Podcasts about Executive Council

Why do internal comms teams and change teams clash so often during transformations?In this week's episode of the Only Constant, Christian Lundberg (CSO, Vocable Communications) discusses with Nellie Wartoft how internal communications and change communications serve fundamentally different purposes - one focused on efficient information transmission, the other on creating authentic connections that drive behavioral change. They explore the shift from one-way "newspaper" style messaging to social media-style interactive communication, and share practical strategies for building trust through vulnerability, consistency, and value-forward messaging.----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

In an interview with Susie Elelman, Peter Wertheim of the Executive Council of Australian Jewry discusses the two-year anniversary of the October 7 massacre, the subsequent war in Gaza, and the increasing rise of antisemitism in Australia.See omnystudio.com/listener for privacy information.

Guest:Mark DiGiovanni is founder and president of Marathon Financial Strategies Inc.Website:https://www.marathon-forthelongrun.com/Bio:-Runner since 1969-BS in 1975-Middle school teacher 1976-1980-Married since 1983-MBA in 1987-Passed CPA exam in 1988-Episcopalian since 1989-Father since 1989-Founded Marathon in 1995-Certified Financial Planner (CFP) since 1997-Chartered Financial Consultant (ChFC) since 1997-CFP Ambassador since 2010-Named a Five-Star Wealth Manager by Atlanta magazine last thirteen years (click here for details)-Board member of Episcopal Community Foundation since 2017-Member of AARP's Executive Council since 2018-Wrote seven books in ten years. (See Mark's Books-Free to You page.)

What if the solution to AI-driven unemployment isn't government handouts, but finally getting paid for the data you've been giving away for free?In this week's episode of the Only Constant, Amelia Green discusses with Nellie Wartoft how traditional UBI pilots fail due to unsustainable government funding, why tech giants are making record profits from our personal data, and her revolutionary approach to creating a self-funded universal basic income by treating data as personal assets that citizens can monetize.Connect with Amelia Green and U-BI:- Follow us or DM us on LinkedIn: https://www.linkedin.com/company/u-bi-impact/- Sign up for the Newsletter through our Website: UBIImpact.com Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

What happens when a team of former tourism and events pros are in charge of rolling out a rebrand? You'll want to hold on your beignets for this one. In this episode, we'll hear from Anne Falgout, Director of Strategic Communications for South Louisiana Community College on why they took a festive approach to their brand launch.Guest Name: Anne Falgout, Director of Strategic Communications, South Louisiana Community CollegeGuest Social: https://www.linkedin.com/in/annefalgout/Guest Bio: Anne Falgout, Director of Strategic Communications at South Louisiana Community College (SoLAcc), is a Louisiana native with 20+ years of community advocacy experience. From 2002-2022, she worked with entrepreneurs and marketed communities to potential talent and relocating companies at the Lafayette Economic Development Authority and as the first executive director of the Vermilion Economic Development Alliance. She remains civically involved through positions including United Way of Acadiana board member and Resource Development Chair, and as a Love Our Schools CAFE' Champion. Anne is also an active member of the Confrerie d' Abbeville, a fraternal Francophone organization that hosts one of seven Giant Omelette Celebrations worldwide.Anne has been recognized with multiple awards including 20 Under 40 Acadiana Leadership Award, Women Who Mean Business Award, and the 2019 Forward Vermilion Award. In 2023, she received the SoLAcc Chancellor's Award for transforming the college's brand in her first year. Since joining higher education, her team has secured multiple district and national marketing awards, and she serves on NCMPR's District 2 Executive Council and as PR Council Chair for the Louisiana Community & Technical College System. She and her partner run a boutique music studio in Kaplan, Louisiana, and she is the mother of four children ranging from seven to twenty-seven. Anne loves all things Louisiana including cooking modern Cajun food, live music, and beautiful sunsets that inspired SoLAcc's new color palette. - - - -Connect With Our Host:Safaniya Stevensonhttps://www.linkedin.com/in/safaniyastevenson/ About The Enrollify Podcast Network:Talking Tactics is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In the third episode of the Comics Librarianship series Iurgi sits down with Jane Burns, an experienced lecturer, researcher, published author and public speaker. Jane is a member of the Executive Council of the Library Association of Ireland and has been awarded Fellowship status by the LAI for contributions to the development of the profession and commitment to Continuous Professional Development and Research.Jane is currently pursuing a PhD in Education at Dublin City University exploring the field of Graphic Medicine and she was involved in the 15th annual Graphic Medicine Conference through the Technological University of the Shannon where she works.In this conversation Jane discusses her relationship with comics, how academia and universities are embracing comics and why graphic medicine is growing in importance.02:36 Jane discusses her relationship with comics throughout the years06:52 How the relationship of academia with comics has changed and why11:14 Jane and Iurgi discuss some of the strengths of comics as texts, their power and their allure21:20 Jane discusses universities and how they are increasingly engaging more with comics 24:05 Jane discusses her focus on comics, medicine and teaching environments. She also discusses the International Graphic Medicine Conference in Ireland and upcoming creation of the Irish chapter of the Graphic Medicine Collective.31:05 Jane discusses some of the main takeaways from the graphic medicine conference and what she would like to see into the future38:48 What school and public libraries can do in the field of graphic medicine40:29 Jane recommends some graphic medicine titles to read: The Graphic Medicine Manifesto, MK Czerwiec's Taking Turn and Menopause, Ian William's The Bad Doctor and Pascal Jousselin's Mister Invincible. The Graphic Medicine International Collective: https://www.graphicmedicine.org The article Jane mentions about libraries and graphic medicine is Graphic Medicine in Academic Health and Science Library Collections you can find it here: https://jmla.pitt.edu/ojs/jmla/article/view/1962 To stay up to date and for the full roundup of news, resources and new titles visit our website: https://graphic.alia.org.au/ The ALIA Graphic Groove Theme 2025 courtesy of Clint Owen Ellis https://www.clintowenellis.com/ Hosted on Acast. See acast.com/privacy for more information.

Your AI is only as biased as the humans who created the data it learns from.In this week's episode of the Only Constant, Richard Wiedenbeck (CAIO, Ameritas) discusses with Nellie Wartoft how the myth of needing perfectly structured data for AI is holding companies back, why information sets matter more than data sets, and how AI is actually exposing the mediocre management practices we've been accepting for years.Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

