry joins host Yukimi Song for a rich and deeply personal conversation on virtuosity, improvisation, composition, contemporary music, artistic identity, and the connections that unite seemingly different musical worlds.A graduate of the Eastman School of Music and The Juilliard School, Berry has built a multifaceted career as a performer, educator, curator, and advocate. Equally at home with Liszt, George Walker, James P. Johnson, contemporary composers, and his own original works, he embodies the spirit of this season's theme: Creativity and Connection.Throughout the episode, listeners will hear excerpts from Berry's own compositions and arrangements, including Joshua Fought the Battle of Jericho and Sometimes I Feel Like a Motherless Child.Featured Music & RecordingsJoshua Fought the Battle of Jericho Sometimes I Feel Like a Motherless Child Danse Andalouse by Joaquín Nin James P. Johnson: Yamekraw – A Negro Rhapsody Adolphus Hailstork: Chamber Works Featuring the premiere recording of Hailstork's Piano Quintet Detroit with The Harlem Chamber Players. SpotifyTiny Glass Tavern — Let Us Dance, Let Us Sing Featuring David Berry's performance of Joshua Fought the Battle of Jericho. SpotifyPublicationsJoshua Fought the Battle of Jericho for solo piano David Berry, Since Jesus Came Into My Heart: 10 Stylish Arrangements for Solo Piano Lillenas Publishing Company, 2024 David BerryWebsite FacebookThe Piano PodBecome a VIP Member / Unlock Exclusive Content on Substack Season 6 Piano Music PlaylistNominate Guests for Season 7: Culture and Courage HERE#DavidBerry #ThePianoPod #PianoPodcast #ClassicalMusic

Stanley’s generosity never ceased to amaze me. He often bought meals and gifts for elderly church members, cleaners in his neighborhood, or anyone who needed cheering up. Equally amazing was that despite Stanley’s not being wealthy or savvy at investing, his small investment did impressively well, enabling him to keep giving. Whenever someone thanked him, he’d point upwards and smile, as if to say, “It came from God, not me.” God, he often said, helped him to help others. This was what Paul alluded to in 2 Corinthians 9 as he wrote about giving. Proud of the Corinthians’ readiness to help fellow believers (v. 2), he hoped to pick up a collection they had started (v. 3). Imploring them to give generously and cheerfully (vv. 6-7), he noted that God would not only reward those who gave (v. 6) but also bless people so they could give even more. God doesn’t expect us to give what we’re unable to give (2 Corinthians 8:12). Rather, He entrusts us with money, time, or talent to “abound in every good work” (9:8), and He supplies what we need so we “can be generous on every occasion” (v. 11). That’s why we can give in faith and with a cheerful heart (v. 7), knowing that we give only from what we’ve been given. In the process, we bring praise to God’s name (v. 13).

This weeks rant is all about making sure the rules are applied to everyone.  So many times we focus our talks about consent, no mean no etc all geared towards the guys.  The reality is violations, unwanted touching etc happens to both men and women and many times the person doing the violation is a female.  Rules are not gender specific and our enforcement of those rules shouldn't be either.https://www.fullswapshop.com/product-category/my-bls/  (STD Hero)http://www.motorbunny.comhttp://www.asnlifestylemagazine.comhttp://www.fullswapshop.comhttps://www.onlyfans.com/msamandakasbh: http://www.krazykasbh.comTwitter:  @TruthKrazy

Being ghosted in sales feels modern, but the problem is ancient. You meet someone at a networking event, have a positive conversation, follow up politely and then hear nothing but crickets. The danger is not only losing the opportunity. The greater risk is either giving up too early or following up so badly that you create brand damage. Professional salespeople need a follow-up rhythm that is persistent, respectful and defensible.  Why do buyers ghost salespeople after a good conversation? Buyers often ghost salespeople because they are overwhelmed, distracted or drowning in messages, not necessarily because they lied about being interested. The professional response is to assume the buyer is busy before assuming bad intent. Executives, managers and business owners receive a tsunami of emails, LinkedIn messages, calendar alerts, Teams notifications, Slack pings and social media updates every day. In Japan, the United States, Europe and across Asia-Pacific, post-pandemic hybrid work has increased digital noise and lowered tolerance for poor follow-up. Younger professionals are also often more text-based because written messages reduce confrontation and create an easy escape route: no reply. The problem is that no sales come from silence. Do now: Treat ghosting as a signal to follow up better, not as permission to disappear. Should salespeople keep following up after no response? Salespeople should keep following up if they genuinely believe they can help the buyer, but the tone must be respectful and benefit-led. Persistence is professional only when it serves the buyer. A second follow-up should acknowledge the buyer's busy schedule and apologise for adding to their inbox. Then it should restate the business benefit clearly. This protects the salesperson from sounding like a pest because the reason for the contact is not desperation, commission or pressure. The reason is value. For B2B sales teams, SMEs and multinational account managers, the question is simple: can this solution help the client improve revenue, productivity, leadership, customer retention or competitive performance? If yes, follow-up is part of service. Do now: In the second email, write briefly, apologise for the inbox intrusion and restate the buyer-centred benefit. How many follow-up emails are reasonable before moving on? Four thoughtful follow-ups are reasonable before concluding that silence probably means no. After that, the salesperson should move on and invest energy in a better buyer. The first message follows the original conversation. The second message politely restates the value. The third can use a slightly different version of the same buyer-focused message. The fourth should be short, unobtrusive and easy to answer. Dean Jackson's famous nine-word email formula is useful here: "Are you still interested in doing something with…?" The blank can reference the solution, business issue or opportunity discussed. This works because it is brief, non-threatening and forces a simple decision. Do now: Build a four-touch follow-up sequence before the meeting, not while emotionally reacting to silence. What should salespeople write in a follow-up email? Salespeople should write follow-up emails that are short, personal and anchored in the buyer's benefit. The goal is not to shame the buyer into replying, but to make responding easy. Forwarding the previous email can be useful, but it can also feel like a subtle accusation: "I wrote to you, and you ignored me." A stronger message starts with humanity. One useful habit is to begin with "Thanks…" because it reminds the salesperson to acknowledge the person before the business point. Another practical technique is to use the buyer's personal name as the subject line. "Tanaka san" or "Taro san" feels more human and lighter than a heavy corporate subject such as "Dale Carnegie Training Tokyo Proposal Follow-Up." Do now: Use the buyer's name, open with thanks and make the message easy to read in under 30 seconds. How can salespeople avoid damaging the brand with follow-up? Salespeople avoid brand damage by making every follow-up defensible, polite and connected to helping the buyer succeed. The buyer should feel pursued professionally, not pestered selfishly. People dislike spam because it is irrelevant, impersonal and endless. Sales follow-up becomes dangerous when it feels the same. The salesperson's defence is a clear service mindset: "My commitment is to help your business succeed, and I wanted to make sure you had the option to consider whether this makes sense." That framing works across Japanese business culture, Western B2B sales and relationship-based markets because it respects choice while demonstrating responsibility. The buyer can still say no, but the seller has not abandoned them prematurely. Do now: Prepare your explanation for follow-up before anyone challenges you on it. What should salespeople say when criticised for too much follow-up? Salespeople should calmly explain that consistent follow-up is part of serving customers properly. The answer must be prepared in advance because improvising under criticism often sounds defensive. A strong response might be: "I am sure you teach your own sales team the importance of serving customers, and that means doing the follow-up consistently and properly. That is why you are hearing from me. We are here to help your business beat your rivals and do better." This is a powerful reframe. Many executives privately wish their own salespeople were more persistent, organised and dedicated. The key is confidence without arrogance. The seller is not apologising for professionalism; they are explaining it. Do now: Write and rehearse your follow-up pushback response so it sounds natural, calm and buyer-centred. Conclusion: When does ghosting mean no? Ghosting does not automatically mean no after the first unanswered email. It may mean the buyer is busy, distracted, overwhelmed or buried under digital noise. The professional salesperson keeps going with tact, humility and a clear business reason. After four follow-ups, however, silence is probably the answer. At that point, move on and find a new buyer. The rule is simple: always allow the buyer to say "no" for themselves. Do not second-guess them by failing to follow up. Equally, do not damage your brand by chasing forever. FAQs Is being ghosted in sales always a rejection? No, being ghosted often means the buyer is overloaded, distracted or has lost track of the message. Salespeople should assume busyness first and rejection later. What is the best subject line for a follow-up email? A personal name is often the strongest subject line because it feels human and easy to open. For Japanese buyers, using polite forms such as "Tanaka san" can be appropriate depending on the relationship. How many times should I follow up with a buyer? Four respectful follow-ups are a practical limit before treating silence as a no. After that, the salesperson should move on to better-qualified opportunities. What should I say if a buyer complains about my follow-up? Explain that your follow-up is based on helping their business and giving them the option to decide. Keep the tone calm, respectful and focused on value. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

General Secretary of the Communist Party of China Central Committee and President Xi Jinping's state visit to the Democratic People's Republic of Korea on Monday and Tuesday presents an opportunity to strengthen top-level planning and strategic guidance for China-DPRK relations in the new era.The visit has not only preserved the legacy of China-DPRK relations as good neighbors, good friends and good comrades but also helped lay out the practical priorities for the future development of relations.During his meeting with Kim Jong-un, general secretary of the Workers' Party of Korea and president of the State Affairs of the DPRK, in Pyongyang on Monday, Xi put forward four proposals for advancing bilateral relations: The two sides should be guided by the high-level exchanges and consolidate the foundation of political mutual trust; stay committed to the goal of delivering benefits to the people and elevate the level of practical cooperation; uphold the inheritance of friendship as a driving force and strengthen the bonds between their peoples; and uphold fairness and justice as a guiding principle to enrich the substance of strategic coordination.This provides strategic guidelines for the healthy and stable development of China-DPRK relations.High-level exchanges have long played an important role in the development of China-DPRK relations. As the 65th anniversary of the China-DPRK Treaty of Friendship, Cooperation and Mutual Assistance is commemorated this year, increased interaction at all levels between the two sides will help consolidate political trust and generate sustained momentum for bilateral cooperation.Both countries are pursuing their respective development goals and have broad opportunities to deepen cooperation in economic and social fields. China stands ready to work with the DPRK to strengthen the alignment of development strategies, and expand practical cooperation in such areas as economy and trade, agriculture, construction, science and technology, and health care, to bring greater benefits to the two peoples.Xi called on both sides to leverage the opportunity of the full reopening of border crossings and the resumption of civil aviation flights and international passenger trains to increase people-to-people exchanges and foster mutual interaction.Equally significant is the emphasis placed on carrying forward the traditional friendship between the two peoples. The traditional friendship between China and the DPRK, forged in blood, is a valuable shared asset of the two peoples. Today, educational cooperation, youth exchanges, cultural programs and academic engagement are helping ensure the friendship continues to flourish.As regional and global dynamics become increasingly complex and volatile, it is imperative that the two sides strengthen their strategic coordination on international and regional affairs to safeguard their common interests and promote stability. In doing so, the two countries can better safeguard their respective sovereignty, security and development interests, and jointly promote regional peace and development.Xi said in a signed article published by Rodong Sinmun, the official newspaper of the DPRK, ahead of his visit, that the two sides should uphold the international system with the United Nations at its core and the international order based on international law. In the process, they should oppose hegemonism and power politics, and reject any scheme or action aimed at reviving militarism and undermining regional security and stability.No matter how the international situation changes, the CPC and the Chinese government's firm stance on highly valuing the China-DPRK traditional friendship will not change, the firm support for Kim in leading the DPRK's socialist cause will not change, and the firm commitment to safeguarding the shared interests of the two countries and preserving a favorable strategic environment will not change, Xi said in the meeting.The two sides should make concerted efforts to translate the important consensus reached by the two leaders during the visit into concrete actions and tangible outcomes to keep bilateral relations advancing with the times and achieve greater progress.preserve the legacy /prɪˈzɜːv ðə ˈleɡəsi/传承遗产practical priorities /ˈpræktɪkl praɪˈɒrətiz/务实重点alignment of development strategies /əˈlaɪnmənt əv dɪˈveləpmənt ˈstrætədʒiz/发展战略对接economy and trade /ɪˈkɒnəmi ənd treɪd/经贸border crossings /ˈbɔːdə(r) ˈkrɒsɪŋz/边境口岸people-to-people exchanges /ˈpiːpl tə ˈpiːpl ɪksˈtʃeɪndʒɪz/人文交流