My Story   Talk 26  Off-campus Activities Most of what I have said about our years at Mattersey so far has related to what happened on the campus, and that was certainly where we spent most of our time. But our ministry was by no means confined to the campus. It was becoming increasingly international and interdenominational. So in this talk I'll begin by describing some of my activities within Britain which took place beyond the College campus before proceeding to our travels in Europe and further afield.   Activities within Britain Apart from my regular preaching in local churches around the country my main activities in Britain during this centred around:   The AoG Executive Council My relationships with the charismatic renewal and expanding my writing ministry.   The AoG Executive Council I have already mentioned some of the positions I had held within AoG before becoming Principal of the Bible College, but in 1984 I was elected to the Executive Council. This was important because it meant that the College had a voice at national level and that I could ensure that the interests of the College were always taken into consideration. And it became even more relevant when in 1987 I became its chairman, a position I held until 2007 when the structure of AoG was radically changed and about which I shall say more in a later talk.   Since its inception in 1924 the final authority in AoG was the General Council which met annually at the General Conference. The role of the Executive was to take responsibility between conferences for promoting and safeguarding the welfare of the Fellowship. It was a great privilege for me to serve alongside respected older brothers like Veyne Austin, Herbert Harrison, Aaron Linford, Keith Monument, Aeron Morgan, Keith Munday, John Phillips, Douglas Quy, and Colin Whittaker, as well as younger men like Paul Newberry, Warwick Shenton, and Paul Weaver, who were all newly appointed at the same time as me.   Each year the Executive Council elected its own chairman to serve for a year and in 1987 I was appointed. These elections were always held by secret ballot, and I was surprised to be reappointed year after year for the next 20 years. This obviously gave me added responsibility especially when it was decided in 1993 to form AoG Inc., which made Executive Council members the sole members of a new charitable company, Assemblies of God Incorporated.   The purpose of the company was to protect AoG churches and ministers from any personal liability for actions taken by AoG. This was felt necessary to avoid any crises like the vast debt that had been incurred by the Overseas Missions Council over a situation that had arisen in Paderborn, the details of which I do not need to go into here. The Board of Directors of this new company was comprised of all members of the Executive Council. As directors we were given financial responsibility for the affairs of the Fellowship with the safeguard that each director was only personally liable up to the value of £1. It also gave us legal power over all the assets of the Fellowship without reference to the Conference. However, as we were appointed by the General Council by being elected to the Executive Council at the General Conference, we were always aware of our responsibility to abide by the wishes of the Fellowship as a whole. Despite the legal authority we had been given, as a matter of integrity we would never have taken independent action on any major matter without bringing it to Conference. This, as we will see later, was to change in 2007.   My relationship with the Charismatic Renewal But my ministry in Britain was by no means confined to AoG. I had not grown up in AoG and ever since I heard about the baptism in the Spirit my heart has always been for Christians of other denominations to come into the experience. That had been a major part of my ministry when I had travelled round the universities in the sixties, preaching and laying hands on people to receive the Spirit. Those were the days when the charismatic renewal was getting under way, and in the seventies, while we were at Basingstoke, I had good fellowship with Barney Coombs, the Spirit-filled pastor of the Baptist Church, who was holding regular ministers' breakfasts and monthly All Saints Nights for Christians of all denominations to hear about the things of the Spirit.   So when, early in my time at Mattersey I received an invitation from Michael Harper to attend something called the Charismatic Leaders' Conference at Whirlow Grange near Sheffield, I was pleased to accept. It was at these conferences that I met people like Roger and Faith Forster, David Pawson, Terry Virgo, Colin Urquhart, Gerald Coates and other charismatic leaders.   For several years I was part of the planning committee that organised these conferences some of which were held at Mattersey. I was also a member of committee that planned the International Charismatic Consultation on Worldwide Evangelisation (ICCOWE) held in Brighton in June 1991.   I continued to participate in the conferences throughout and beyond my time at Mattersey, and in fact at the time of writing this I am expecting to attend one this year. I have learnt that, although Pentecostals in Britain have been considerably influenced by charismatics, there is still very much that they can learn from us. For example, I am told by friends and family members that even in flourishing charismatic churches there is still little clear teaching on the baptism in the Spirit and spiritual gifts. But sadly, the same could be said of many Pentecostal churches.   So it became my vision that Mattersey should become more than a college that prepared people to be AoG ministers and missionaries, and we advertised the college as having a distinctly charismatic emphasis. As a result several of our graduates are now doing a great job for God as Anglican, Baptist, or Methodist ministers. It also had the benefit of introducing AoG students at Mattersey to a wider cross-section of the Christian church than just their own denomination.   Expanding my writing ministry But whether it be in AoG or any other denomination, the fact is that people need teaching. Genuine spiritual experience comes from a correct understanding of biblical truth. That was surely the purpose of a Bible College! And as it is not possible for everyone to come to Bible College, I was determined to make our teaching more readily available to a wider audience. I was able to do this in some measure through articles I contributed to the AoG magazine and Renewal, but in 1998 I had a distinct impression that the Lord wanted me to write more books, using the teaching I was giving at Mattersey as a basis.   That expanding my writing ministry was the way the Lord was leading me was confirmed in a wonderful way by César Castellanos who in 1998 was the guest preacher at our AoG conference in Prestatyn. At the end of a late-night meeting where César had been speaking to the members of our Executive Council and their wives, he prayed for each one of us in turn. When he came to me, instead of praying, he prophesied. His prophecy included the following statement: This is what the Holy Spirit says: I will greatly anoint your pen and your writing will be a blessing to thousands and thousands of people. Now that prophecy was remarkable for at least three reasons. Firstly, César did not know me. He had only just met me that evening. Secondly, he knew I was a Christian leader, but he did not know that I was a writer! And thirdly, as I have said, in the weeks leading up to that conference I had been feeling that God wanted me to give more time to writing. César's prophecy came as a wonderful confirmation. Since that time I have written several more books, some of which have been translated into at least fifteen different languages. They have certainly reached thousands already. I'm so grateful to the Lord that even while we were still at Mattersey he was still using me to be a blessing beyond Mattersey, not only in the UK but much further afield. But that brings me to my ministry in Europe.   Activities in Europe In an earlier talk I explained how my ministry in Europe began in the seventies while pastoring the church in Basingstoke. This was as the result of contacts with Willy Droz in Switzerland and George and Warren Flattery, American missionaries working in Belgium. These relationships continued while we were at Mattersey. For several years Eileen and I led teams of students on missions to Switzerland and I had regular contact with the Flatterys through the work with I.C.I., Continental Bible College, and EPTA.   And indeed, most of my work in Europe was related to either: EPTA, the European Pentecostal Theological Association, or PEF, The Pentecostal European Fellowship   The European Pentecostal Theological Association EPTA was formed as a result of the Pentecostal European Conference held in The Hague in August 1978 at which I had been invited to preach. Apart from the main meetings held each morning and evening there were workshops each afternoon for various special interest groups including Bible Colleges. As the recently appointed Principal at Mattersey I was naturally interested to attend these and found them very helpful.   It was good to meet with faculty and staff from other Bible Colleges and share what we were doing and what our hopes for the future were. I found myself wondering if it would be possible for us to meet on an annual basis.  The PEC conferences were held every three years, so it was clear that something separate from PEC needed to be organised, and I suggested this while a few of us were chatting after one of the sessions.   As there seemed to be a general agreement about the matter, we decided to look for a suitable venue and dates for the following year. I knew already that the European Pentecostal Fellowship were holding a conference in Vienna in 1979 and suggested that this might be a good time to hold a planning meeting. (EPF and PEC were at that time separate bodies, but a few years later merged to form the Pentecostal European Fellowship, about which I will say more later).   So in 1979 Eileen and I, along with several other AoG personnel, attended the EPF conference in Vienna. The meeting with other Bible College people was not an official part of the conference but was tagged on at the end. However, during the conference itself I was unexpectedly asked by John Wildrianne to be the speaker at one of the sessions, as a brother from France who was scheduled to speak had been unable to come.   The subject was Spiritual Gifts and fortunately I already had plenty of material on that topic and was grateful for the opportunity to speak to leaders from across Europe on a subject that was close to my heart. The talk was well received and, together with my preaching in the Hague the previous year, proved to be the beginning of a much wider ministry in Europe than I had ever expected.   The meeting for Bible College leaders that we had arranged to take place after the conference lasted only a couple of hours but was a good starting point at which it was agreed to call ourselves EPTA, the European Pentecostal Theological Association. At the invitation of the brothers from ICI, we agreed to hold our first conference the following year in Brussels where, in addition to hearing papers on subjects of mutual interest, we would discuss a doctrinal statement for EPTA, conditions of membership and other related matters.   The meeting in Brussels was a great success and was the first of many annual gatherings of college personnel from all over Western Europe. And when Eastern Europe opened up after the destruction of the Berlin Wall in 1989, we were delighted to welcome delegates from those countries too. Over the years conferences were held in England, Germany, Belgium, Holland, Sweden, Norway, Finland, Denmark, Switzerland, Poland, Slovakia, France, and Portugal.   They were times of great blessing. Despite the name, they were not just an opportunity for theological discussion. Their primary purpose was for colleges to help each other by sharing mutual concerns, many of which had little to do with theology! It was good to know that other colleges faced the same problems as you did – practical issues like student discipline, catering, timetable, finance, governance and, something which was a major topic for several years, accreditation.   In addition to all this there were great times of worship and prayer. Working in a Bible College often means facing stressful challenges and faculty and staff found EPTA conferences times of refreshing and spiritual renewal. And they were especially relaxing when we held them during the summer vacations when many combined them with a family holiday. The ones held at Mattersey were particularly popular.   Eileen and I formed great relationships with many of our EPTA friends and trips to EPTA helped forge stronger relationships with our own faculty members too. I well remember the fun we had when we travelled by minibus to Germany with Dave and Beryl Allen and Brian and Audrey Quar, spending a few days relaxing in Switzerland before staying with friends in Heidenheim enabling us to attend the PEF Conference near Stuttgart followed by an EPTA conference in Erzhausen. Much of the blessing we enjoyed at Mattersey sprang from the strength of those relationships.   For many years I served on the planning committee for these conferences. In the days before the internet this necessitated flying to various venues in Europe most of which I enjoyed immensely despite the occasional problem with flights, and the anxiety you experience when you don't speak the language and the person you're expecting to pick you up doesn't arrive! The American brother who was picking me up had mistaken my arrival time at Stuttgart, which was 14.40 as 4.30 in the afternoon! But we learn from these experiences – I know he did – and these trips also gave me opportunity to preach in one of the local churches on Sunday morning before flying back in time for work at Mattersey on Monday.   But possibly the most fruitful result of founding EPTA was the openings it gave me to teach and preach in several of its affiliated colleges. I have taught courses both at bachelors and masters level in Sweden, Finland, Germany, Poland, Denmark, Germany, Portugal, and Ireland. I made several visits to Sweden where the system was rather different from the other countries I have mentioned. Because of the number of large Pentecostal churches there, there was no national college, but there were several colleges offering full-time courses based in the local church. The church at Gothenburg, for example, when I preached there had a Sunday morning congregation of over 2000 and had a large enough complex to house a full time Bible college.   Stig and Marianne Hedstrom, who led that college, had brought a party of young people to Mattersey and heard me teach on spiritual gifts, told me that they needed this teaching in Sweden and asked me if I would come. On two separate occasions they organised teaching tours for me, the first starting at Gothenburg on the west coast and travelling across to Stockholm on the east. En route I visited colleges in Jonkoping, Linkoping,  Mariannelund, and Brommaskolen and Kaggeholme,  both in Stockholm. On the second tour about two years later I visited the same places but in reverse order, this time travelling east to west.   Some of the other countries I mentioned, Belgium, Finland and Portugal for example, I also visited more frequently after my time at Mattersey and I will comment on them in a later talk. But what most of them had in common was the fact that my initial contact with each of them came through EPTA. So whether it was the annual conference, or the trips to help plan them, or teaching in some of its member colleges, EPTA was a source of personal enrichment for me, and I will always be grateful to God for the prompting he gave me to suggest it back in the PEC conference in 1978.   Next time – more about PEF and my involvement with the World Pentecostal Conference.