What a profound honor to have Paul Kennedy on the ChinaTalk podcast. Kennedy is my favorite living historian and the writer who's most shaped my intellectual development. His analysis underpins what you hear on this show every week. The Rise and Fall of the Great Powers is an epochal work that traces global power transitions from 1500 to the present. It's gripping, forest-and-trees scholarship at its finest. Equally impressive in different ways is his book, The Rise of Anglo-German Antagonism, 1860 to 1914. Not only is it god-tier diplomatic history, it also gives you a feel for the era through its explorations of social, economic, domestic, political, and cultural dimensions of Anglo-German relations. There are fascinating US/China analogies that we'll get into at some point in this podcast. His two most recent works directly inform the military coverage on China Talk. Engineers of Victory looks at how people and the systems they worked within solved engineering challenges that turned the tide for entire theaters in World War II. His latest, Victory at Sea: Naval Power and the Transformation of Global Order in World War II, is a sweeping history of a radical transformation in the balance of military power, from the mid-1930s when America was just gaining prominence, to after World War II, when it had no other significant naval competitor. The Parliament of Man: A History of the United Nations first got me interested in international organizations and gave me my senior thesis topic about the creation of the UN. What Kennedy taught me more than anything is this: sweat the details, look at the individual players, and zoom out often enough to understand what truly shapes the long-term fate of nations. Over the course of this episode, we pick up themes from all across his work: Great Power rivalries of the late 19th-early 20th centuries and their echoes today, Why potential antagonisms turn nice and why others turn belligerent, The persistent struggles of liberal internationalists and why they rarely get the outcomes they want, How China today is not Germany of the late 19th and early 20th centuries, The surprising ways geography shapes global power dynamics, How fear spreads among nations and why mutual suspicion is so hard to escape, Why top powers blow it and lose their dominant place in the world, How systems and innovation win wars. And much more, including salutary lessons from the Dutch and Swedes on boring yet prosperous futures, how Churchill's interest in gadgets influenced the course of the Second World War, and why transformative action from the UN remains unlikely in the near future. Note: we recorded this in 2024. Learn more about your ad choices. Visit megaphone.fm/adchoices

What a profound honor to have Paul Kennedy on the ChinaTalk podcast. Kennedy is my favorite living historian and the writer who's most shaped my intellectual development. His analysis underpins what you hear on this show every week. The Rise and Fall of the Great Powers is an epochal work that traces global power transitions from 1500 to the present. It's gripping, forest-and-trees scholarship at its finest. Equally impressive in different ways is his book, The Rise of Anglo-German Antagonism, 1860 to 1914. Not only is it god-tier diplomatic history, it also gives you a feel for the era through its explorations of social, economic, domestic, political, and cultural dimensions of Anglo-German relations. There are fascinating US/China analogies that we'll get into at some point in this podcast. His two most recent works directly inform the military coverage on China Talk. Engineers of Victory looks at how people and the systems they worked within solved engineering challenges that turned the tide for entire theaters in World War II. His latest, Victory at Sea: Naval Power and the Transformation of Global Order in World War II, is a sweeping history of a radical transformation in the balance of military power, from the mid-1930s when America was just gaining prominence, to after World War II, when it had no other significant naval competitor. The Parliament of Man: A History of the United Nations first got me interested in international organizations and gave me my senior thesis topic about the creation of the UN. What Kennedy taught me more than anything is this: sweat the details, look at the individual players, and zoom out often enough to understand what truly shapes the long-term fate of nations. Over the course of this episode, we pick up themes from all across his work: Great Power rivalries of the late 19th-early 20th centuries and their echoes today, Why potential antagonisms turn nice and why others turn belligerent, The persistent struggles of liberal internationalists and why they rarely get the outcomes they want, How China today is not Germany of the late 19th and early 20th centuries, The surprising ways geography shapes global power dynamics, How fear spreads among nations and why mutual suspicion is so hard to escape, Why top powers blow it and lose their dominant place in the world, How systems and innovation win wars. And much more, including salutary lessons from the Dutch and Swedes on boring yet prosperous futures, how Churchill's interest in gadgets influenced the course of the Second World War, and why transformative action from the UN remains unlikely in the near future. Note: we recorded this in 2024. Learn more about your ad choices. Visit megaphone.fm/adchoices

Through this message, Paul speaks chiefly to the Gentile believers, though the Jewish believers are included as well, for both groups needed to grasp the profound truth that they now stood on equal footing as sons of God through faith in Christ.  

Flutist Agnes Vass asked Bernhard a question: what if you applied the Fifth Stage of psychological safety to an orchestra?It turns out an orchestra is one of the best models we have for how high-performing teams work.(With thanks to Agnes Was, co-principal flute at the Bremerhaven Philharmonic and founder of the Body Mind Music Lab.)WHY ORCHESTRAS?Peter Drucker used orchestras constantly as a model for organisations. So has Bernhard, given his background.The reason: an orchestra of 70 to 150 musicians creates an outstanding performance in three days—often led by a conductor they have never met before. The analogies for management write themselves.---DUNBAR'S NUMBERBritish anthropologist Robin Dunbar found that humans can maintain around 150 meaningful relationships at once (his average: 148.6).The proof arrived with social media. Remember the early joy of Facebook—reconnecting with old friends? Then somewhere around 150–200, your feed filled with people you didn't really care about. Dunbar's number, demonstrated at scale.Orchestras sit right inside that number. So does W.L. Gore, the company behind Gore-Tex—they cap units at around 200 people and build a new site rather than exceed it. The belief: people at work should genuinely know each other.THE REFRAME: RELATIONAL SAFETY ISN'T FRIENDSHIPAre 140 orchestra members all good friends? No. Some are close. Some can't stand each other. And yet the best orchestras deliver extraordinary performances."The safety a good orchestra has is this: even if I don't like my colleague, I know they are committed to the highest performance, just as much as I am."Relational safety, properly understood, is built on a shared, explicit common goal—the same standard of quality, the same drive, the same dedication to practice. Not affection."If you're a flutist and you haven't practiced, every person in the audience will hear it."FUZZY GOALS vs. MOTIVATIONAL GOALSOrganisations often run on fuzzy goals—"increase turnover by 10%." That's like telling an orchestra to finish five minutes early by playing faster. Nobody is moved by it.Motivational goals are about a meaningful outcome: electrifying the audience, leaving the customer completely wowed. When everyone is committed to it, everything changes.Underneath it: a commitment to practice. Musicians practice. Most managers wing it 80% of the time. That's why Bernhard built RolePlays.ai—a place for leaders to practice the difficult conversations.DIVERSITY: HACKMAN'S ORCHESTRA RESEARCHIn the 1980s, J. Richard Hackman of Harvard studied women in orchestras. At the time, many were all-male—the Vienna Philharmonic didn't admit women until US tour pressure forced the change.What Hackman found:Below 10% women: high turnover, mobbing, sexism. Women leave.Between 10% and 33%: a hard struggle.Around 33%: an equilibrium. Men and women playing together becomes natural. Sexism drops. Performance improves. Women stay. You can even hear it—diversity changes the sound.Not only a values argument: listed companies with diverse boards significantly outperform all-male ones.THE THREE REQUIREMENTS FOR THE GROWTH ZONETo bring a team into the growth zone—where breakthroughs happen—you need three things beyond relational safety: a shared, motivating sense of purpose; a genuine commitment to practice; and space for diversity.True for a 140-person orchestra. Equally true for a team of five.Jon Katzenbach put it well: what separates a high-performing team from a merely good one is that its members are committed to their own learning—and to each other's.REFERENCES:Dunbar, R. How Many Friends Does One Person Need?Hackman, J. R. Leading Teams.Katzenbach, J. R. The Wisdom of Teams.Agnes Was — Body Mind Music Lab (Instagram).LINKS: bernhardkerres.com | roleplays.ai#PsychologicalSafety #Orchestra #Leadership #Teams #Diversity

Biffy was born into a dysfunctional home. He told me that he did not remember a time when his parents were not arguing. He is 14 years old, almost 15. He said there were many nights when he would curl up in his bed, hug his bear-y, and cry himself to sleep. Mable, his mother, brought him to counseling because she did not know how to deal with him any longer. Biffy had been acting out lately, and as Mable said, “I'm at my wit's end. I can't do this anymore.” Biffy represents a conundrum in the counseling world. Read, Watch, Listen: https://lifeovercoffee.com/you-cannot-need-someone-and-love-someone-at-the-same-time/ Will you help us to continue providing free content for everyone? You can become a supporting member here https://lifeovercoffee.com/join/, or you can make a one-time or recurring donation here https://lifeovercoffee.com/donate/

Our May 31 guest is Ruth O’Leary from Rostara. Ruth is a thread painting artist who uses her own version of the technique. Her stitching approach creates a different texture than “conventional” thread painting and provides Ruth with the color-transition flexibility she desires in her art. Equally interesting is Ruth’s design process. To make the art that’s in her head happen, she combines internet archive art, her own sketches, and AI technology. Those sources provide the parts that Ruth combines in the Procreate app to generate the designs that become her needle art. It’s an interesting process that relies, in part, on using the positive benefits of AI. Be sure to visit her website and Instagram channel to enjoy her work.–Gary Listen to the podcast: This show is also available on FlossTube. Watch the video You can listen by using the player above or you can subscribe to Fiber Talk through iTunes, Amazon Music, Spotify, Audible, iHeart Radio, TuneIn, Podbay, Podbean, and many other podcast sources. To receive e-mail notification of new podcasts, provide your name and e-mail address below. We do not sell/share e-mail addresses. Here are some links: Ruth O’Leary’s website Ruth O’Leary on Instagram We hope you enjoy this conversation with Ruth O’Leary. We're always looking for guests, so let me know if there is someone you’d like me to have on the show. To add yourself to our mailing list and be notified whenever we post a new podcast, provide your name and email address below. You won’t get spam and we won’t share your address.

We're still reeling from last week's episode, "The Older Brothers" -- so we needed a Prairie palette cleanser! This week's episode, "I Remember, I Remember," did just that. Get ready for flashback realness! Because Caroline shares the story of how she first met Charles and fell in love. Through sweet, funny, and bittersweet memories, we see young Caroline trying to catch the eye of a charming young Charles Ingalls long before Walnut Grove ever existed.This beloved episode also marks the premiere appearance of Matthew Labyorteaux, years before he officially joined the series as Albert Ingalls. Playing young Charles, Matthew perfectly captures Michael Landon's mannerisms, warmth, and mischievous charm in a performance that feels remarkably natural for such a young actor.Equally wonderful is Katy Kurtzman as young Caroline, delivering a heartfelt and emotionally intelligent performance filled with determination, vulnerability, and prairie-era sass. Their performances, along with this storyline, feel completely believable and deeply touching.Is it historically accurate? Maybe not. But in our TV Prairie world, it's all about what serves the plot! And we're here for it! (Have we recovered from "The Older Brothers" yet?Then, join us on Patreon, where the trio shares their favorite anniversary stories that will make you swoon -- and laugh a little.  Links and Resources:Haven't signed up for Patreon yet? Get more behind-the-scenes info and fun conversation we can't do on the podcast...PATREON: https://www.patreon.com/LittleHousePodcastwww.LittleHouse50Podcast.com to connect with our hosts and link to their websites.www.LivinOnaPrairieTV.com  Check out the award-winning series created by Pamela Bob, with special guest stars Alison Arngrim and Charlotte Stewart.Prairie Legacy Productions - the place to go for info about all new Little House events!To learn more about Little House on the Prairie, Visit www.littlehouseontheprairie.comFacebook/Instagram/TikTok:Dean Butler @officialdeanbutlerAlison Arngrim @alisonarngrimPamela Bob @thepamelabob, @prairietvSocial Media Team: Joy Correa and Christine Nunez https://www.paclanticcreative.com/Become a supporter of this podcast: https://www.spreaker.com/podcast/little-house-on-the-prairie-50th-anniversary-podcast--6055242/support.

From his home in Israels Plads, Soviet Union-born, Copenhagen-based Danish American businessman and startup investor ILYA KATSNELSON recalls arriving in the US as a refugee at the age of ten, his formative years in Wisconsin, and moving to Denmark, later surviving a German maximum security jail when the Russian state issued a retaliatory Interpol red notice against him. Equally, he talks about his commitment to bringing the US and Denmark closer together through education, art, and culture.----------For today's episode, Ilya Katsnelson chose Carl Bloch's Fra et romersk osteria, or In a Roman Osteria, from 1866 from the collection of the National Gallery of Denmark.https://open.smk.dk/en/artwork/image/KMS4087  ----------Photographer: Davy Denke----------This conversation with Christian D. Bruun occurred on April 6, 2026.----------We invite you to subscribe to Danish Originals for weekly episodes. You can also find us at:website: https://danishoriginals.com/                                email: info@danishoriginals.com

A Special Industry Update with Jason Diamond and Mindy Diamond A replay of part one of a two-part series, Jason and Mindy Diamond unpack the real advisor transition playbook—from due diligence and culture fit to portability, enterprise value, and the evolving landscape of advisor choice. In Summary Why do advisors really consider changing firms or models—and what separates thoughtful due diligence from reactive decision-making? In a replay of the first of this special two-part Industry Update, Jason and Mindy Diamond unpack what actually drives advisor transitions, the misconceptions that derail decision-making, and the questions sophisticated teams should be asking long before they're ready to act. The conversation also explores how the industry landscape has evolved around independence, portability, enterprise value, and advisor optionality—drawing context from Diamond's role in the landmark OpenArc breakaway from Merrill and much more. The Storyline Most advisors assume transitions are primarily driven by recruiting economics. Jason Diamond and Mindy Diamond suggest that recruiting economics may get the headlines, but advisor transitions are usually driven by a far more layered set of considerations. What tends to happen instead is more gradual: a growing disconnect between how advisors want to serve clients and the constraints of the environment around them. Sometimes it's bureaucracy. Sometimes it's limitations around growth, marketing, technology, or flexibility. Sometimes it's simply the realization that the industry landscape has evolved while their assumptions about it have not. This conversation examines what actually happens between the moment curiosity begins and the moment a move becomes real. Rather than treating transitions as transactional events, Jason and Mindy frame due diligence as a strategic process of self-assessment—clarifying what matters, identifying trade-offs, evaluating long-term optionality, and pressure-testing assumptions before making consequential decisions. The discussion also offers a rare look inside the mechanics of advisor movement itself: how teams evaluate culture, how portability is assessed, why some advisors choose ownership over upfront monetization, and what sophisticated client communication really looks like during a transition. The backdrop throughout the episode is Diamond's role in facilitating the historic OpenArc breakaway from Merrill—a move that challenged longstanding assumptions about scale, independence, and what even the industry's largest teams are now willing to reconsider. Topics Covered Advisor transition due diligence Wirehouse limitations and advisor frustration Independence versus traditional firm models Enterprise value and long-term ownership Advisor portability and client transition strategy Boutique and regional firm recruiting trends Culture evaluation during due diligence Reverse due diligence and evaluating firm stability Transition economics and recruiting deals The OpenArc Merrill breakaway story Advisor optionality and industry evolution How technology and AI are changing transitions   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do advisors actually decide to leave firms? (06:20) Mindy explains why most transitions are driven less by economics and more—by mounting limitations around growth, flexibility, client service, and long-term alignment. What is the biggest mistake advisors make when beginning due diligence? (18:12) The conversation explores why many advisors evaluate firms before gaining clarity around what they truly want to improve—often creating confusion instead of insight. How should advisors evaluate culture beyond a firm's sales pitch? (32:41) Jason and Mindy discuss the importance of speaking directly with advisors who have already made similar moves—and how to pressure-test what firms promise. When should transition economics matter most? (47:03) The episode breaks down the difference between short-term monetization and long-term enterprise value creation—and why many elite teams are increasingly prioritizing ownership and optionality. Why are more advisors reconsidering independence? (56:48) Using the OpenArc transition as context, the discussion explores how today's independent landscape has evolved far beyond the traditional “build it yourself” model. How long does a real due diligence process take? (1:06:10) Jason and Mindy explain why thoughtful transitions often unfold over many months—and why some advisors remain in exploratory conversations for years before acting. How should advisors think about portability and client communication? (1:16:20) The conversation details how sophisticated teams assess portability risk—and why the client-facing rationale for a move matters more than recruiting economics. Have advisor transitions become easier over time? (1:24:12) Mindy explains how technology, legal infrastructure, and industry specialization have improved the process—while emphasizing that transitions still require risk tolerance, effort, and patience. Key Takeaways Most advisors do not move primarily because of recruiting deals. The larger driver is usually a growing disconnect between what they want to build and what their current environment allows. Due diligence tends to fail when advisors begin by evaluating firms before clarifying what they actually want for their business, clients, and long-term future. The industry landscape has evolved dramatically over the last decade, particularly around independent and supported-independent models, creating far more customization and optionality than many advisors realize. Transition economics matter — but sophisticated advisors increasingly view upfront monetization as only one component of a much larger enterprise value equation. The ability to articulate a compelling client-facing value proposition is one of the strongest tests of whether a transition opportunity is truly viable. Conversations with advisors who have already made similar moves remain one of the most valuable forms of real-world due diligence. Even the industry's largest teams are reassessing assumptions around independence, ownership, control, and scalability. Quotable Moments “The biggest mistake advisors make is beginning due diligence before they've gotten clear about what they actually want.” “A recruiting deal can't be the first thing you consider. But it would be foolish not to consider it at all.” “The landscape looks entirely different than it did five or ten years ago. If you haven't gotten educated, you're doing yourself a disservice.” “The real question is not whether you can move. It's whether you can clearly explain to clients why the move makes their experience better.” FAQs Why do advisors typically begin exploring a move? In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Is advisor movement mostly driven by recruiting deals? Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. How long does a typical due diligence process take? There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. What is the biggest mistake advisors make during due diligence? The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. How can advisors really assess a firm's culture? One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. How should advisors think about independence versus traditional firms? The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. Related Resources The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2Jason and Mindy Diamond revisit the transition playbook, this time focused on how advisor priorities are shifting. From AI and enterprise value to stability and flexibility, they unpack what's changing in due diligence and what it means for advisors evaluating their next move.  The $129B Blockbuster Move: Shirl Penney on Why This Transition Marks a New Era for the IndustryThe $129B OpenArc breakaway marks a watershed moment for wealth management. In this Rapid Reaction episode, Louis Diamond and Shirl Penney unpack what it means for the RIA model, advisors, and the future of industry competition. The Missing Narrative of the $129B Merrill Breakaway StoryThe largest (and quite possibly most significant) advisor breakaway in industry history made news this week. Yet instead of leading with the scale or significance of the move, headlines centered on Merrill's lawsuit alleging corporate raiding. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common traps, the aware of a big check and much more. Essentially, it’s a download of what you need to know when considering a move. There’s a lot to discuss, so let’s get to it. Mindy, so excited to have you join me for this topic. Mindy Diamond: Yeah, I’m really happy to be here. And I’m just thinking to myself, “Yikes, decades of experience,” you’ve said, and yes it is, decades of experience. Jason Diamond: It most certainly is, 30 years in the business. So the seeding for this topic was, “You’ve been in this business now for 30 years, how many hundreds of thousands of conversations with advisors is that?” Some who moved, plenty who certainly did not. But ultimately, what we thought would be useful because it’s a question we get most commonly from advisors that we speak with is, “Tell me what I don’t know. What are the questions I should be asking?” So I’m going to just pepper you with some of the most common questions we get, and I would love to share the benefit of your wisdom and experience with our audience. That sound good? Mindy Diamond: It sounds great. I just want to say that we are recording this two days after one of the largest deals probably in the history of the industry broke that I am gratified to say we facilitated the OpenArc team who left Merrill with 129 billion in assets under management, broke a couple days ago to go independent. I’m hoping we have the opportunity to talk about some of their best practices and things we discovered along the way because I think it’s relevant. And a deal like this gets a lot of attention, people always want to know what they do and what went wrong. Jason Diamond: It’s a good point. I’m glad you bring it up. First of all, it’s so timely, but I think you can almost use it as a case study a little bit to answer some of these questions. So let’s dive in with that. I want to start with the big picture, “Why?” Because that’s the number one thing I think people want to know is, “Why do advisors move?” And I think there’s an assumption that 95% of transitions happen because of a big check or because of economics. I’m certain you’re going to touch on that to some extent, but give me your sense of what are the main triggers of advisor movement. Mindy Diamond: Yeah. Look, are there some advisors that move because they need to recapitalize or they want the money? Sure. But the absolute vast majority are moving because they come to a place where one of two things is true, and oftentimes both. One, the pain of staying is great enough. Meaning there’s enough frustrations or limitations that they’ve gotten to a point where despite efforts to the contrary to make it better, despite gutting it out and saying, “On par, it’s good enough,” they come to a point where there’s limitations in how they can serve their clients, how they can grow the business, and that’s just untenable for them. Hopefully, simultaneously, they are equally excited and have identified an opportunity that they believe is needle-moving enough, it’s worth the hassle, the disruption, the everything to make this move. I’ve never done a move where it doesn’t fall into one of those two or, hopefully, both of those categories. Jason Diamond: Let’s go a little deeper there. You mentioned limitations. Give me an example either using this recent deal or even just any recent advisors that you’ve worked with about, “What are some limitations that people experience at,” let’s say, “the wirehouses that potentially would be a catalyst for a move?” Mindy Diamond: Generally speaking, the biggest limitations have to do with how they’re able to grow their business and serve their clients. So anything to do with excess bureaucracy, anything to do with an incongruence, if you will, between the advisors or the team’s goals for how they want to serve clients or grow the business and what the firm is allowing them to do. Using this enormous deal as an example, you’ve got a team that was doing extraordinarily well. Oh, my god. They were the biggest team at Merrill, so talk about having a batphone to the top and the attention of senior leadership. If anyone was going to be able to break through the red tape or get things done, or eschew the limitations, it was them. And for a long time, they did. But they were sort of increasingly unhappy, let’s say, over a decade. Despite their size, every year, they became a little bit more frustrated. And after probably six or seven years of saying, “We’re just too big to move,” they came to a point of saying, “We can’t ignore this anymore. We’ve got a tiger by its tail. We have this extraordinary business that is growing exponentially. We’ve got clients that are complaining to us. And more importantly, we’ve got team members that are feeling stifled.” And that’s where it comes from, where there’s problems you just can’t ignore even if you want to. Jason Diamond: It almost feels like one of those things where advisors know they’re limited, they can just feel it. But if you’re fighting against the firm, and instead of with it. I’ll give you one other one that comes to mind as we’re talking here, that seems to come up a lot in advisor conversations, which is freedom of marketing. And that might seem like a fairly minor limitation, but I can’t tell you how many times, certainly myself, I’m sure you too, get call from an advisor who is heated. They’re angry because they were trying to send some timely market commentary and the firm took two weeks to approve it. Does that fall under the same category of limitations, in your mind? Mindy Diamond: Oh, without a doubt. And it’s funny you say that because in this world of social media where the news is consumed or can be consumed within seconds of an event happening, there’s nothing more frustrating for an advisor than wanting to write a newsletter to update their clients with scale as opposed to having to make one phone call at a time and not being able to do so. It absolutely puts them on a back foot. And then, I think it’s the lack of freedom to differentiate themselves. Most advisors that work for big firms have a firm website that is templated, the same sort of structure of the website and the picture of the team and the same basic wordings, and that’s hard to deal with. Jason Diamond: Well, you bring up an interesting point, which is sometimes… For example, advisors might say or wirehouse advisors might say, “Oh, the marketing is good enough.” But a lot of times, and we’ve had advisors on this podcast who talk about exactly this, they don’t realize how limited the sandbox they were playing in is or was until after a transition. And that’s when their eyes open and they realize, “Oh, my god. I was basically playing with one arm tied behind my back.” We’ve heard advisors use that metaphor. Let me ask you this then, and this is a tough question, what do you think advisors get wrong? What is the number one misconception that advisors have prior to approaching due diligence and thinking about a move? And maybe it’s something as simple as like, “Eh, it’s the same everywhere,” but tell me what you think you hear most commonly. Mindy Diamond: There’s certainly those myths, the assumptions or presumptions that it’s the same everywhere or there’s nothing that’s going to change anyway, for sure. But I think the biggest and most fundamental thing they get wrong is a lack of clarity around, “What it is they’re trying to accomplish, and why?” I’d like to say that I think one of the things, the thing, we do better than most, I’m not going to say everyone else but better than most, and something we’re really good at, is helping advisors to answer the really tough questions, the smartest questions, to get a sense of what it is they’re looking to accomplish, what it is they want to improve and why, “What does success look like?” Because if you don’t do that, then a lot of folks do it backwards. They get a phone call from a manager at Morgan Stanley or from somebody at Schwab or somebody at Dynasty, or whatever it may be, and they say, “I’ll take a lunch, why not?” And of course, the job of the manager from Morgan or the sales rep from Dynasty, or whatever it is, is to tell you all the good things about independence or about Morgan Stanley. But if I, as the advisor, am not really clear about what it is I’m looking to accomplish and why, it’s going to all sound good and I’m going to wind up more overwhelmed than when I started. And that is probably the number one thing that we see advisors getting