What happens when you take the leap of faith and actually trust your workforce to engage with internal comms?In this week's episode of the Only Constant, Allison Nelik discusses with Nellie Wartoft how to overcome the control mindset in internal communications, why two-way feedback drives transformation success, and how to create an internal news outlet that employees actually want to engage with.Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

Claims-Made Insurance - The Policy That Changed the Industry: A Deep Dive, Review, and History by Frederick J. Fisher, J. D.Frederick J. Fisher's "Claims-Made Insurance - The Policy That Changed The Industry" is an indispensable guide for insurance professionals navigating claims-made policies. This comprehensive book explores the evolution and critical aspects of these policies that have transformed the insurance landscape.This book serves as a manual for industry professionals, brokers, underwriters, and claims adjusters, teaching them how to navigate and explain claims-made policies. It also empowers policyholders by clarifying their rights and responsibilities, helping them avoid coverage gaps and denial scenarios.Fisher's engaging writing style and authoritative knowledge make this book informative and accessible. It provides practical advice and best practices, fostering transparency and trust between insurers and insureds. As the industry faces challenges from private equity and market dynamics, this primer is a vital resource for anyone involved in professional liability insurance.Whether you are a veteran or newcomer, "Claims-Made Insurance - The Policy That Changed The Industry" is your essential guide to mastering claims-made policies and ensuring robust coverage in a changing landscape.“Frederick Fisher delivers an authoritative yet accessible guide to one of the most important types of insurance coverage. With clear explanations and practical tips, this book empowers readers to make informed decisions about liability insurance and avoid costly mistakes. A must-have for anyone seeking to understand and navigate the complexities of claims-made policies!”~ Kevin Quinley CPCU, Principal of Quinley Risk Associates LLCFrederick J. Fisher, J.D. is the President of Fisher Consulting Group, Inc and was the Founder of E.L.M. Insurance Brokers, a Wholesale & MGA facility specializing in ProfessionalLiability and Specialty Line Risks.  He is a member of the Editorial Board for Agents of America; was a Faculty Member of the Claims College, and Member of the Executive Council,School of Professional Lines sponsored by the Claims & Litigation Management Alliance an Instructor for the Academy of Insurance and is a Founding Member and Past President of theProfessional Liability Underwriting Society. He has worked in Specialty Lines Insurance for almost 50 years.   https://www.amazon.com/dp/B0D6SWXSPFhttps://www.fishercg.com/WP1/https://www.christianworksmedia.com/http://www.bluefunkbroadcasting.com/root/twia/9425fjfcwm.mp3     

New episodes return in September! In this final encore episode for the month of August, you'll hear part two of a special crossover series with The Divorce and Beyond Podcast. This episode picks up where my conversation with Susan Guthrie left off: how to have the most difficult conversation of your life: “I want a divorce.”  To hear the first part of our conversation, be sure to visit Susan's website to listen. Throughout this episode, we talk about what happens after “the talk,”- everything from building your divorce team to understanding your options for mediation or litigation. Susan brings decades of experience and grounded wisdom to this conversation, making it a must-listen if you're preparing for what comes next. What you'll hear about in this episode: Why January is notoriously dubbed “divorce month”  The first thing you should do after you share with your spouse that you want a divorce The biggest fallacy in the divorce process  How to find the best path forward towards mediation Some approaches to divorce mediation and how to build a mediation team. A reasonable expectation of a timeline for your divorce.  Learn more about Susan Guthrie:  Susan Guthrie, nationally recognized as one of the Top Family Law and Mediation Attorneys in the country, has been helping individuals and families navigate separation and divorce for 30 years. Susan provides online divorce mediation and legal coaching services to select clients around the world. As a leading dispute resolution professional, Susan is honored to serve on the Executive Council of the American Bar Association's (ABA) Section of Dispute Resolution as the Membership Officer and to be a Co-Chair of the Mediation Committee. After a year and half of co-hosting the award-winning podcast, Breaking Free: A Modern Divorce Podcast, which reached over 3 million listeners, Susan recently launched her fresh and inspiring new podcast, The Divorce and Beyond Podcast with Susan Guthrie, Esq. which debuted on iTunes “Top Podcasts” List for self-help podcasts. Divorce & Beyond is focused on pulling back the curtain on the mysteries of the divorce process and bringing tips and resources to help people to thrive and shine in their new future beyond divorce. Susan has been featured in and on media outlets such as CNBC, Market Watch, News Nation,  Forbes, the ABA's Just Resolutions Magazine, Thrive Global, Medium, and many more. She is licensed to practice law in the States of California and Connecticut as well as before the Supreme Court of the United States. Resources & Links: Divorce RoadmapFocused Strategy Sessions with Kate The Divorce Survival Guide Resource BundlePhoenix Rising: A Divorce Empowerment CollectiveKate on Instagram @kateanthony_divorcecoachKate on FacebookThe D Word: Making the Ultimate Decision About Your Marriage Susan's website Susan on Instagram The Divorce and Beyond Podcast: WE NEED TO TALK: How to Have the Most Difficult Conversation of Your Life with Kate Anthony =================== DISCLAIMER:  THE COMMENTARY AND OPINIONS AVAILABLE ON THIS PODCAST ARE FOR INFORMATIONAL AND ENTERTAINMENT PURPOSES ONLY AND NOT FOR THE PURPOSE OF PROVIDING LEGAL OR PSYCHOLOGICAL ADVICE.  YOU SHOULD CONTACT AN ATTORNEY, COACH, OR THERAPIST IN YOUR STATE TO OBTAIN ADVICE WITH RESPECT TO ANY PARTICULAR ISSUE OR PROBLEM. Episode link: https://kateanthony.com/podcast/encore-episode-after-the-talk-how-to-prepare-for-your-divorce-with-susan-guthrie-esq/  

"It's really just garbage pickup, isn't it?" When a senior executive dismisses the business' sustainability initiative with those words, you know you need to flip the script.In this week's episode of the Only Constant, Gina Cano (Sr. Director Strategy, Dell) discusses with Nellie Wartoft how she transformed a failing sustainability program from environmental fluff into hard business value, achieving 4x cost savings and 5x recovery value by tying the program's goals with what executives actually care about: dollars and cents.----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

Executive Council of Australian Jewry Alex Ryvchin says it's "no surprise" following revelations Iran was involved in last year's firebombing of the Adass Israel Synagogue in Melbourne, and a Sydney catering business.See omnystudio.com/listener for privacy information.

Claims-Made Insurance - The Policy That Changed the Industry: A Deep Dive, Review, and History by Frederick J. Fisher, J. D.Frederick J. Fisher's "Claims-Made Insurance - The Policy That Changed The Industry" is an indispensable guide for insurance professionals navigating claims-made policies. This comprehensive book explores the evolution and critical aspects of these policies that have transformed the insurance landscape.This book serves as a manual for industry professionals, brokers, underwriters, and claims adjusters, teaching them how to navigate and explain claims-made policies. It also empowers policyholders by clarifying their rights and responsibilities, helping them avoid coverage gaps and denial scenarios.Fisher's engaging writing style and authoritative knowledge make this book informative and accessible. It provides practical advice and best practices, fostering transparency and trust between insurers and insureds. As the industry faces challenges from private equity and market dynamics, this primer is a vital resource for anyone involved in professional liability insurance.Whether you are a veteran or newcomer, "Claims-Made Insurance - The Policy That Changed The Industry" is your essential guide to mastering claims-made policies and ensuring robust coverage in a changing landscape.“Frederick Fisher delivers an authoritative yet accessible guide to one of the most important types of insurance coverage. With clear explanations and practical tips, this book empowers readers to make informed decisions about liability insurance and avoid costly mistakes. A must-have for anyone seeking to understand and navigate the complexities of claims-made policies!”~ Kevin Quinley CPCU, Principal of Quinley Risk Associates LLCFrederick J. Fisher, J.D. is the President of Fisher Consulting Group, Inc and was the Founder of E.L.M. Insurance Brokers, a Wholesale & MGA facility specializing in ProfessionalLiability and Specialty Line Risks.  He is a member of the Editorial Board for Agents of America; was a Faculty Member of the Claims College, and Member of the Executive Council,School of Professional Lines sponsored by the Claims & Litigation Management Alliance an Instructor for the Academy of Insurance and is a Founding Member and Past President of theProfessional Liability Underwriting Society. He has worked in Specialty Lines Insurance for almost 50 years.   https://www.amazon.com/dp/B0D6SWXSPFhttps://www.fishercg.com/WP1/https://www.christianworksmedia.com/http://www.bluefunkbroadcasting.com/root/twia/82125fjf.mp3    

John Lee, Executive Editor, Irish Daily Mail, discusses the Presidential race & Fine Gael's next move

The modern workforce expects leaders to be coaches, not commanders, so why do we still manage change like it's 1970?In this week's episode of the Only Constant, Annemie Verrijken (VP Change Management, Belden) discusses with Nellie Wartoft how COVID accelerated the shift toward people-first change management, why speaking senior leadership's language about ROI and risk is crucial for getting buy-in, and her proven strategies for creating "pull" rather than "push" when building organizational change capabilities.----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