wrong. It makes the due diligence process, if you choose to enter it, exceedingly inefficient. Jason Diamond: I totally agree. So I’m an advisor, I want to start due diligence in earnest. I know in my head, things are suboptimal. I’m not going to go so far as to say,” I definitively want to move.” But I’m a wirehouse advisor and I’m thinking for the first time in my career, “I’ve built a nice business, but it’s time for me to start getting educated.” So what do I do? Do I just say, “Hey, John at Morgan Stanley, what’s your recruiting deal look like these days?” Tell me, for an advisor who’s never thought about this before, what are the ABCs of this process look like? Mindy Diamond: Yeah. It’s definitely not, the first step, calling Morgan Stanley, even if you’re pretty sure Morgan Stanley is where you want to go. I’d suggest that’s probably one of the last steps, and I’ll tell you why. The first thing is to give yourself permission to say, “Even if I’m not 100% certain that a move is in my future or that I know I’m unhappy enough to go through the hassle and disruption of making a move,” to give yourself permission to get educated. The world, the industry landscape, the ecosystem, the everything looks entirely different than it did five and 10 years ago. And if it’s been five or 10 years, or even three to five years, since you last got educated, asked the questions, looked under the hood to get a sense of, “Is there or could there be something that’s better than where I am?”, you’re doing yourself and your team a disservice. Yeah, it takes time and it’s annoying and it’s overwhelming, and it’s all of it, but that’s honestly why people like us have a job. We don’t approach this that we think people should only come to us when they’re sure they’re going to make a move. In fact, it’s the opposite. We love the calls we get when somebody says, “I’m really happy here. I’ve been here 40 years. I’ve been here 30 years, it’s really good enough, it’s working well for me.” “But all of a sudden, I’m beginning to be curious. Or all of a sudden, I feel X, Y and Z. Tell me what I don’t know.” Those are the best calls. Those are the smartest calls. That’s the best thing an advisor can do. Jason Diamond: Yeah, I agree with that. Are there things you think an advisor needs to ask for during the diligence… I guess what I’m getting at is, do you trust the process that if you go through this process with, let’s say, three to five strategically picked firms… So you work within a recruiter or, a shameless plug, however you approach this, and you end up with your short list of contenders. Do you trust that, by going through the due diligence process, these firms are going to give you the building blocks that you need to do proper due diligence? Or are there things you, as an advisor, need to ask for? I’ll give you one example that comes to mind, which is… There’s obviously been some firms that have had financial troubles recently. So do you think an advisor, for example, needs to ask for financial statements from a firm they’re potentially considering due diligence on? I’m curious what your thoughts are. Mindy Diamond: Yeah. Particularly, if you’re looking at sort of in this new world order, if we think about the landscape as a continuum and the newer boutique multifamily offices on the right side, absolutely. Conducting what we call reverse due diligence and getting to see the financials of the firms you’re considering, to make sure that they’re sound and solid and that the equity valuation is exactly as advertised, of course, yes, that’s true. So the answer is, in part, you trust the process. You trust that if you’ve asked the right questions, if you’ve gotten clarity around what’s important to you, and as a result, you’ve crafted the right questions, and therefore, the manager or the representative from the firm or options you’re considering has put together the right due diligence plan, you can trust that at least 90% of what needs to be gotten right has gotten right. But there are always things around the margins that aren’t addressed. One is you can’t just outsource the due diligence process. You need to be paying attention. And much like people who trust their doctor and presume the doctor just always has it right, you need to be your own advocate. I would say, the same thing here. That as the process unfolds, there will be additional questions, additional sort of gaps and holes, and you shouldn’t stop until you’ve gotten all of your questions answered. That’s really the best advice I can give. Jason Diamond: You are talking to John from XYZ firm and Jim from ABC firm, and they’re going to tell you what’s great about their firms. So how do you know that you’re not just buying a false bill of goods, it’s just a glossy kind of sales pitch? I’ll give you my answer first. Part of it is, I think, you test drive the systems. I think another step I suggest a lot is calls with advisors on the platform. So an advisor who left UBS to go to Morgan Stanley, probably the best possible person to ask about Morgan Stanley. Any other additional thoughts on that one? Mindy Diamond: You took the words right out of my mouth. Absolutely, that is the number one way to do it, is that you ask for an opportunity, and you can do it in a name-blind way without identifying yourself, to talk with advisors that have made the move that are two things, that either came from the firm you’re coming from, so you get a similar perspective, but it’s equally important to talk to advisors that have similar business mix. It doesn’t matter what firm they came from, even if it’s not the same as yours, but, “How does someone that services international clients, how are they better able to serve those international clients at this new firm or new model than they were where you are?” We’re talking about it as if it’s wirehouse-to-wirehouse. But very often in today’s world order, especially looking at this giant move from this week, it’s about wirehouse to some version of independence. So there’s so much more due diligence, so many more questions that are required. It is even more important in that world to really get an understanding of what it’s like from the perspective of somebody that’s walking in those shoes. I will tell you, Jason, and you know this, that literally the number one reason I started this podcast more than a decade ago, and why we continue to do the podcast and the feedback we get, is because the feedback from advisors that have joined a platform already is the very best feedback, the best way, in a discreet confidential manner, to hear the truth from somebody who doesn’t have a horse in the race who’s just sharing their perspective with you. And that’s the feedback we continue to get. In a couple of weeks, I’m interviewing, as an example, Neil Rubinstein. Neil’s an advisor in Texas that came from Merrill that we moved to Rockefeller. A perfect example. So many advisors that are considering a move if they’ve got high net worth clients are going to look at Rockefeller. Well, what better way to understand what Rockefeller is about than to hear it from an advisor that’s walked in the shoes, not only of a Merrill advisor, but services high net worth clients and then have information or perspective similar to Neil. What do you think about that? Do you agree with that? Jason Diamond: 1000%. First of all, the podcast, I will say, a little bit of a sales pitch, has one thing going for it that a call with an advisor doesn’t, which is complete discretion and confidentiality. I will say, I think we’ve done a good job of doing facilitating name-blind calls between advisors. We continue to harp on this point even though it sounds somewhat minor, because it really is the very… You can talk to people like me and people like the recruiters from the firms until you’re blue in the face. But the right way, the best possible way to learn the, “Is this guy selling me? How does the technology compare to Merrill? How does the day-to-day compare? What’s it like working for this manager?”, all those types of questions, I think are best answered by another advisor. So completely agree with you. Mindy Diamond: Yeah, and I’ll take it one step further. Somewhere in the process, you take advantage of the opportunity to either listen to a podcast and hear somebody’s perspective of what the move was like, and how it’s bettered their life and where the pitfalls are, and/or you take the opportunity to talk with other advisors that have made the move, so you can ask your own specific questions. But after you’ve had the opportunity to do that, then it’s really important, and this is the part that why you can’t entirely outsource or let the due diligence process just go on autopilot, to take some of that perspective and the manager that you’re interviewing with, hold his or her feet to the fire. What do I mean by that? So I talked to an advisor that talked about the fact that the number one concern about Rockefeller, I’m making this up, is that they’re going to be the next Merrill, or that they just added a fee that now is going to have to be passed on to clients. While this advisor said it doesn’t bother them and they had a lot of good reason of why it’s not an issue, I’d love for you to tell me why it could be an issue. What are some of the things you’ve gotten wrong? When someone doesn’t join Rockefeller, why is it? I’m making that up- Jason Diamond: Yeah, smart. Same thing. Even let go, this advisor mentioned that technology is a step back from the firm I’m coming from. And I’m not asking you to argue with me, but perhaps the manager might be able to say something like, “We’re investing substantially in the platform, and we have these rollouts coming in the next several months that are going to close that gap.” So I completely agree. That’s a really smart- Mindy Diamond: And a follow-up question to that example, Jason, which is a great one, is, “How can I trust, how can I get a sense of security, if I join here in the next couple of months that in fact that investment is going to be made? And how that investment in technology will actually impact thing?” So again, it’s constantly being your own advocate, constantly paying attention, and constantly questions beget more questions. Jason Diamond: I agree we. Haven’t talked at all about the dollars and cents of this, and I think we need to because it’s important. Right? You can have the best platform on the planet, but the reality is a move comes with risk, a move comes with hassle, and there is a market for advisors’ books of businesses. That’s one of, I think, the major kind of paradigm shifts we’ve seen in the last, call it, decade is advisors know their books are assets, their book is a business, and that business is worth something substantial. At any firm, even at their current firm via retire and place deals, the book is worth something substantial. So if you had to put a percentage to it, I’m an advisor making a decision, 100% waiting, how much percent waiting do I put on the economics and how much waiting do I put on culture, platform, everything else? Mindy Diamond: The answer is, absolutely, it’s an inside job, personal, and it depends upon the advisor. There are some advisors, they’re wrong, but they will put all the weight on personal economics. They’re making a big mistake, if that’s the case. And most advisors will put much more weight on getting it right, meaning, “What’s life going to be like afterwards? And will I have a better ability to serve clients and grow the business?” But here’s what I would say, they’re both equally important. So no advisor who’s got a decent enough runway ahead of him or her and who’s looking to really grow the business and who cares about their clients can’t be unconcerned about the culture of where they’re going and what life is going to be like and what are the limitations, all of the questions we’ve been talking about. But an advisor who’s built a great business would be a fool not to consider their own personal economics. It just can’t be the first thing they consider. And in the book I wrote, Should I Stay or Should I Go?, I wrote that 100 times that it’s all about, “Lead with what’s important to the business and important to clients, do the right thing, but you can’t ignore personal financial gain.” Let’s talk about this move of OpenArc, this $129-billion Merrill team. You can only imagine the number of zeros at the end of a check that this team was offered by every major firm on the street. And in the span of a decade, they got those offers. Independence, making this enormous leap, was not the first thing they looked at, was not necessarily their first choice. But as they began, in their case, to really consider how limited they felt on the things they wanted to be able to do for clients… By the way, I don’t want to steal anybody’s thunder because we’re going to be launching a podcast specifically talking about this deal and this move, so I’ll save that for… Louis Diamond, our partner, and Shirl Penney, the CEO and founder of Dynasty, are going to be talking about it and they’ll cover all of that. But I just want to give the example that as this team began to realize, certainly in the last five years, how much things had changed at Merrill and how incongruent they felt between their goals, the goals for the business, the goals for serving clients, and what the firm was asking of them since Bank of America came to town, it became impossible to just say, “Holy cow, we can get a check with a lot of zeros at the end of it.” They couldn’t not see the benefits of everything else, the benefits that creating their own independent entity could bring them. Jason Diamond: I agree with that. I will play devil’s advocate a little bit here and say, “I think what you’re really talking about is the trade-off.” They’re not martyrs, they’re not altruistic and said, “We don’t want your hundreds of millions of dollars.” I think what you’re talking about is the trade-off between near-term upfront recruiting deals, which is the primary means by which the wirehouses, the regionals, the boutique firms recruit. Right? The traditional forgivable loan structure is all about a short term de-risking of the move, a monetization event in the near term where they’re paying you some percentage of revenue, 350%, 400% of revenue, tied to a forgivable loan. But that’s your bite of the apple in that example. With the example of a move to independence, you’ll lose, in some cases, all of that upfront monetization. So this example you’re talking about is a good example where they got no upfront transition dollars because they launched an RIA. But, and this is a very important caveat, they know they are building equity and ownership in something that is going to, at the current rate, be worth a preposterous multiple if and when they decide to sell it. So I assume that has to be part of this conversation around independence is, it’s not that you don’t care about monetizing the business, it’s that you plan to monetize the business in a different and probably more significant way. Fair? Mindy Diamond: Beyond fair. 1000%, that’s absolutely correct. Again, not only making it about this example, but it’s a good example. So again, the possibility of getting a check with a lot of zeros on it, and by the way, also tapping into an already established well-familiar, well-run infrastructure. Think about how much easier the move would’ve been, to jump from Merrill Lynch to Morgan Stanley, and not probably was their first choice, if they were going to go the traditional route. Think about how much easier the due diligence process… how much less heavy the lift would’ve been in terms of due diligence, but certainly from a short-term upfront perspective. And that’s really the key, is that not everyone has the appetite to bet on the long term. To me, that’s the beauty of the industry landscape as it’s evolved and the waterfall of possibilities today. If you’re a great team, and there are so many great teams, you’re growing, you’ve got a multi-generational bench of advisors, you’ve got a succession plan, you’ve got sticky clients, you don’t have 5,000 clients but you have 100 or 200 relationships, you’ve got a great business that you’ve got options for it, there’s no right or wrong. It’s, “What do I want to be when I grow up?”, and, “How do I want to live my business life?” And if you query 10 of those great teams, five of them will wind up moving to the traditional space. That doesn’t make it wrong, it’s just, “That’s what’s right for them.” But the other five will have entrepreneurial drive, will value the long term, and willing to forego the short-term upside in order to bet on themselves for the long term. And holy cow, again, we’ll save that for the episode that Shirl and Louis do to talk about what those multiples could look like, but I don’t think there’s enough zeros on the calculator to begin to think about what that business… OpenArc’s business will be worth even as little as five years from now. Jason Diamond: I agree with that. I think the one point I would probably make in defense of people who go the traditional firm route… Actually, two points. Number one, I don’t think it’s only about, “I am not willing to bet on myself, and I don’t want to delay the monetization event.” I think for some people, the idea of being independent and putting the toner in the copy machine and the little K-cups, that’s just not appealing. I like going into a branch and they have everything, my desk is all set up. So that’s one caveat I’d make that some people just prefer the traditional firm world. The other caveat I’d make is there are advisors who, rightly or wrongly, believe in the brand name of the firm mattering. So there are some advisors who say, “Look, I am a good advisor, but my ability to land and grow business is tied very closely to XYZ firm/brand, Morgan Stanley.” I think, a lot of times, we find that’s not always the case as much as advisors believe. But I’m just trying to think of a couple scenarios where there are advisors who genuinely prefer or need or want the stability, big brand, resources of the biggest firms on the planet. Mindy Diamond: I totally agree. Actually, thank you for bringing those two caveats up because, I’d say, there’s a third caveat. Someone can’t go independent, they don’t have a next gen. They don’t have someone that could do the heavy lifting, if they’re not capable of doing it on their own, to build an independent firm. They don’t have entrepreneurial spirit. They’re three years from retirement, and they don’t have the kind of time that it takes to really build the value of an independent practice. And we have great respect for those people. But again, the cool thing about the industry landscape is that as it’s evolved, there’s something for everyone. It doesn’t necessarily mean that the only choice is stay put or go to UBS. Jason Diamond: Agree. In fact, there’s probably even versions of independence. For example, if you don’t have a successor, well, there are versions of independence that might work where there’s a monetization event on the backend where somebody can buy and inherit your book. So that is probably the coolest or most interesting thing, the most exciting thing anyway, about the industry landscape in the last, really call it, five years anyway, probably even a little sooner than that is, especially in the independent side of things, there are options that check just about every box. You as the advisor choose what elements… And this gets back to your begin with the end in mind. Choose what elements of the business you like, and want to maintain control over. Choose what elements of the business you don’t, and there is probably a solution out there that works to check those boxes. Mindy Diamond: And then, that goes back to what we were saying. Even if you are 90% satisfied and 99% certain you would never make a move, if you haven’t gotten educated, in some capacity, whether it be listening to a podcast, reading articles, talking to a recruiter, talking to other firms, talking to friends and colleagues at other firms, or some combination of all of the above, in the last five years, I think you’re doing yourself a disservice. And again, not because in any way we’re trying to sell you on making a move, but because we believe knowledge is power and it looks different than it did. So make sure that you’re challenging your own assumptions, and that you’re really crystal-clear that what you believe or what you believe five years ago is still true today. Jason Diamond: This is a little bit of a gear shift, but I think there’s a tie in here. If you are an advisor now, or a point in their career, they’re wise to at least get educated, pick their heads up, understand what’s out there. But then, there’s the question of, “When is due diligence done?” But I’m going to frame this through a different lens here, which is, “Now, I’m an advisor, I’ve done due diligence, I’ve talked to maybe three to five strategic firms.” Is there typically an aha moment when an advisor says, “Oh, my god. It’s RBC, and I need to go that way and I know I need to move”? Or is it more process driven than that? What are your thoughts? Because I think a lot of advisors struggle with that. And I often find myself telling advisors, “Trust the process here and you’ll know when… You don’t have to know right away in the first inning of due diligence which firm or which model you’re meeting, or even if you’re going to make a move.” But curious what your thoughts are on this one. Mindy Diamond: Yeah. In fact, we hope you don’t. We hope that you don’t go into this process with preconceived notions, we hope that you don’t make a decision after one meeting, because we do think that there’s value in the process. And people get to that aha moment at different times. You and I are working with a team, right now, that is 22 meetings in. And that’s not to say every process takes 22 meetings, but the team is sort of taking it slowly. They started out looking at five or six firms. They’ve narrowed it down now to three. The goal is to get to two or one, then to get to a home office visit to the one that’s their first choice. They’re absolutely getting closer. And I’m probably exaggerating at 22 meetings, but I’m making a point, that even at this point in the game, which is probably a good, would you say, five months into the due diligence process, I don’t know that they’ve had an aha moment. They have an aha moment that they know they don’t want another wirehouse. They don’t want to be independent because the senior member of the team is exactly that person we just described, that he doesn’t have the kind of time in the business in order to make independence worthwhile- Jason Diamond: Or drive. They just don’t want independence. Mindy Diamond: Right, and the next generation doesn’t really want it. So at this point of the game, the aha moment is think we want a regional firm or a boutique firm. But it’s not an aha moment yet that it’s going to be this firm, and that’s I think a good point. A lot of times, the aha moment is the model, first, and then the firm. Jason Diamond: Sometimes, deal can be the type like, “Okay. I know I love the regional firms, but one is offering a deal that’s 100% better,” and that’s often when we actually will counsel advisors, “It’s okay to consider the deal.” The deal is a factor, as you said earlier. Mindy Diamond: If I can, that’s actually a great point. That’s the perfect example of where, “Always consider the deal, just don’t make it your primary or first consideration.” Jason Diamond: Right. Mindy Diamond: So if you’ve done all the right due diligence and two firms or two opportunities stack up next to each other perfectly, they both will allow you to move the needle significantly enough. If they both will allow you to do better for clients and grow faster, and do everything else that’s important to you, then it’s absolutely time to make deal the tiebreaker. Jason Diamond: So you threw out five months and talking about 22 meetings, let’s table that. An advisor calls you, Mindy, this morning and says, “Not unhappy, but I’m getting that itch.” Give me the average time it takes them from that first call this morning to the moment they resigned from their firm, and then give me the quickest they could do it if they needed to. Mindy Diamond: Yeah. Let me start out by saying that those calls we get from advisors come in two different categories. One is, “Yeah, getting the itch. The straw that broke the camel’s back happened yesterday when X happened.” But the other call, the one we mentioned earlier, which is, “I am 90% happy. I am growing exponentially. I get time to coach my kids’ soccer game. I have great quality of life. I have a great team. I’ve been here 30 or 40 years, and life is good. I’m watching more of my colleagues go or I’m feeling more pain,” fill in the blank for whatever that is. “Even though I’m 90% happy and I’m 100% convinced I don’t want to move, that moving is a hassle, I can’t not see the handwriting on the wall and I at least need to get educated.” So let’s assume that we get one of those calls. The reason I am calling out the difference between the two is because the time it takes to do the due diligence is usually different. If someone is already at the point where they know that they’re unhappy and likely to move, the due diligence process usually runs quicker. The due diligence process for somebody that’s mostly happy and just beginning to get curious, sort of the latter example, might take a little longer. Jason Diamond: Give me some real parameters to it. Mindy Diamond: Well, I’d love to hear what you think. What’s swirling in my head, it’s all over the map, but I’m going to say typically six months. Jason Diamond: Six months was the number I was about to throw out as well. And I think the quickest you want to do this is three months. Anything beyond that starts to be basically a fire drill. We’ve done deals quicker than that obviously, an advisor’s going to or has been terminated. But I think six months in earnest is a good, healthy timeline. Especially, by the way, because a lot of firms are busy, we’re hearing this from a lot of the firm side of things these days. Depending upon what firm you’re moving to, you need to make sure that the firm can handle you. You want to get their A team upon your breakaway and your transition, no matter what firm that is. Mindy Diamond: Do you think, Jason, that it’s six months from, “Gee, I’m a little curious. I want to start to look. I want to begin to do due diligence. What does that look like?”, to, “My butt is in a new seat”? Jason Diamond: No. Because I think in the example where you’re just like, “Eh, I’m a little unhappy,” those early innings conversations typically play out slowly because the guy who’s 90% happy is in no rush to say, “Set me up with a bunch of firms, and let’s talk about it.” In those instances, it could take a year and a half because I think what happens really there is then there’s a catalyst event that takes them from your category two to category one. Right? They went from a little unhappy, just curious, to the straw that broke the camel’s back. And that’s when then they shift into the more… or they say the firm has… A good example, UBS, upset a lot of advisors with the compensation plan. They recently walked back a lot of those changes. I’m certain there will be some advisors who say, “This is a nod to attrition. I’ve seen from management what I need to see, and I’m going to stay put.” Equally, probably plenty of advisors who say, “It’s too little too late.” Mindy Diamond: Let me say something, and again, not to make this episode at all about this team in Atlanta, but that was a ten-year conversation for us. Literally, 10 years ago, maybe even 12 years ago, but let’s say 10, one of the senior partners on the team had called to say, “Curious, really happy, doing incredibly well. Zero chance we are moving in the next year or two or five.” But look, what don’t we know? And every year, we would then have a conversation about what the landscape looked like. But I’m going to say it was six years ago when the conversation shifted from, “Really happy, convinced we’re staying,” to, “starting to think we might leave at some point,” but another six years until this really happened. Now, that’s a good example because they were going independent. The transition itself probably took a year, year and a half. Jason Diamond: And the size and complexity of the team, by the way, probably amplifies that as well. Mindy Diamond: Well, there are outliers on either side, and that’s the point I wanted to make. Correct. Jason Diamond: Very fair. I’m glad you bring that up because there’s no cookie-cutter answer. It totally depends on the makeup of the business, where you’re going, how you’re going, when you’re going. I think we have time for two more questions, and I want to make sure we get to this because we’ve talked about this through the lens of the advisor and the advisor’s team. We haven’t talked much about the client experience, and that is clearly self-portability, in general, is something that gives advisors anxiety rightfully so. I think if you could tell a lot of advisors with 100% certainty that their book would move, I think many more would be interested in moving. I think concerns about portability, a lot of times, would keep advisors in seats. I guess what I’m getting at is because that initial client conversation is so important, is there anything you coach advisors to think about or to say to clients or potential clients as they consider a change, a transition? Mindy Diamond: Well, you have to be mindful certainly of your own employment agreement and legal considerations of pre-soliciting- Jason Diamond: Important point. Mindy Diamond: No way are any of us advocating for pre-solicitation. But you do have to have a pretty good sense in your mind without asking the client specifically, who is likely to come and who not. And the determination, the sort of hypothesis or the supposition, of who will come and who will not has everything to do with where you’re going and the value proposition, “Will I be able to make a compelling enough point? Will I have compelling enough reasons where it’s not about me, the advisor, it’s about you, the clients, about how I will better be able to service them? And if I’m able to say to a client, ‘If I make a move or I’m making this move and I’m now going to be able to do X, Y, and Z for you,’ I’m much more confident that they will be able to come?” In the case of this OpenArc deal, the Atlanta team, they did a lot of retirement plan business, so they had to be really concerned about how they were going to position this move and the new brand separating from Merrill brand, how they were going to convince their Fortune 500 clients that this was the right move. So it always has to start with what’s best for clients and how will I pitch it, if you will. Jason Diamond: I love how you answered that because it’s like two different answers to me. Part one is handicapping the portability, and that’s pre-transition during the due diligence process. Honestly, if you’re an advisor, you could do that now, right? If I were to make a move, “Here’s my client who I know with 100% certainty would follow me. Here’s the maybes, here’s the no,” you come up with a weighted average portability metric. I totally agree with you on that. And then the second piece of it is you have to be constantly thinking this option might sound the best to you, but remember, and I agree, not pre-solicit, but post-transition, you’re going to have to sell it to your clients. So you need to be thinking about every conversation you have with every firm through that lens. Do you agree with that? Meaning I’m going to move my business from UBS to Morgan Stanley. You get paid a big check, but can you articulate the clients- Mindy Diamond: Yeah, 1000%. It’s such a good point because, and we’re going to give you some inside baseball here, the number one question that any advisor who is in traffic with any firm or any model needs to ask is, put words in my mouth, “If we were fast forwarding to the day I made a move and joined your firm or joined your model, help me to understand what would the pitch to my clients sound like.” And then, you need to sort of absorb that pitch from the perspective of your clients. Put yourself in the shoes of your oldest clients, of your youngest clients, of your most important clients, of your middle-of-the-road clients, of your middle net worth clients, of the institutional clients, fill in the blank, “Does that value proposition fit?” That is one of the best ways to assess whether a firm or an opportunity is better enough or good enough for you. Jason Diamond: It’s such a good answer, and I love the inside baseball look there. Also, by the way, it has this side benefit of you’re forcing the managers or the recruiters to articulate almost like a succinct value prop on their firm. Right? Tell me, hypothetically, what would I say to clients about, and you’re just picking on Morgan, “Why is Morgan Stanley better than my current firm?” And that answer ought to be compelling. In closing, I want to wrap this up with a question around the difficulty of a move. You’ve been in this business now 30 years, I think it’s almost exactly 30 years. Has it gotten easier logistically to transition? And do you see that trend continuing, let’s say, because of partially things like AI, DocuSign and the like? What are your thoughts on the nuts and bolts of transitioning? Mindy Diamond: There’s no question it’s gotten easier. There’s no question that, from a legal perspective, the advent of broker protocol certainly makes it less scary or less risky to make a move. But there are plenty of moves that are made as a non-protocol move, and that’s not always the case. And the ecosystem, I should say, has gotten better to support the advisor in transition. Legal counsel, all they do all day long is facilitate these moves. Third-party consultancies, people like us that have been at it 30 years and have seen it all, and all the mistakes have already been made, we know how to do it. But with that said, moving is a hassle. No matter how much better the support system has gotten, no matter how many times a manager or a firm has transitioned advisors, it is a hassle to move. It is disruptive. It is a lot. And again, this statement is not going to win me a place in the headhunter hall of fame, but you should absolutely not consider a move unless you have the appetite for some risk, for some breakage, meaning some loss of clients, and you’re willing to shrink to grow, and you’ve got an appetite for some hassle factor to work perhaps harder for a short period of time than you have in a while. If you don’t have that, then no matter how unhappy you are, you really need to seriously consider whether moving is the best way to solve your problems. Jason Diamond: Yeah. It’s a really great way to tie a bow on this episode. It was a lot of fun. I’m excited. I think that would be 2037 based on your 12-year timeline. So the next $129-billion team, we’ll have to schedule that episode out for 10 or 12 years from now. But Mindy, thank you so much for sharing your years of wisdom and expertise with us. This was a fantastic episode. I had a lot of fun. Mindy Diamond: Yeah, I loved it too. Thank you, my pleasure. Jason Diamond: Thank you for joining us. We'll be back with a new episode next week, so be sure to listen in. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms, or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and road map to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.     The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common