Sarah McGuinness, Political Correspondent with the Irish Daily Mail

Alex Ryvchin is co-Chief Executive Officer of the Executive Council of Australian Jewry and the author of two internationally acclaimed books of history and politics including The 7 Deadly Sins “Alex Ryvchin has made a significant contribution to the field of antisemitism studies. In a very readable narrative, he uses seven of the most powerful stereotypes about Jews to encompass the history of Jew hatred and in doing so lends perspective to what's happening now. At this moment in history when antisemitism has found new life around the world, this is a timely and important work.”— Jonathan Greenblatt, ADL CEO and National DirectorHis advocacy and writing has seen him recognised as Australian of the Year for 2024 by The Australian newspaper, as one of 25 global Jewish visionaries by The Jerusalem Post and ranked 38th in the Daily Telegraph's  Power 100 for 2024. He is the recipient of the 2025 B'nai B'rith Human Rights Award."This is just the tip of the iceberg as a wave of unprecedented antisemitism sweeps our globe Alex has become a voice of reason holding up a mirror to reflect the 600 p c rise in anti semetic incidents globally As the world spins in a terrifying spiral of vitriol fear and rising Jew hatred Alex discusses faith hope the myths that drive the hate and preparing the next generation of Jews and non Jews to thrive and survive together.Deborah's Instagram: https://www.instagram.com/what.ive.learnt/Mind, Film and Publishing: https://www.mindfilmandpublishing.com/Apple Podcast: https://podcasts.apple.com/au/podcast/what-ive-learnt/id153556330Spotify: https://open.spotify.com/show/3TQjCspxcrSi4yw2YugxBkBuzzsprout: https://www.buzzsprout.com/1365850

Why do brilliant strategic visions crash and burn when they make first contact with reality?In this week's episode of The Only Constant, Jennifer Dass (Chief Operations & Transformation Officer, Advertising Agencies & Co-Founder of Dass Collective) discusses with Nellie Wartoft how to navigate complex transformations through her own proven Dass framework, covering everything from stakeholder alignment and hybrid operating models to the critical role of change management in achieving 10x improvement in transformation success rates.----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

Australia's Race Discrimination Commissioner, Giridharan Sivaraman, is urging the government to act on the National Anti-Racism Framework, warning of rising racism since the October 7 Middle East conflict. The framework outlines 63 recommendations to tackle discrimination, but communities say they're being pitted against each other. Voices from the Australian National Imams Council and the Executive Council of Australian Jewry stress the need for community-based solutions, as federal ministers decline to comment.

My Story  Talk 23 Improving the College facilities   The Urgent Need for Action When we arrived at Mattersey it was abundantly obvious to all concerned that, to say the least, the facilities on campus were far from satisfactory. Set in seven acres of beautiful grounds the setting was certainly picturesque, but the old mansion, Mattersey Hall, was in constant need of attention, as were the other two buildings.   Before AoG acquired it, Mattersey Hall had most recently been used as a Preparatory School for young boys. A Memorial Hall had been erected over the road by Mrs. Sowerbutts, the widow of the previous principal, but this was no longer being used as David Powell had thought it too expensive to heat. There was also a building adjacent to the old mansion that had been erected, I think, in the 1930s to provide dormitories for the prep-school boys.   During Powell's principalship, our male students were housed in these dormitories which were poorly heated – one of them the students called ‘the icebox' – and another which accommodated ten men who each had a bed, a small wardrobe, and a chair. Another two dorms had no internal access to the toilets and, in the snowy winters Mattersey was experiencing at the time, visiting the toilet at night was a far from pleasant experience.   The conditions for the ladies, though limited, were somewhat better. They were housed in three upstairs rooms in the old mansion. Each room had its own washbasin and provided accommodation for five students, but, as with the men's dorms, there was no private personal space.   What's more, the heating system was far from adequate, there were no recreational facilities, and the laundry facilities were a couple of twin-tub washing machines, suitable for a private house, but not for 40-50 students living together for 40 weeks of the year.  The classrooms had chairs but no desks. There was no chapel and virtually no library. By contrast, Eileen and I were very grateful for the beautiful new house that was built for us in the College grounds during our first year at Mattersey, but we were naturally very concerned about the conditions for the students.   Needless to say, we dealt with these problems as quickly as we could. The twin-tubs were replaced with two industrial quality washing machines. We made a start on getting the books in the library classified and turned a large hut in the grounds that had been used for storing junk into a games room with facilities for table tennis, darts, and snooker, though I was conscious that in those days some of our pastors would not approve of such things!   But to make the major changes that we really wanted to see meant erecting in the College grounds a hall of residence that would cost hundreds of thousands of pounds, and, as I have already pointed out, although the College was officially owned and controlled by AoG, it was not funded by AoG! There were occasional gifts from churches, but these amounted to less than 5% of what was needed to run the College. Apart from that, our only other source of income was what the students paid in fees. And what the students could pay in fees was largely dependent on whether or not they could get a grant from their Local Education Authority (LEA). And that depended on where they lived as grants for courses at colleges like ours were entirely at the discretion of the LEA.   It became clear to me that, if we wanted to be able to pay for the improvements we needed, we would need either to upgrade the standard of our courses so that our students would be more likely to get grants, or to receive a miraculous injection of cash which only the Lord could provide.   In the end it took both. Our finances became much stronger when we finally received validation for degree courses in 1992, but until then any major improvements would only come through faith in God's ability to supply the need miraculously. And that would require faith – but not just mine. The College was not mine. I knew I would need the full backing of the Board of Governors to go ahead.   The need was obvious to all concerned, but the Board rightly felt that the matter was so big that we should seek the advice and approval of the Executive Council, and at a joint meeting it was decided we should not proceed without the backing of the AoG General Conference. But first we needed to gather sufficient information about the specific cost and details of the project, and my first task was to establish whether to not we would be likely to get planning permission.   The Hall of Residence – a leap of faith On contacting the Bassetlaw District Council early in 1979, I was delighted to hear that they foresaw no objection to our building and recommended we apply for outline planning permission, and, with the help of Mr Jeffery, a brother recommended by Pastor Eddie Durham who was a member of the Board, outline planning was approved in January 1980.   Meanwhile, Hedley Palmer, another member of the Board recommended that we consider as a builder PJ Whitehurst who had done some excellent work in constructing several of our churches. His representative, Mr John Grice visited the college and, understanding our requirements, recommended that we adopt a rather different plan designed by PJ Whitehurst at a cost of £524,560. This would provide 120 individual study-bedrooms, and a new dining hall and kitchen all under one roof.   The Board met with the Executive Council to discuss this proposal, and it was agreed that we should go ahead subject to the approval of Conference and that as Principal I should write a letter to be countersigned by Keith Munday as General Secretary and sent out ahead of Conference to give time for the delegates to consider the matter and pray about it.   During the debate, as was only to be expected, a wide diversity of views was expressed, ranging from a comment by David Powell, the previous Principal, that he had a grave sense of foreboding about the whole matter to those who were enthusiastically in favour. The difficulty was that there was no money to pay for the project! Perhaps that's why for me what proved to be the most significant contribution to the debate was what George Parrott said. For him the only important issue was whether I as Principal had heard from God about the matter. And, to be honest, I had to say that I had not, but that did not alter the fact that we desperately needed these new facilities. If God was in it, I was sure that he would provide the money. Finally, the matter was put to the vote and to my relief received the necessary two-thirds majority.   Once the decision was taken, my friend Brian Quar, who was not only a pastor but also a Civil Engineer and a Director of a Design and Construct Contracting Company, wrote to the Board expressing his delight at the decision made at Conference, but also pointing out two areas of concern. He explained these in some detail and recommended an appropriate course of action offering to be of help in any way he could.   As a result, he was coopted onto the Board of Governors for the purposes of the building project and two years later moved to Mattersey to take up the combined roles of College Bursar and Pastor of the AoG church in Mattersey. I will always be grateful to the Lord for sending Brian and Audrey to us. He relieved me of any responsibility of overseeing not only this building project but also the construction of our new chapel and classrooms in 1998. Brian is now with the Lord, but I take this opportunity to express my gratitude for his friendship and help without which much of what was accomplished at Mattersey would not have been possible.   Progress seemed relatively slow over the next few months, but that was probably a good thing because although AoG had voted to go ahead with the project, they had not promised to pay for it! After the vote had been carried by so large a majority, I fully expected the money to come pouring in. But very little came! Everyone seemed to be leaving it to everyone else! As the time for the signing of the contract drew near we still had very little money, and I began to be anxious. Who has to sign the contract? What happens if the money doesn't come in? Who goes to prison if the money doesn't come in?!   These were serious questions that were troubling my mind, and I kept remembering George Parrott's  question: David, have you heard from the Lord?   Eventually, in desperation I said to Eileen, I need to hear from God about this. I'm going to pray all night, and if he doesn't speak to me, I'm going to phone the Board of Governors and cancel the whole thing.   So I began my night of prayer . After several hours, at around 2am, I began to feel like giving up. God wasn't speaking and I really didn't know what to do. I decided to take a break, so I sat down on the settee and picked up a copy of Redemption Tidings magazine.   As I opened it the title on the editorial page struck me forcibly: FAITH. So I began to read. Now if you have ever been in desperate need to hear from God and have been in a meeting where someone has brought a prophetic word which you have known was just for you, you will understand just how I felt as I read that editorial. Every single word of it came as Thus says the Lord to David Petts. I knew that God had spoken. I knew that we were to go ahead. I knelt down by the settee and sobbed into the cushion and asked God to forgive me for my lack of faith . Then I went to bed. From that moment I never doubted that God was behind our building project after all.   But that is not the end of the story. The next morning I went down to the College and walked into the office. Ernest Anderson was standing there and I excitedly told him what had happened. That's wonderful, David, he said, I was praying all night too.   I thought it was strange that we had both decided independently to pray all night and I could not imagine why he had decided to do so.   Oh, I said, What were you praying for? I was praying for the same thing, he replied, I knew that unless you, as the Principal of the College, heard from God, the thing would never happen. Oh, thank you Ernest, I said, but you could have gone to bed at 2 o'clock!   I immediately telephoned Colin Whittaker, the editor of the magazine. Colin, I said, you have written the greatest editorial you will ever write, and I told him what had happened. Then he told me that he had known when he was writing the editorial that he was writing it for the College, but of course he could not be that explicit in print.   Jesus said that every matter may be established by the testimony of two or three witnesses (Matthew 18:16) and, although the context in which he said it was not to do with guidance, I knew beyond doubt that this matter was established. I had received faith  through hearing a word from God. Over the next year I went around the AoG District Councils telling them how the Lord had spoken to me. People began to be convinced that God was really in this project and at last the money began to come in.   Much of it was gifts from churches, but it sometimes came in rather unusual ways from individuals, like the cheque  for £1000 I received through the post with a piece of wedding cake from a couple who had just got married, or like the supermarket bag that was handed to me anonymously containing over £4000 in cash!   It was through the kindness of such people that we were able to get started. There was not enough to complete the whole building, but in September 1981 we were able to complete the shell of the whole building and erect 32 new bedrooms in the first wing. This, of course, was not enough for all 85 students, but it did mean that the 3 ladies' dorms in the old mansion could be released for other purposes. They were to become an excellent facility for the library which had previously been housed in one of the classrooms, which was far from ideal.   It was not until September 1983, however, that we had sufficient funds to complete the second phase of the building. We now had over 70 bedrooms, which meant that all our residential students could now be accommodated in the new building. There were also a dining room and kitchen and a student common room, which meant that the old kitchen and dining room could now be converted into a student coffee bar and tuck shop.   All this was wonderful, and we really enjoyed our new facilities, but the job was not yet complete, and the next few years were a real test of our faith. The next phase of the building was not complete until 1989 when the first floor of the entire building was eventually finished and two new classrooms were constructed on the ground floor of the final wing. These, however, were converted into 16 bedrooms only two years later when in 1991 the new building was finally as we had originally planned.   Why had it taken so long? Ten years from start to finish! Only God knows, but I was certainly learning important lessons from the experience. Faith for the impossible only comes by hearing a word from God. It is through faith and patience that we inherit God's promises. And God usually only provides things for us as we need them. We didn't need the whole building immediately, but by the 1990s we had the facilities we would need for the great increase in the number of students that the Lord knew was coming when the college received validation to provide degree courses and the students were able to get mandatory grants.   More of that next time, but no account of the improvement in college facilities would be complete without mentioning that in 1986 we were able to double the size of the campus by purchasing the seven acre field adjacent to the campus which proved a valuable asset for student recreational activities and for the Summer Praise Bible Weeks we ran for several years. And in 1998 we erected a beautiful, new chapel and classrooms in the college grounds, this time funded by a mortgage because our financial position had become so strong.   So the Lord provided for us in a variety ways, not, as I had originally hoped, through the supernatural provision of half a million pounds right at the start – which, by the way, would be the equivalent of at least five million today – but gradually, as he knew we would need it, through gifts, through the hard work we put in promoting the college and making the need known, through the help and expertise we received free of charge from people who caught the vision, and, as we shall see in the next talk, through our producing a curriculum that was both thoroughly Pentecostal and at the same time was of a high enough academic standard to achieve validation for degree courses that made us more attractive to applicants because of the grants they attracted.   God does provide for our needs, but he does not always do it in the ways we expect or want him to!   Next time: Developing the curriculum and choosing the faculty