As a listener of the Teacher podcast, you'll know we love to speak with school staff about the incredible work they're doing in their school settings to improve student outcomes. Equally, though, we know our audience are keen to hear from experts in the field and about important research updates. This month on Teacher, we've been busy covering the news of the new International Early Learning and Child Wellbeing Study, the new PISA 2029 innovative domain on media and AI literacy and National Reconciliation Week. Two of our columnists, Professor Martin Westwell and Andreas Schleicher, also published new pieces for us. Today we're going to share the details of all of these stories. Host: Dominique Beech

Back To The Future meets Idiocracy in the new sci-fi podcast, Taking Time. An "expendable" Average Joe gets recruited for a highly risky, highly mysterious time travel experiment, and hopes to use the opportunity to save the life of the woman he loved. Equally wacky, silly, mysterious, and heartfelt - Taking Time is a time travel story through the lens of corporate espionage and dysfunction. All episodes of Season 1 are available now, anywhere you listen to podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

In the new sci-fi podcast, Taking Time, an "expendable" average schlub gets recruited for a risky, highly mysterious time travel experiment, and hopes to use the opportunity to save the life of the woman he loved. Equally wacky, silly, mysterious, and heartfelt - Taking Time is a time travel story through the lens of corporate espionage and dysfunction. All episodes of Season 1 are available now, anywhere you listen to podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

Lords: Lena Cory Topics: Re: Cory's teeth topic, there's so many artists making teeth It would actually rule to be immortal, and all those stories about how it's not are just cope How committed to the bit is committed to the bit enough? A poem by Evan Balster, shared with us at GDC: A shapeless figure, locked away Inside a realm she godly sways; To weave in light and shadow, there, A living, breathing world from air. And nightly does she host a guest Who comes and goes at own behest, And time to time might take the throne To make the place a toy his own And on the morn to leave the mess Its keeper cleans, without protest. For lonely is the weaving-hand, The breaking-one's its only friend. Microtopics: Topic Lords-themed hangouts. Indie City Games. Two Truths and a Lie, a science fiction detective story. A disgusting old man using an army of combat drones to find out what happened to his ex-boyfriend. Two topics for the price of one. Tooth dreams. Considering what to do about your teeth as you go through various phases of having or not having teeth. What people say if your femur is yellow. People dying from mouth problems. Going to the tooth artists and customizing your new teeth, just like Build-a-Bear. Reaching into your mouth and pushing the button on your artificial tooth that plays your catchphrase. The artist who illustrates your subject in stages as you dissect it. Illustrating gross health things in a way that people can understand. The cartoon amoeba that teaches you how to not get salmonella. The kind of people who comment on Fecal Transplant Explainer videos. Teeth: you chew with them. Hitting up your dentist for extra teeth because the last ones were delicious. The thing you have in your mouth the most that you're not allowed to eat. (Your teeth.) Gradually eating your own teeth because you grind your own teeth at night. Different sets of dentures for different vibes. How to get glow in the dark teeth. Discovering the hard way that your fake teeth don't fluoresce under UV light. An entire generation of Americans going into the dentist together, like Hands Across America, to get all their teeth pulled so they can get dentures. Losing all your teeth just in time for COVID. Learning to not feel like you have to explain why you don't have any teeth. Depressing people with possible existences that your mind can create. What to do with the people who get too old to have good opinions. Trying to maintain a continuous personality day to day. Immortality vs. just living a really long time. Burning it all down for the sake of your legacy. Continuing to try to save people's lives and eventually inventing immortality. Death: it's really cool actually. Coming face to face with death and realizing it's not scary at all. A Satanist and his wife selling everything to open a shop where they refuse to sell you human skulls and serial killer memorabilia. Not needing a Memento Mori room because you already think about death all the time. Transferring a marble from the future jar to the past jar to remind yourself not to waste this day. Having a child and tossing it on the pile of existing children that everyone's already taking care of. All there is to learn in the universe. The Sword in the Stone. Working all of physics out from first principles because it's fun and you have that kind of time. Deciding to spend 100 years just hanging out with a tree and you don't even have podcasts. Icehenge. Associated Press title capitalization rules. A decision that is awesome for everything except your wallet. Artists who don't like what they make and don't enjoy the process, they just have to do it. Not doing art for long enough to realize how unhappy you are because you're not doing art. Making games because it's cool and fun to make games. Making yourself happier by pretending to be happy. What's bad about being too happy? Oh thank God, a crisis! A series of dreams in which the dream world is aware of you and hates you. Lonely is the weaving hand, the breaking one its only friend. Why you should be grateful when your son throws his trash on the floor. The most mystical thing that we get to regularly experience. Déjà rêvé. One of the worst ways to determine whether you're dreaming. Morpheus refusing to explain the Matrix in words even though he could describe it in 30 seconds. Spoilers: the events of Inception did not actually occur.

 Interview with Gary Lohman, COO & VP Exploration, and Patrick J. Cruickshank, President & CEO of Thistle ResourcesRecording date: 20th May 2026Thistle Resources Inc., a recently listed explorer on the TSX Venture Exchange, is positioning itself at the crossroads of rising demand for gold and critical minerals through a diversified portfolio in Canada's Bathurst Mining Camp. The company controls five projects, with a strategic focus on three key assets: the Middle River Gold deposit, a large volcanogenic massive sulfide (VMS) target, and the high-grade Brunswick Antimony project. This multi-commodity approach reduces reliance on a single resource while offering multiple pathways for value creation.The flagship Middle River Gold project demonstrates strong scale potential. It hosts two distinct zones: a near-surface system extending to 130 meters depth with approximately 7 kilometers of mineralized folding—largely untested—and a deeper zone at 400 meters that exhibits one of the strongest geophysical conductive responses recorded in the region. Early drilling has confirmed consistent gold mineralization, while advanced surveys by two independent geophysical firms have significantly improved targeting confidence. The company is aiming to define a resource of up to 2 million ounces through systematic drilling.Equally compelling is the Brunswick Antimony project, որտեղ exceptionally high-grade mineralization occurs at surface, including antimony exceeding 10%, along with significant silver and gold values. Located near historic producing mines, the project benefits from existing infrastructure and growing geopolitical interest in securing non-Chinese sources of critical minerals. Antimony prices have surged in recent years, enhancing the project's economic potential even at modest scale.Operationally, Thistle benefits from a favorable jurisdiction with rapid permitting, strong infrastructure, and low drilling costs of roughly CAD 100 per meter. Fully funded for two years and equipped with active drill programs through 2026, the company is well positioned to advance its assets. With multiple catalysts ahead and exposure to both precious and critical minerals, Thistle represents a diversified exploration opportunity in a proven mining district.View Thistle Resources' company profile: https://www.cruxinvestor.com/companies/thistle-resourcesSign up for Crux Investor: https://cruxinvestor.com 

Introduction to the Solution UC Davis researchers are examining a novel approach to combating climate change: turning our buildings into carbon sinks. The solution is based on incorporating biochar, a carbon-rich material obtained from plant material, into common construction materials like concrete, brick, and asphalt. By embedding carbon directly into long-lasting infrastructure, this approach reduces atmospheric CO₂ and also transforms one of the most carbon-intensive industries in the world into a tool for climate mitigation. Background: How Carbon Storage in Building Materials Works Biochar is created through pyrolysis, a process involving heating organic material, such as crop residues or wood waste, in a low-oxygen environment. This process locks in carbon that plants absorb during photosynthesis and prevents it from being re-released into the atmosphere through decay or burning. The research team at UC Davis, headed by Professor Sabbie Miller and Dr. Elisabeth Van Roijen, proposes the use of biochar as a partial replacement for the materials in concrete and other construction compounds. Since more than 20 billion tons of concrete are produced every year by the construction sector, substituting 10% of that with biochar-based mixtures could store up to 1 gigaton of CO₂ annually, or the equivalent yearly emissions from Japan. Unlike temporary carbon storage methods, like soil burial, embedding biochar in durable infrastructure ensures long-term sequestration, potentially spanning decades or even centuries. It also leverages the global scale of construction as a medium for climate action. Advantages of This Solution Apart from net carbon emissions reduction, the introduction of biochar-enriched building materials has tangible engineering benefits. It has been found that the addition of biochar can enhance thermal insulation, fire resistance, and durability in some uses. The process also fits well within the circular economy principles because of the organic waste used and reduced need for virgin materials. Because construction is already a high-volume, resource-intensive industry, integrating biochar into existing supply chains could make climate-positive practices scalable and economically viable without requiring dramatic infrastructure overhauls. Equally important, this solution provides dual benefits: supporting both carbon sequestration and the development of sustainable materials. Drawbacks and Critiques The approach faces several scientific and logistical obstacles despite such a promising premise. Producing biochar requires energy in quite significant quantities, with sourcing biomass at large scales risking unforeseen ecological impacts such as nutrient depletion or habitat disruption. Some critics even ask whether its broad adoption might inadvertently encourage the removal of older buildings in favor of the construction of newer, carbon-storing ones, offsetting any climate gains. Another factor is the life cycle of the biochar-infused materials themselves. While they can store carbon for decades, it remains undetermined how these materials at the end of a building's life are to be managed to avoid re-release of CO₂. Future policy frameworks and recycling technologies will be required to address these challenges if there is to be long-term effectiveness. About the Guest Dr. Sabbie Miller is an Associate Professor of Civil and Environmental Engineering at UC Davis. Her research focuses on sustainable infrastructure materials, life-cycle assessment, and reducing the environmental footprint of the construction industry. Further Reading UC Davis News: Storing Carbon in Buildings Could Help Address Climate Change Nature Geoscience: Carbon Sequestration Using Biochar Science Magazine: Building Materials as Carbon Sinks ScienceDirect: Alternative Sequestration Options in Construction Materials For a transcript, please visit https://climatebreak.org/sequestering-carbon-in-building-materials-with-dr-sabbie-miller/

On this episode of the podcast, I'm joined by Ian Cartwright, a New Zealand-based sales coach, speaker, and author. Ian is known for his clear, actionable approach and his passion for empowering B2B sales professionals and SME owners with practical tools and engaging workshops. Ian gets straight to the point and shares the biggest mistakes salespeople make when moving into account management, as well as why stakeholder mapping is absolutely essential. We also talk about how to align strategies with customer objectives and the importance of building strong, value-driven relationships. He also tells a real-world story of turning around and growing a fractured strategic account. This episode is packed with actionable insights to help you elevate your key account management game and build even better customer partnerships.   Outline of This Episode [00:00] Shifting from selling to strategic account management [03:41] Building key account relationships [08:18] Building a strong key account plan [12:55] Maintaining key customer relationships [16:16] Key account management challenges [18:03] Navigating customer relationships Key Accounts are More Than Just Big Customers A common pitfall in sales organizations is conflating "big" customers with "strategic" or "key" accounts. As Ian says, many companies assume their largest customers automatically qualify as key accounts. However, true strategic accounts represent high revenue AND offer pathways to greater opportunity—such as access to new sectors, product development partnerships, and strong cultural fit. Working with a strategic account should be mutually enjoyable and aligned with the business's core values and long-term objectives. Size alone doesn't make a customer "key"—the relationship's potential for synergy and evolution does.   The Account Manager's Evolving Role Transitioning from frontline selling to account management requires a fundamental mindset shift. Sticking with purely transactional tactics is risky. Successful account managers act as connectors and orchestrators, mapping organizational dynamics, understanding stakeholders, and proactively seeking opportunities to add value. Equally, organizations must invest in upskilling their sales teams. Treating account management as a passive, reactive role limits growth. Ian advocates for a white space strategy: continuously identifying hidden opportunities within the account, even if the returns may manifest months or years later. At its heart, key account management is business development driven by insight and relationship-building.   Tools of the Trade: Blending Old School and New Proficiency with modern CRMs is non-negotiable, but Ian also recommends blending old and new methods for a comprehensive approach: CRM: Centralizes information, opportunities, and collaboration across the team. Desktop Research: Staying ahead of trends in the client's industry supports anticipation rather than simply reaction. The Phone: Proactive, personal outreach builds trust—don't be afraid to pick up the phone! A Credit Card: Never underestimate the power of a coffee or meal to grease the wheels of partnership.   Communication and Relationship-Building In our conversation, Ian shares a real-world example of how fractured relationships, even with major clients, can be turned around through intentional stakeholder engagement, regular communication, and focusing on shared wins. Simple, consistent reporting of impact—such as reducing unplanned downtime reinforces partnership and value. Key account management isn't a static process or a matter of "set and forget." It's an ongoing practice of curiosity, planned engagement, innovation, and value reinforcement. By treating key accounts as evolving partnerships rather than static revenue streams, sales teams can drive mutual growth and position themselves as essential partners for the long term. Resources & People Mentioned The Six Fundamentals of Sales Know How by Ian Cartwright   Connect with Ian Cartwright Ian Cartwright on LinkedIn    Connect With Paul Watts  LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com  

Send us Fan MailDavid Norman retired last school year with 31 years under his belt as a NC HS Social Studies teacher and baseball coach. David is now running Norman Financial Coaching and supports teachers in a variety of ways with their finances. David has a wealth of knowledge about teaching and growing your wealth, we hit on a variety of subjects during this introduction to David Norman to the FIT audience. Below is a little about David and his thoughts on teachers and the "vow of poverty" we take to go into education. The Teacher's Myth...You took a vow of poverty when you became an educator.  I have been a teacher all of my life, or so I have been told.  I started getting paid to teach in 1994.  While my career is certainly in the later innings, I have found my 3rd or 4th rejuvenating burst of energy as I transition into full time financial coaching even as I help launch the Economics and Personal Finance curriculum for our State, District, and my School.  As my National Board Certification and almost two decade role as a NB Facilitator for my District has taught me, the single most important element to a child's learning is having a highly qualified and motivated teacher.  Even the most dynamic teachers, however, cannot be at their best if they are stressed, exhausted, or unduly frustrated.  Financial stress can create and compound the above and has made a good many of my colleagues question their career choice, some even leaving the profession as a result. My mission is to show teachers a way to have their cake and eat it too.  We can, and many do, build wealth even as we fully engage our students and make a career out of our calling.  The belief that teachers take a vow of poverty once they commit to a career in education is a myth!  In fact, this myth applies to many middle-class incomes, not just educators.  While "you didn't get into teaching for the money," may be true, it doesn't mean we shouldn't challenge the narrative that teachers are destined to live paycheck to paycheck, holding on for dear life until eligible for their pension.  In fact, if we are intentional with our money, the teaching profession affords us many opportunities to build wealth that others do not have.  Equally as important, the far more valuable commodity of time is more readily available to us than in most professions.  Taken together, time and a new money mindset can be powerful tools to both create a comfortable post-teaching life, as well as a tremendously rich journey throughout our careers. https://www.normanfinancialcoaching.com/

How This Is Building Me, hosted by world-renowned oncologist D. Ross Camidge, MD, PhD, is a podcast focused on the highs and lows, ups and downs of all those involved with cancer, cancer medicine, and cancer science across the full spectrum of life's experiences.In this episode, Dr Camidge sat down with Charles D. Blanke, MD, FACP, FASCO, a professor of medicine in the School of Medicine at the Oregon Health & Science University (OHSU) Knight Cancer Institute in Portland.Drs Camidge and Blanke discuss Dr Blanke's unique career path from pioneering targeted cancer therapies to becoming a leading advocate for medical aid in dying. A Type 1 diabetes diagnosis directed Dr Blanke toward an interest in internal medicine and oncology. During his fellowship and early faculty days, he established a reputation for his hard work pursuing research opportunities, even when initial projects were unsuccessful.Blanke's most transformative scientific achievement occurred at OHSU, where he spearheaded the use of Imatinib (Gleevec) for the management of gastrointestinal stromal tumor (GIST). By targeting the KIT mutation, this research turned a previously untreatable malignancy into one with a high response rate, marking a landmark moment for personalized oncology.Equally significant in Dr Blanke's career is his role in medical aid in dying. Practicing in Oregon, the first state to legalize the option, he has written hundreds of prescriptions for patients with terminal diseases. Blanke views medical aid in dying as a vital extension of patient care.As the former chair of SWOG, Dr Blanke modernized clinical research by introducing term limits, increasing access to clinical trials among, and championing the development of pragmatic trials with broader patient eligibility criteria. Throughout his tenure, he emphasized the importance of patient advocacy and the altruistic nature of cooperative research. Having recently stepped down from his leadership at SWOG, he intends to focus his future efforts on patient rights and medical aid in dying advocacy.

Hollywood promotes the notion that top players "read" their opponents from their body language, or their unique method of eating Oreo cookies. But do such live tells have any place in today's mathematical game of #poker?   In this episode, coach w34z3l gives an overview of how your opponents may leak information that you can use to beat them. Equally important, we discuss how you can prevent others from reading your own body language, so that you can protect yourself from damaging information leaks.   TIMESTAMPS 0:00 Introduction: What Are Live Tells? 1:12 Why Tells Exist Even in Tough Games 2:30 How to Read Tells: Default Profiles & Deviations 3:47 Reverse Tells: When Players Mislead You 5:04 Reading the Mouth & Microexpressions 6:33 Hand Tells: Trembling, Position & Chip Tricks 8:48 Posture Changes & Body Language 9:29 Eye Tells: Pupils, Gaze Direction & Stack Glances 11:39 Card Apex: How Players Check Their Cards 14:51 Betting Style & Angle Shooting 17:05 Speech Patterns & Vocal Tells 18:43 Vocalizing vs Silent Options 20:24 Card Protectors & Information Leakage 21:12 Protecting Against Tells: Sunglasses & Hoodies 23:08 Why Perfect Balance Is Impossible   RELATED LINKS The Low-Stakes Poker Playbook: https://redchippoker.com/low-stakes-poker-playbook/ Poker Mastery 101: https://youtu.be/B8qidwy2UeU?si=-DOEQyKTHYCzn6qX Live Poker Analysis: https://youtu.be/06gOgEchrqM?si=eDSpZ5jHAJtzLiBy The Best $1/$2 Poker Vlog: https://www.splitsuit.com/1-2-live-cash-poker-vlog **JOIN US ON DISCORD** Join our free poker Discord today: https://redchippoker.com/discord

In this episode of Honey Bee Obscura, Jim Tew delivers a candid, field-side reflection on the challenges—and realities—of swarm management when conditions, equipment, and personal limitations don't align. What begins as a routine observation quickly turns into a frustrating and physically risky attempt to retrieve a swarm positioned just out of safe reach. Jim walks listeners through his decision-making in real time: weighing experience against instinct, confronting the temptation to "just try one more time," and ultimately recognizing the limits that come with age, safety, and practicality. The episode explores a common but often under-discussed scenario: when a swarm simply won't cooperate. Despite repeated shaking attempts, the bees persistently return to their chosen limb, demonstrating the strength of their cohesion and site fidelity. Jim reflects on possible reasons for swarm behavior, including whether the queen failed to leave initially, how scent cues reinforce clustering, and whether scout activity or indecision plays a role in swarm reversals. Equally important is the emotional side of beekeeping—wanting to intervene, knowing when to stop, and accepting loss. Jim shares the internal conflict between letting bees follow their natural course and the beekeeper's instinct to act. This is "plain talk" beekeeping at its core: practical, honest, and grounded in experience. The takeaway is clear—sometimes the best decision is not to climb the ladder. ______________________ Thanks to Betterbee for sponsoring today's episode. Betterbee's mission is to support every beekeeper with excellent customer service, continued education and quality equipment. From their colorful and informative catalog to their support of beekeeper educational activities, including this podcast series, Betterbee truly is Beekeepers Serving Beekeepers. See for yourself at www.betterbee.com We'd like to thank Vita Bee Health for supporting the podcast. Vita provides proven tools for controlling Varroa—from Apistan and Apiguard to the new VarroxSan extended-release oxalic acid strips—helping beekeepers keep stronger, healthier colonies. ______________________ Honey Bee Obscura is brought to you by Growing Planet Media, LLC, the home of Beekeeping Today Podcast. Music: Heart & Soul by Gyom, All We Know by Midway Music; Christmas Avenue by Immersive Music; original guitar music by Jeffrey Ott Cartoons by: John Martin (Beezwax Comics) Copyright © 2026 by Growing Planet Media, LLC

Business is not a spectator sport…although shouldn't you be curious why THG Nutrition just delivered its strongest start to a year since 2021? THG (aka the company formerly known as The Hut Group) recently updated the public markets by releasing its Q1 2026 trading statement. I'll be utilizing all available publicly disclosed information to obviously update you on the recent performance of THG Nutrition division, which includes the world's largest online sports nutrition brand MyProtein, but also utilize everything as the contextual backdrop for my expanded strategic commentary around global sports nutrition market dynamics and trends. Additionally, due to the THG Ingenuity demerger action occurring at the end of 2024, the up-to-date THG portfolio configuration now would be described as a global, cash generative, health and wellness consumer brands group. During the first quarter of 2026, THG Nutrition revenue was approximately $217 million, which increased 8.8% YoY. THG Nutrition delivered its fifth consecutive quarter of revenue growth. Moreover, momentum was said to be broad-based across categories outside of the core protein range, especially in activewear and creatine. But I'll dive into several strategic decisions impacting MyProtein including its global digital sales channel strategy, offline retail expansion efforts, product licensing strategy, and let's just say A LOT is riding on the success of the MyProtein global rebrand that started its initial staggered market rollout two years ago. Myprotein maintained its leading position as the largest UK sports nutrition brand. THG Nutrition still mainly deploys a global digital-first commerce strategy, with around 80% of its total revenue coming from direct-to-consumer, online marketplaces, and social commerce…but MyProtein has continued to invest in offline retail partnerships where it places a limited (or exclusive) SKU range as part of a bigger demand generation strategy. Although the most highlighted commercial strategy (utilized for offline retail expansion) continues to surround the development of MyProtein products that are sold under licensing arrangements. When done correctly, these types of retail partnerships boost customer touchpoints and broaden brand appeal. Nonetheless, this ambitious level of offline retail expansion globally will undoubtedly help drive a more diversified retail mix over the next few years. Equally, MyProtein continues to lean heavily into international product collaborations. And obviously, while that includes THG Nutrition recently expanding successful dietary supplement categorical examples (like with global confectionary giant Mars Incorporated), I'd rather mention the recent launch of the Myprotein x Champion collaboration, as MP activewear is reportedly continuing to deliver exceptional growth, with annualized run-rate sales fast approaching $140 million. Yet, it's the margin accretive aspect of MP activewear that's maybe most helpful right now, as THG Nutrition attempts to mitigate elevated whey protein input prices.