Are you spreading yourself too thin across multiple initiatives, or should you bet everything on one transformational win?In this week's episode of the Only Constant, Dan Rickards (Interim Head of Change, Group Transformation, BBC) discusses with Nellie Wartoft how to strategically build organizational change management maturity and how to turn those early wins into headcount. ----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

What if every transformation dollar could pay for itself twice? In this week's episode of The Only Constant, Aric Wood discusses with Nellie Wartoft how to speak CFO, leverage past organizational failures as proof points, and structure bronze-silver-gold investment options that guarantee project success while accelerating strategy activation velocity.----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

Co-Chief Executive Officer of the Executive Council of Australian Jewry, Alex Ryvchin, has reacted to the pro-Palestine protesters' plan to march across the Sydney Harbour Bridge.See omnystudio.com/listener for privacy information.

As I explore different aspects of the education transition that we need globally, and is emerging, it is increasingly clear that schools (or what might replacement them) won't be the only thing required. There is a huge amount of possibility and power in a broader ecosystem of organisations and networks taking different roles in enabling a more creative, meaning-rich, relational educational experience for young people and for communities. This week it is a huge privilege to be able to share the story of one such organisation that has been quietly getting on with incredible and impactful work doing precisely this for the last few decades at an absolutely massive scale across India. Ramji Raghavan is Founder Chairman of Agastya International Foundation. Ramji leads the world's largest hands-on Mobile Education Program for economically disadvantaged children and teachers. In 1998, Ramji left his commercial career in banking and finance to create Agastya International Foundation, to provide science education to over 25 million underprivileged children and 250,000 government school teachers across India. During his tenure, Agastya has pioneered many educational innovations at scale, including mobile science labs, lab-on-a-bike and peer-to-peer learning via mega science fairs for underprivileged children. Agastya's 172-acre campus creativity lab houses over fifteen experiential science, art and innovation centers, including the Ramanujan Math Park. With support from the government of Andhra Pradesh, Ramji and his colleagues established a 172-acre campus creativity lab near Bangalore. In 2010 the Government of Karnataka signed a MoU with Agastya International Foundation to establish an ecosystem for hands-on science education in the state. Wisdom of Agastya, an illustrated book authored by Vasant Nayak and Shay Taylor of the MurthyNayak Foundation in Baltimore, USA, chronicles Ramji and his team's journey between 1999 and 2014 in building Agastya International Foundation.In 2021 Agastya announced the creation of Navam Innovation Foundation in partnership with the Pravaha Foundation of Hyderabad.Ramji was a member of the Prime Minister's National Knowledge Commission (Working Group on attracting children to Science and Math), is a member of the board of Vigyan Prasar, New Delhi, the Karnataka State Innovation Council and Executive Council member of the Visvesvaraya Industrial and Technological Museum. In 2009, he was elected a Senior Fellow by Ashoka and in 2011 he was conferred the People's Hero Award by the Confederation of Indian Industry (CII) (Southern Zone).https://www.agastya.org/https://en.wikipedia.org/wiki/Ramji_Raghavan@AgastyaOrg on YouTube: https://www.youtube.com/c/AgastyaOrgThe book: 'The Moving of Mountains: The Remarkable Story of the Agastya International Foundation' by Adhirath Sethi (LID Publications): https://adhirathsethi.com/the-moving-of-mountainsDavid Penburg's article about his time at Agastya, The Owl That Flies Silently: https://drive.google.com/file/d/1bEeVpAE8J8LS5JAQJYxtrYEEVX2G6Ju7/view?usp=sharing

Hey everyone and welcome to another Coffee Fest live series. this time from Portland, OR 2025! We get to talk with four wonderful professionals on a host of topics from business operations, green coffee sourcing - to coffee farming and roasting at origin, as well as crafting great signature drinks! In order of appearance we have Laila Ghambari of Guilder Coffee , Emily Smith of Hacea Coffee Group, Sebastian Villamizar of Futura Coffee Roasters, and Ryan Jie Jaing of Less and More coffee.   ABOUT OUR GUESTS! Laila Ghambari has been in specialty coffee for nearly two decades, but coffee has always been more than just a career—it's in her DNA. Growing up in Seattle alongside her family's long-standing coffee company, she didn't just stumble into coffee; she was born into it. Over the years, Laila has earned the title of United States Barista Champion, served on the Barista Guild's Executive Council, led retail and education strategies for some of the biggest names in specialty coffee, and managed multi-million dollar operations with teams of 100+ across multiple markets. Now, she's channeling that experience into her own companies: Guilder (roasting & retail) and by Laila Ghambari (consulting), helping coffee businesses scale with strong leadership, operational excellence, and innovative strategy. Links:  @guildercoffee @lailaghambari    Emily Smith has been in the coffee industry for over a decade. In this time, she has held roles in retail management, green coffee quality, productivity technology, coffee roasting educator, head roaster, green buyer and as a green coffee trader. Emily has also been a part of the leadership board for the Oregon Coffee Board and Coffee Roaster's Guild. She currently works for Hacea Coffee Source, helping to strengthen collaboration between roasters and producers around the world. Over the years she has worked with hundreds of coffee roasters of all sizes to help them grow their businesses, solve tricky problems, and grow their target customer base. Links:  @haceacoffeesource   Co-Founder & CEO of Futura Coffee Roasters Business manager with over 10 years of experience in the specialty coffee industry. Throughout my career, I've co-founded and led companies across the coffee chain, from production projects and green coffee commercialization to direct-to-consumer retail. I've also had the honor of representing Colombia twice on the World Brewers Cup stage. Links:  @futuracoffeeroasters     Ryan Jie Jiang is the owner, Less and more coffee. Korean, born and raised in China. Ryan moved to the States in 2012. I've been in the specialty coffee industry for about 14 years. I started Less and More Coffee in 2021. Less and More Coffee is known for our signature drinks: Tiramisu Latte, Black Sesame Latte, Enjoyme Latte, and Ssuk Latte - all inspired by my background and culture. Links:  @lessandmorecoffee     LEARN MORE ABOUT COFFEE FEST TRADE SHOWS!  https://www.coffeefest.com/  