Robert meets MEEK, an emerging singer-songwriter, producer, and multi-instrumentalist whose new EP Fabulous has become a favourite of the art world, and global queer community, since debuting in February. We discuss how art has inspired her creativity and life, including the work of Magritte, Tracey Emin and her passion for the National Portrait Gallery and visiting museums in London.We explore her devotion to artistry within her music, visuals and costumes including recent collaborations with filmmaker Sophie Muller and performance artist Theo Adams on her debut music videos, and sold out live show at the Garage.MEEK is not a work in progress. She is fully formed, earned her stripes, comes from nothing, nepo-baby baiting execution of timeless pop brilliance. While sounding directly descended from the DNA of famed countercultural misfits and bona fide pop aces, all strewn across the decades, her music is a no messing, straight shoot for the top. Georgia Meek understands that people like her only get one chance to make a first impression.Frequently, her songs will open out with a stringent big note, a walloping guitar figure, the best hook in her almanac of songwriter-ly resources. Because they have to. “I've never had the option to ask,” she says. “I've always had to take. I've always had to force my way through closed doors. That's what shapes my sound. Yes, we will start with a huge vocal note to make people turn around and listen. Yes, I will say in the studio, give me some hair-raising guitar windmills. Let's do that. You waste thirty seconds and you've lost it.”Equally, MEEK's visual aesthetic is once seen, never forgotten. She wants to reclaim dressing up for everyone, not just those that can afford to indulge in the monied whimsy of high fashion. “I have a clear visual thing for myself, which is basically prom outfits for poor people.” She's the Cinderella who flipped a finger at the Ugly Sisters, then invited them along to join in the fun, too. “It's about being absolute glam-trash and owning it. That pink tulle over a stained Adidas jacket? Throw it on. I just want it to feel like something anybody can put together themselves, a sustainable way to look fucking wild. Why not?” The best thing about MEEK? There is a point to her. She is as if the comedy queen, Daisy May Cooper stumbled into a charity shop, found a bunch of glittering second hand couture, dolled herself up shamelessly in it, injected the raw spirit of Freddie Mercury and emerged, Mr Ben style, as a fully-fledged MEGASTAR in the making out of the changing rooms, then lead a troubadour of misfits singing down the high street. There is not what you might call a shortage of self-confidence in MEEK. As she sings herself, on a calling card anthem which is sure to become the earworm of the nation once unleashed upon its airwaves: “I'm so f*cking fabulous.”This week sees MEEK performing live on numerous TV shows including Saturday Night Live UK, with Aimee Lou Wood as well as her USA TV debut with Jimmy Fallon.Follow @MustBeMeekListen to Meek's new EP Fabulous out now:https://music.apple.com/gb/artist/meek/1784432868 Hosted on Acast. See acast.com/privacy for more information.

ur guest today, Vicki Christensen in her own words:  I am passionate about advocating for families of special needs children through the IEP process always with a child-centered approach. Equally important is educating parents/guardians on the rights of a person with a disability and on communication strategies to allow for a positive and open relationship with the IEP team, school & district. My background is a unique combination of 15 years of special education advocacy both as a parent and a professional with a Certificate of Special Education Advocacy from USD, a small business owner giving back to the special needs community and over 10 years as a professional in the healthcare field allowing me to utilize my degree and experience in Communication Studies. I am a mother of a 21 year old (who wears Blue Glasses) with global developmental delays and am experienced in early intervention, the IEP and 504 processes as well as working with the Regional Center. I am widely networked with both parents of special needs children and professionals in the San Diego area and look forward to continuing to provide advocacy services to many more families. I am currently on the Special Education Advisory Committee in the Carlsbad Unified District working to increase awareness and inclusion for our special education students.  In this episode, Vicki Christensen shares her journey parenting a neurodiverse son, Luke, with a rare chromosome disorder, offering insights, practical strategies, and emotional support for parents navigating similar challenges. Enjoy! 01:09 - Intro and welcome Vicki Christensen 01:11 - Vicki's journey from her son's diagnosis to adulthood 02:15 - Initial reactions and how we process a diagnosis 04:09 - Overwhelm of early medical and therapy appointments 05:19 - Living life amidst caregiving responsibilities Ref: what is IEP? 06:24 - Why Vicki wrote her book and its purpose 07:45 - Practical advice for parents 09:44 - On the importance of protecting your marriage 11:49 - Balancing caregiving and personal boundaries 13:05 - On building your support village 14:44 -  How can people find you? • Website: https://www.blueglassesadvocacy.com/ Socials: @BlueGlassesAdvocacy on INSTA Uniquely, Fully, Enough: The Neurodivergent Parenting Journey - A Memoir and Handbook on Amazon Thank you for being here- give us a shout anytime! https://linktr.ee/petershankman Substack:  petershankmanofficial.substack.com Email: peter@shankman.com Podcast: Faster Than Normal Thank you for staying tuned-in; more episodes coming up soon! Do you happen to know anyone who is doing wonderful things with #ADHD or their neurodivergent brain? We would love to have them on to learn how they are using their #neurodiversity to their advantage. Shoot me an email and we will get them booked! My link tree is here if you're looking for something specific. https://linktr.ee/petershankman

A new federal council could reshape hunting access, public lands, and conservation priorities nationwide. An incredibly positive development is taking shape in Washington that could directly impact hunting access, public land opportunities, and the future of conservation funding. The newly announced Hunting and Shooting Sports Conservation and Access Council creates a direct line between the sporting community and top decision-makers within the Department of the Interior and USDA. This conversation breaks down what that actually means for hunters, anglers, and recreational shooters on the ground. From expanding access to hard-to-reach public lands to building and improving shooting ranges, the council's priorities signal a renewed focus on practical outcomes for the hunting and fishing community. There's also a strong emphasis on advancing the North American Model of Wildlife Conservation and reinforcing the role sportsmen play in funding and managing wildlife resources. Equally important is the Council's potential to influence how federal agencies understand and prioritize hunting, fishing, and conservation. Education, representation, and communication all sit at the center of this effort, creating an opportunity for real-world challenges faced by sportsmen to be elevated and discussed at the highest levels. For anyone invested in public land access, wildlife conservation, and the long-term future of hunting and fishing traditions, this is a development worth paying attention to. Get the FREE Sportsmen's Voice e-publication in your inbox every Monday: www.congressionalsportsmen.org/newsletter   Follow The Sportsmen's Voice wherever you get your podcasts: https://podfollow.com/1705085498  Learn more about your ad choices. Visit megaphone.fm/adchoices

The survivor impact statements delivered at Ghislaine Maxwell's sentencing cut through years of obfuscation and legal maneuvering to center the human cost of her crimes. Survivors described how Maxwell was not a passive bystander but an active participant who recruited, groomed, and normalized abuse, using trust and manipulation to deliver them into Epstein's orbit. They spoke of being children targeted for their vulnerability, then conditioned to accept exploitation as routine. The statements detailed lifelong consequences: fractured relationships, chronic anxiety, depression, loss of educational and professional opportunities, and a persistent sense of shame that Maxwell's actions helped engineer. Repeatedly, survivors emphasized that Maxwell's power lay in her ability to make abuse feel inevitable and unescapable, turning what should have been moments of safety into lasting trauma.Equally striking was the survivors' insistence on accountability and recognition, not pity. They rejected Maxwell's attempts at minimization and her portrayal of herself as collateral damage, making clear that her choices reverberated across decades of their lives. Several spoke directly to the court about the courage it took to confront someone who had moved freely among the world's most powerful, while they carried the burden alone. The statements framed sentencing not as closure but as acknowledgment—that the justice system finally named what happened and who was responsible. In doing so, they underscored a central truth of the case: Maxwell's harm was not abstract or historical; it is ongoing, measured in the daily lives of survivors who continue to live with the consequences of her deliberate actionsto contact me:bobbycapucci@protonmail.com

In this episode of the Hormone Genius Podcast, we sit down with Jillian Stecklein, Director of Physical Therapy at My Catholic Doctor, to explore the often-overlooked connection between female physiology, athletic performance, and long-term health. Jillian shares how many athletes—especially women—have been shaped by outdated cultural messaging around food and body image. Patterns of disordered eating, under-fueling, and overtraining are not uncommon, and they create a dangerous cycle where the body becomes increasingly vulnerable to injury and burnout. These patterns are often reinforced by an identity rooted in performance, where self-worth becomes tied to output rather than overall well-being. Through both clinical experience and personal insight, this episode reframes what it means to train well. A supportive, holistic routine is not optional—it is essential. For women over 35 especially, this includes consistent strength training to support bone density and stabilize key muscle groups like the core, hips, and shoulders. It also includes daily “maintenance” work—simple, physical therapy-style exercises that improve posture, breathing, and coordination. Equally important are the foundational lifestyle habits that support recovery and resilience: quality sleep, proper hydration, and adequate nutrition. Restricting calories or eliminating entire food groups without guidance can have significant downstream effects on performance, healing, and hormone health. A critical piece of this conversation is the role of the menstrual cycle as a vital sign. Loss of a cycle, or amenorrhea, is not a normal adaptation to training—it is a warning sign. It reflects a low-estrogen state that can compromise bone density, increase injury risk, and impact long-term fertility. As Jillian emphasizes, the cycle should be viewed as a powerful health marker, offering insight into whether the body is truly supported. The episode also dives into the root causes behind some of the most common injuries seen in active women. Stress fractures often trace back to micronutrient deficiencies and poor force absorption due to weak support muscles. IT band syndrome is frequently linked to core and pelvic instability, while plantar fasciitis can stem from misalignment and limited foot mobility. Even systemic pain—such as lingering post-viral symptoms—can reveal an underlying baseline of inflammation and reduced recovery capacity. Ultimately, this conversation is about shifting perspective. It invites women to move away from a performance-at-all-costs mindset and toward a more sustainable, integrated approach to health and fitness—one that honors the body, supports its needs, and builds strength from the inside out. Jillian Stecklein is a pelvic floor physical therapist and the Director of Physical Therapy at My Catholic Doctor. She specializes in helping women restore strength, stability, and function through a holistic, root-cause approach to movement and healing. Instagram: @thecatholicpelvicpt Website & Programs: pregnancyprepared.com Sponsors

Dom Waterson of the Sheep Farm podcast guests to talk about his long-awaited book ‘Traitors: The Plandemic Politicians.' In this, he re-visits those dark days of 2020 and beyond from a UK perspective, scrutinising the backgrounds and affiliations of the treasonous politicians who enforced the fraud, treason and genocide.Crucially, this includes examining their genealogy. Equally crucially, throughout, Dom offsets much of the gloom by applying the irreverent, acerbic wit for which Sheep Farm has become known.Become a supporter of this podcast: https://www.spreaker.com/podcast/good-vibrations-podcast--2594848/support.

Welcome back to the Word on Fire Show. I'm Matthew Petrusek, Senior Director of the Word on Fire Institute and the host of the Word on Fire Show. Thank you for joining us. Marxism, unfortunately, seems to be making a comeback. Despite its economically disastrous, politically oppressive, and horrifically inhumane track record, the atheistic philosophy that produced the Communist revolution and eventually led to the deaths of tens of millions of people has wheedled its way back to the center of our political culture. On the surface, this may sound surprising: Since the fall of the Berlin Wall over three decades ago, few public figures have openly identified as Marxist, and Communist political parties have typically occupied the outermost fringes of political influence. However, Marxist ideas–especially in the form of contemporary identity politics–have not only continued gathering momentum beneath the surface in universities, NGOs, the media, corporate HR departments, and government bureaucracies; high profile politicians, including the mayor of New York, Zohran Mandami, and Congresswomen Alexandria Ocasio Cortez, now seem to be openly advocating for Marxist policies. So how did this morally and historically discredited ideology remerge in mainstream politics? Equally important, how should Christians and all people concerned with basic human rights and the common good respond? Here to discuss the dark history of Marxism, its contemporary forms, and how the Catholic Church has, and always will, stand against it, is Bishop Robert Barron. Topics Covered 00:00 | Introduction 01:48 | Winona-Rochester's record catechumen year 02:53 | A brief overview of Karl Marx 04:55 | What is dialectical materialism? 06:40 | Class conflicts in Marx's day 08:01 | Marx's early critique of capitalism 10:55 | Marx's critique of religion 17:12 | Marxism's pursuit of Utopia 20:06 | Rerum Novarum: Pope Leo XIII responds 23:08 | Reducing history to an economic substructure 24:20 | The legacy of Marxism 26:16 | Shared views between Marxism and contemporary identity politics 28:52 | Why harmful ideas take fair guises 31:23 | Critiquing collectivism 33:08 | US politicians and Marxist ideas 36:03 | Weren't early Christians fundamentally communist? 38:08 | Shouldn't we just try Marxism? 39:26 | Thomas Merton responds to Marxism 41:07 | Is it partisan to critique Marxism? 42:51 | Listener question: How do we respond to "my truth"? 45:12 | Join the Word on Fire Institute Links: Word on Fire Institute: https://institute.wordonfire.org/   NOTE: Do you like this podcast? Become a Word on Fire IGNITE member! Word on Fire is a non-profit ministry that depends on the support of our listeners . . . like you! So become a part of this mission and join IGNITE today to become a Word on Fire insider and receive some special donor gifts for your generosity.

The Steve Harvey Morning Show for Tuesday, March 24th, 2026: Steve Harvey's Morning Inspiration | Show Open | Nephew Tommy's Run That Prank Back - "Can You Do My Makeup?" | Ask The CLO | Trending & Entertainment News | University Of Maryland Coach & Player | Random Questions | Nephew Tommy's Prank - "Your Wife Is In The Limo" | Strawberry Letter - "I Love My Two Men Equally" Pt. 1-2 | Junior's Sports Talk | Social Media Advice | Spring Season | Would You Rather | Steve Harvey's Closing RemarksSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.