Traditional change frameworks can only take you so far. So, let's take a page out of the marketing playbook.In this week's episode of the Only Constant, Nicolas Becquet (Transformation Senior Director, Pernod Ricard) discusses with Nellie Wartoft how borrowing from brand marketing - purpose, consistency, symbolism, and storytelling - creates the emotional engagement that makes change stick in ways only a seasoned marketer would know. ----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

What happens when you focus on building change capability instead of just managing individual projects? In this episode of The Only Constant, Dan Rickards (Interim Head of Change, BBC) discusses with Nellie Wartoft how transformation offices can grow by unlocking different parts of their function, all while creating consistency in how their organization interacts with change and increasing their credibility as a core office in its own right. ----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

Send us a text  For this months NSCA segment, Michael Hampton Jr. joins us to fill everyone in on the latest Executive Council meeting, as well as some announcements to up coming rule changes. We also addressed a listeners question that wrote in to us.    After the discussion with Michael, we decided it was time to talk about a few topics that needed attention. We started with sportsmanship and having ethics on the course and then moved to current events. We finished up with a message that we think everyone should hear and participate in. We invite you to listen, write to us with your thoughts and ideas, and help do your part for the sport! Sporting clays, trap, skeet, clay target, clay pigeon, NSCA, COMPAC, FITASC, Dead Pair, PodcastDEAD PAIR / KOLAR DRAWING - https://e.givesmart.com/events/HpS/i/_All/u1g0/?search=                                                                                                                             -- - - -    - Kolar Arms - https://www.kolararms.com- Fiocchi USA - https://fiocchiusa.com- Atlas Traps - https://www.atlastraps.com- Rhino Chokes - https://rhinochokes.com- Ranger Shooting Eyewear - https://www.reranger.comRanger 10% Discount = DEADPAIR - Taconic Distillery - https://www.spirits.taconicdistillery.com/  Discount code -DEADPAIR10- Long Range - https://www.longrangellc.com- Score Chaser - https://scorechaser.com/- National Sporting Clays Association - https://nssa-nsca.org/- Clay Range Design Works - https://traptowers.comSupport the showThe Dead Pair Podcast - https://thedeadpair.com FACEBOOK- https://www.facebook.com/Thedeadpair. INSTAGRAM- https://www.instagram.com/thedeadpairpodcast/YOUTUBE- https://youtube.com/channel/UCO1ePh4I-2D0EABDbKxEgoQ

In this informative episode, Dr. Reid Mergler, Assistant Professor of Clinical Psychiatry at University of Pennsylvania and Reproductive Psychiatrist at Penn Center for Women's Behavioral Wellness, describes how you can recognize this common diagnosis, Polycystic Ovary Syndrome (PCOS), and how to get the support you need.

This week, Jack Sharry talks with Colleen Bell, President of Innovation and Experience at Cambridge Investment Research. Colleen is also a member of the Office of the CEO, the Board of Directors, and the Executive Council, and a part of Cambridge's Executive Administration team. She focuses on driving associate engagement and financial professional satisfaction while advancing and discovering new ways to meet ongoing client needs.  Colleen shares how she transforms client and advisor experiences by eliminating friction, digitizing legacy processes, and designing products that meet the increasingly complex needs of today's investors. From AI-powered solutions to driving paperless processes, Colleen walks us through the behind-the-scenes work that powers innovation at scale and how Cambridge is rethinking service models, collaborating across custodians, and pulling together fragmented account data. In this episode: (00:00) - Intro (01:52) - Colleen's role at Cambridge Investment Research (03:36) - Pain points advisors face around customer experience (06:08) - Cambridge's technology solutions for advisors (07:22) - Cambridge's "Paper Not Alive in '25" (11:17) - The role of financial planning in providing comprehensive advice (13:01) - The integration of non-traditional assets (14:57) - Colleen's thoughts about the future of the industry (17:01) - The current and future of AI in wealth management (19:11) - AI adoption among advisors (21:28) - The importance of human interaction and building relationships (23:28) - Colleen's key takeaways (24:14) - Colleen's interests outside of work Quotes "Anything that we can do to automate that experience, remove the need to provide information, or remove all paperwork from the industry is my goal, and that's what we're looking for." ~ Colleen Bell "Artificial intelligence will completely transform the way that our advisors interact with the home office and how they interact with the clients." ~ Colleen Bell "AI is never going to replace what we, as humans, and our advisors do. It's those advisors who don't adopt it who will be left behind because they're not taking the next step to become efficient and effective." ~ Colleen Bell Links  Colleen Bell on LinkedIn Cambridge Investment Research Unreasonable Hospitality Will Guidara The Coming Wave How to Know a Person Frances Frei Connect with our hosts LifeYield Jack Sharry on LinkedIn Jack Sharry on Twitter Subscribe and stay in touch Apple Podcasts Spotify LinkedIn Twitter Facebook

What if the reason why so many transformations fail isn't due to poor strategy but due to poor financial storytelling?In this episode of The Only Constant, Aric Wood (Chief Strategy Officer, Tigerhall) discusses with Nellie Wartoft why senior change leaders must learn to "speak CFO" to win the resources they need and bill strategy activation resources as "ROI insurance". It's time to translate the realities you know all too well into terms your CFO will actually get. ----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

This is a special episode that was recorded several weeks ago since this car was still a secret. It is split into three sections because we wanted to interview the key people involved with the development of the newly announced PCA70 911 Club Coupe. We start off with PCA President Aaron Ambrosino, who details how the Executive Council conveyed their wishes to the staff the Porsche Exclusive. We then bring on Michael Tam, PCNA's Product Manager for sports cars, who details how special cars like this are planned and executed. Lastly, we bring on Alexander Fabig, VP of Individualization & Classic at Porsche AG, and Grant Larson, renowned designer and Director Special Projects, Style Porsche, Porsche AG. They give us the story of what happened with the car in Germany and how so many of the special details came to life. PCA Club Coupes only come around every ten years, so we are super excited to bring you behind the scenes. Chapters (00:00:00) - Show introduction(00:01:23) - Guest introduction, Aaron Ambrosino, PCA National President(00:04:01) - History of Club Coupes(00:06:35) - When did planning start on the 70th Club Coupe?(00:12:40) - How was the color chosen?(00:16:27) - What's special about the interior?(00:17:42) - The story behind the No Delay button(00:19:07) - How do you buy a 70th 911 Club Coupe?(00:20:00) - Guest introduction, Michael Tam, Product Manager, Sports Cars at Porsche Cars North America(00:23:16) - What are the first steps when planning a special car?(00:27:38) - Why was the Carrera T the perfect choice for the Club Coupe?(00:29:12) - What can you NOT get on the Club Coupe?(00:30:06) - How much difference is creating a Club Coupe as compared to a regular model?(00:31:02) - What's the relationship between Porsche AG and PCNA for a model like this?(00:32:04) - How much work was involved in bringing the debut 70th Club Coupe?(00:33:46) - Where is the customization work done?(00:38:39) - Will you be overseeing the delivery of the Club Coupes in North America?(00:38:49) - Guest introductions, Alexander Fabig, Vice President Individualization and Classic and Grant Larson, Special Projects Style Porsche(00:39:36) - Did you look back at previous Club Coupes for inspiration?(00:42:36) - What role did In and Out have with the creation of the Club Coupe?(00:46:07) - Why was the 911 Carrera T chosen as the base for this car?(00:47:52) - Tell us about the color from a designer standpoint(00:50:39) - Explain how you came up with the wheel design?(00:54:36) - Special Easter eggs on the car

Afleet of the Chinese People's Liberation Army Navy led by the aircraft carrier Shandong made its first visit to Hong Kong, a move widely seen as not only a demonstration of military strength but also a step toward deepening ties between Hong Kong and the mainland.由山东号航空母舰率领的中国人民解放军海军舰队首次访问香港，此举被广泛视为不仅展示了军事实力，也是深化香港与内地关系的一步。The naval fleet, comprising the aircraft carrier Shandong, the Yan'an missile destroyer, the Zhanjiang missile destroyer, and the Yuncheng missile frigate, arrived in Hong Kong on Thursday to begin a five-day visit.由山东号航空母舰、延安导弹驱逐舰、湛江导弹驱逐舰和运城导弹护卫舰组成的海军舰队于周四抵达香港，开始为期五天的访问。On the day the naval fleet arrived, hundreds — if not thousands — of Hong Kong residents gathered along the shore to watch. Local media rushed to cover the story.海军舰队抵达当天，数百名（如果不是数千名的话）香港居民聚集在岸边观看。当地媒体争相报道此事。Chief executive of China's Hong Kong Special Administrative Region John Lee said that both the steadfast presence of the PLA garrison in Hong Kong and the cordial visit by the modernized naval fleet have made the "Pearl of the Orient" shine brighter, reflecting the country's ability and determination in safeguarding peace, while allowing Hong Kong, under "one country, two systems," to continue to play its part in the nation's development.中国香港特别行政区行政长官John Lee说，解放军驻港部队的坚守和现代化海军舰队的亲切访问，使“东方之珠”更加璀璨，体现了国家维护和平的能力和决心，也使香港在“一国两制”下继续为国家发展发挥作用。Chief Secretary for Administration of the HKSAR government Chan Kwok-ki attended the deckreception on the Shandong aircraft carrier. He believed the visit by the naval fleet allowed the wider public in Hong Kong to witness the strength of the country's military and would help enhance students' sense of national identity and pride.香港特区政府政务司司长陈国基出席山东航空母舰甲板招待会。他相信，海军舰队的访问让香港的广大公众见证了国家军队的实力，并将有助于增强学生的民族认同感和自豪感。Deputy Chief Secretary for Administration of the HKSAR government Cheuk Wing-hing shared on social media that he toured the ski-jump flight deck, arresting cables, carrier-based fighter jets, and helicopters aboard the Shandong.香港特区政府政务司副司长卓永兴在社交媒体上分享，他参观了山东号上的跳台滑雪飞行甲板、拦阻索、舰载战斗机和直升机。"The rapid progress of our country's national defense is truly remarkable," Cheuk said. "I am deeply moved and feel proud of our nation."卓说：“我国国防建设的快速发展确实令人瞩目。”。“我深受感动，为我们的国家感到自豪。”The Shandong aircraft carrier was open to the public for visits. Starry Lee, a member of the National People's Congress Standing Committee, said that this allowed people to experience firsthand the remarkable achievements of the country's naval modernization, and held significant meaning in fostering a stronger sense ofpatriotism in Hong Kong society.山东航空母舰对公众开放参观。全国人大常委会委员李表示，这让人们亲身体验到中国海军现代化建设取得的显著成就，对增强香港社会的爱国主义意识具有重要意义。Friday was the first open day of the fleet's visit to Hong Kong, with a focus on student visitors. More than 10,000 visits were made aboard the Shandong, Zhanjiang, and Yuncheng ships.星期五是船队访问香港的第一个开放日，重点是学生游客。山东、湛江和运城的船只共接待了10000多名游客。"My ancestral home is Shandong. When I first stepped onto the deck, I couldn't help but cry. Our country has truly become strong!" a lecturer at Hong Kong Metropolitan University surnamed Wong said.香港都会大学一位姓王的讲师说：“我的祖籍是山东。当我第一次踏上甲板时，我忍不住哭了。我们的国家真的变得强大了！”。Some secondary school students from Macao were organized by their schools to travel to Hong Kong for the visit. They happily toured the ships while taking photos with their smartphones to share with classmates who missed the visit. They said that boarding the warships was more than just a visit; it allowed them to witness the long history of China and the country's remarkable progress.部分来自澳门的中学生由学校组织前往香港参观。他们愉快地参观了船只，同时用智能手机拍照，与错过参观的同学分享。他们说，登上军舰不仅仅是一次访问；它让他们见证了中国悠久的历史和国家的显著进步。Seeing the modern carrier-based fighter jets and the spirited,high-morale crew aboard the vessels left a deep impression on Paul Chan, financial secretary of the HKSAR government.看到现代化的舰载战斗机和船上士气高昂的船员，给香港特别行政区政府财政司司长陈茂波留下了深刻的印象。Chan said that the visit by the naval fleet fully reflected the country's deep affection for Hong Kong. "A strong nation must have a strong military, and our country's navy will only grow stronger," he remarked.陈说，海军舰队的访问充分体现了国家对香港的深厚感情。他说：“一个强大的国家必须拥有强大的军队，我们国家的海军只会越来越强大。”。"Stepping aboard the domestically built aircraft carrier Shandong and standing on the deck of this steel giant filled me with excitement," Jeffrey Lam, a member of the Executive Council of the HKSAR, said.香港特别行政区行政会议成员林健锋表示：“登上国产航母山东号，站在这艘钢铁巨头的甲板上，我感到非常兴奋。”。Just as the Shandong sailed forward with strength and determination, Hong Kong, with the support of the country, will surely overcome all challenges and continue to enjoy prosperity and stability, Lam added.林补充说，正如山东以坚强和决心向前航行一样，香港在国家的支持下，必将战胜一切挑战，继续享有繁荣稳定。naval fleetn.海军舰队/ˈneɪvəl fliːt/aircraft carriern.航空母舰/ˈeəkrɑːft ˈkæriə/

Have you ever wondered what it would be like to attend a classroom aboard a spaceship filled with non-human children? In Episode 92 of the Alien UFO Podcast, Simon Bown delves into the extraordinary world of Linda Smith, as he reads excerpts from her captivating book, "The Kings Are Coming: A Multi-Generational Intergalactic Odyssey. " This episode takes you on a breathtaking journey through Linda's childhood of UFO sightings and experiences with extraterrestrial beings, revealing a reality that challenges our understanding of the universe and our place within it.Linda's narrative is a remarkable account of her encounters with various extraterrestrial beings, including her special bond with a red-haired boy and her mentorship under a significant mantis-like creature. As she recounts her experiences, listeners will gain insights into her empathic abilities and the unique training she received from the Sisterhood, an interstellar council composed of diverse alien species. This episode not only explores Linda's UFO sightings and her personal story but also connects to broader themes of alien visitation theories and the rich tapestry of high strangeness phenomena.The discussion extends to Linda's mother's documented UFO sightings, which began in December 1994, and the family's encounters with triangular craft soaring above their neighborhood. These historic UFO cases add layers of intrigue to an already fascinating narrative, inviting listeners to ponder the implications of such unexplained phenomena. As Simon emphasizes the importance of Linda's story, he encourages everyone to explore her book for a deeper understanding of her intergalactic journey.Join us in Episode 92 of the Alien UFO Podcast as we investigate extraterrestrial life and the evidence that supports its existence. Whether you're a seasoned ufologist or a curious newcomer, this episode promises to enrich your understanding of UFO phenomena analysis and the implications of alien visitation. Don't miss out on this chance to engage with Linda's powerful experiences that challenge our perceptions of reality and the universe. Tune in and discover the incredible world of extraterrestrial encounters that await you!BioLinda Smith is a multigenerational experiencer for the past fifty years (spanning four generations), author and mother of four children. She was born in Manhattan, New York, in 1964. She and her family lived in Jackson Heights, Queens, until 1966, then grew up in Uniondale and Freeport, New York. She studied business at C.W. Post Campus. Linda Smith has worked in education since 1998.Her maternal grandmother never really spoke about any experiences but did have an unexplained scoop mark on her leg since she was a child. Linda's mother always suspected that this was from alien contact but never asked her mother about it. Linda's mother, Ruth, started openly showing an interest in UFOs in 1994 and that is when she started logging every sighting and experience she had. Linda started journaling shortly after that at the request of her mother. All four of Linda's children have also had several experiences over the years.This makes them the fourth generation in this family having UFO experiences. In September, 2017, Linda became a member of the Executive Council for the New Mexico UFO and Paranormal Forum. She is also a panel member for the abduction group for the NMUPF. Linda has been asked to speak at the 2018 UFO Watchtower conference in Hooper, Colorado, and has been asked to be a guest several times for Aquarian Radio to speak about her experiences over the past fifty years. Linda and her husband Richard live in Rio Rancho, New Mexico, and are working on their latest project, the Human Origins Conference. To contact her for a speaking engagement, visit ufoteacher.com today.https://www.ufoteacher.com/https://www.amazon.com/dp/B078KPYZGD https://www.pastliveshypnosis.co.uk/https://www.patreon.com/alienufopodcastMy book 'Verified Near Death Exeriences' https://www.amazon.com/dp/B0DXKRGDFP

You have the budget, you need more hands on deck but who should you hire exactly? You might think ‘someone like me' but Roger Guerrero has a completely different answer. In this episode of The Only Constant, Roger Guerrero (Head of Strategy Execution, Merck) discusses with Nellie Wartoft how to not be limited by your own definition of what a transformation office should be and shares his blueprint for building execution-focused teams that actually deliver results.----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

Have you ever wondered what it's like to encounter beings from beyond our world? In Episode 185 of the Alien UFO Podcast, host Simon Bown sits down with Linda Smith, a multi-generational UFO experiencer and the author of 'The Kings Are Coming. ' Linda's journey into the realm of alien abductions began at the tender age of three, when she first caught a glimpse of glowing feet in her hallway—an encounter that would set the stage for a lifetime of high strangeness phenomena.Throughout this captivating episode, Linda shares her profound experiences with UFO sightings and alien visitations, revealing the deep emotional and psychological impacts these encounters have had on her and her family. As a participant in numerous UFO forums and conferences, she has dedicated herself to investigating extraterrestrial life and understanding the historic UFO cases that shape our perception of the unknown.Linda's book chronicles her family's intergalactic experiences, detailing the 'kings'—the term her sister affectionately used for the beings who visited them. She recounts her training aboard UFOs, where she developed telepathic communication skills and even healing abilities. As a mentor to other children on board, she plays a crucial role in guiding them through their own alien abductions, emphasizing the generational aspect of these extraordinary encounters.Listeners will be enthralled by Linda's insights into the craft beyond human technology and the unexplained phenomena that continue to baffle researchers and enthusiasts alike. With a rich history of Scottish UFO sightings and abduction experiences, her narrative blends personal anecdotes with broader themes of paranormal investigations and evidence of alien life.As the episode unfolds, Linda hints at a significant event on the horizon, leaving listeners pondering the implications of future alien abductions. Join us as we explore the depths of the alien UFO phenomena, diving into the mysteries that surround us. This episode is not just about UFOs; it's about understanding our place in the universe and the extraordinary experiences that connect us to the cosmos.Don't miss this enlightening conversation on the Alien UFO Podcast, where we peel back the layers of our reality to uncover the truth about UFOs, aliens, and the history of UFO encounters that continue to intrigue and inspire.BioLinda Smith is a multigenerational experiencer for the past fifty years (spanning four generations), author and mother of four children. She was born in Manhattan, New York, in 1964. She and her family lived in Jackson Heights, Queens, until 1966, then grew up in Uniondale and Freeport, New York. She studied business at C.W. Post Campus. Linda Smith has worked in education since 1998.Her maternal grandmother never really spoke about any experiences but did have an unexplained scoop mark on her leg since she was a child. Linda's mother always suspected that this was from alien contact but never asked her mother about it. Linda's mother, Ruth, started openly showing an interest in UFOs in 1994 and that is when she started logging every sighting and experience she had. Linda started journaling shortly after that at the request of her mother. All four of Linda's children have also had several experiences over the years.This makes them the fourth generation in this family having UFO experiences. In September, 2017, Linda became a member of the Executive Council for the New Mexico UFO and Paranormal Forum. She is also a panel member for the abduction group for the NMUPF. Linda has been asked to speak at the 2018 UFO Watchtower conference in Hooper, Colorado, and has been asked to be a guest several times for Aquarian Radio to speak about her experiences over the past fifty years. Linda and her husband Richard live in Rio Rancho, New Mexico, and are working on their latest project, the Human Origins Conference. To contact her for a speaking engagement, visit ufoteacher.com today.https://www.ufoteacher.com/https://www.amazon.com/dp/B078KPYZGD https://www.pastliveshypnosis.co.uk/https://www.patreon.com/alienufopodcastMy book 'Verified Near Death Exeriences' https://www.amazon.com/dp/B0DXKRGDFP

What happens when your organization's biggest strategic challenge isn't technology, process, or budget but just getting everyone to play for the same team?In this episode of The Only Constant, Ben Cook (Head of Global Customer Service Strategic Transformation at Ford) discusses with Nellie Wartoft how to build more than surface-level alignment for the strategic direction your organization must follow. Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

My Story Talk 21 The Rocky Road to Mattersey (1972-78) Welcome to Talk 21 in our series where I'm reflecting on God's goodness to me throughout my life. Last time I finished my series of talks on the years we spent I Basingstoke by telling you how in January 1972 God clearly told me that we were going to live at the Bible College. This didn't happen until 1978 when I was appointed principal of the College which by then had moved from Kenley to Mattersey. Today's talk will cover some of difficulties we faced on the way and how the Lord eventually brought us through.   In December 1972, after he had served only two years as the Principal at Kenley, George Jeffreys Williamson suffered a heart attack, probably as a result of over-work combined with an accusation that was made against him by one of the students, and shortly after this the Board of Governors reluctantly accepted his resignation. Meanwhile, as there was no resident tutor at the time due to the departure of John Phillips, the Board asked some of the visiting lecturers, including me, to spend a few days at the college encouraging and taking care of the students.   While I was there, Eric Dando, a member of the AoG Executive Council, asked me confidentially if I had ever thought of becoming the principal. This was not a complete surprise to me because of what the Lord had shown me earlier that year about living at the College, but at that stage I had not thought that I might be the principal. And I had never told anyone except Eileen about it.   So I asked Eric why he was asking that question. He told me that it looked likely that Williamson would sadly be resigning and he felt that I might be a suitable person to take over. Although I felt that at the age of 33 I was possibly too young to be appointed to such a responsible position, I shared with him how the Lord had spoken to me back in January.   The months that followed were something of a rollercoaster as Eileen and I lived with the tension that we all experience in times of uncertainty. We knew that the Lord had called us to the college, but was it his plan that I should be the principal? And was it to happen yet? All we could do was hang on to what God had shown us and rest in the certainty that whatever happens God is always in control.   As it turned out, because a new principal could not be appointed until the General Conference the following May, the Board of Governors asked David Powell, the pastor of the Rotherham Assembly, to take care of the College until then. Meanwhile I was waiting to see if I would be nominated. Apart from Eric Dando, Arnold Shaw from Bracknell and Pastor Appleby from Reading had also expressed their confidence in me, but although individuals could make suggestions, nominations would only be accepted which had the support of at least one official council. And when Pastor Appleby suggested my name in a District Council meeting, the chairman, Billy Richards, said,               In a few years, perhaps,   which was to prove to be prophetic. I was encouraged by this, as Richards was, like Dando, a member of the Executive Council and a man I highly respected, and it was evident that he did see the potential in me but felt that now was not the right time, which confirmed what I had already suspected. It was clear that I would not yet be leaving Basingstoke, but that the Lord would fulfil his purpose for me at the proper time, and I had peace about that.   That is until the unprecedented events that took place in May at the General Conference! Immediately before the vote was to take place to determine which of the men who had been nominated would be the next principal, there was a prophetic word saying that the man God had chosen knew who he was and that he should come forward and declare it! This threw the conference into confusion as it was completely contrary to the normal democratic process practised at conference.   The Chairman had to make a decision. The prophecy had to be judged. He conferred with the Executive Council. The matter was put to the conference, and it was agreed to proceed in line with the prophecy. The man whom God had chosen knew who he was, and he should come forward and declare it. Was I the man? The problem was, I knew I was called to the college, but the Lord had never told me that I would ever be the principal.   But while I was still churning these things over in my mind, David Powell, one of those who had been nominated, walked forward and told conference why he felt he was the man. I need to say, in passing, how unfair this procedure was to the two other nominees, one of whom, Clifford Rees, was not present because he was speaking at a meeting in another part of the conference. He told me afterwards that he would not have accepted nomination if he had not felt that he was the man.   After Powell had made his statement the chairman gave opportunity for people to make comments or to ask questions, and one of those who came forward was my old pastor, Alfred Webb. His way back to his seat went right by me and I decided to ask his advice. A few months previously I had confidentially shared with him how I felt God had called me to the college, and so I quietly asked him if he felt I should share it with the conference. His reply was,   Yes, it could be a B that leads to an A.   So that is how I came to tell the entire conference, explaining that I had not come forward before as I could not claim that God had called me to be the principal, but that I did know that God had told me I would live at the college, and that if Brother Powell were elected, and felt it were appropriate, I would be willing to serve under him.   That day Powell was appointed having received the required two-thirds majority vote of the conference, and a day or so later, when I had heard nothing from him, I approached him and said that I hoped he did not mind what I had said, to which he replied,   My heart is with you I this matter, brother. Wait and see what happens. So I waited, and soon I discovered that he had appointed someone else to work with him. It was weeks later, however, before I received a letter from him saying that he would be happy for me to continue as a visiting lecturer teaching the same subjects as before. In fact, I was the only member of the old faculty who was invited to do so. I decided to accept even though my visits were to be monthly rather than fortnightly due to the fact that the college had now moved to Mattersey, some 200 miles north of Basingstoke, much further from home than Kenley had been.   During the four years that David Powell was the principal, the college was facing considerable difficulties due to the fact that only part of the property at Kenley had been sold and there were insufficient funds to refurbish and develop the property at Mattersey. This was very evident each time I visited the college as a lecturer and, from 1976 onwards, as a member of the Board of Governors. And although these problems were not of Powell's making, it was also very clear to me that there were administrative issues that could easily be rectified without incurring any additional expenditure.   As a result my desire to be more fully involved in the work of the college was increasing steadily, but at the time there seemed little likelihood of this happening soon. But then, quite unexpectedly, in January 1977 Powell informed the Board of Governors that he had decided not to stand for re-election at General Conference. (At that time all heads of department were subject to re-election every two years). So the other members of the Board agreed unanimously to nominate me.   But when the news was out that Powell was not standing for re-election I was not surprised to discover that two others had accepted nomination from different councils. There was of course no guarantee that I would be elected especially bearing in mind the confusion that had arisen at the time of Powell's appointment, but I was nevertheless quietly optimistic that this might be the year when the Lord's word to me would be fulfilled.   However, shortly before the conference we received the staggering news that Powell had changed his mind! He was going to stand for re-election after all. This was, to say the least, administratively inconvenient, and was not a little nerve-racking for me, but I was reassured by the Board of Governors that they would in no way withdraw their support for my nomination.   But that was by no means the end to Powell's vacillating behaviour. On the first day of conference, he announced that he was withdrawing his name from the list of nominees. Once again the entire conference was thrown into confusion. As a result, when the vote was taken, none of the candidates received the required two-thirds majority and the appointment of the principal was placed in the hands of the Board of Governors and the Executive Council.   A few weeks later, at a meeting where I was of course present as a member of the Board, various names, including mine were suggested and voted on by secret ballot, but none of us received the necessary two-thirds majority. So what next? It was finally decided to defer the appointment until the 1978 conference and meanwhile to appoint for the next year a team of three principals each of whom would serve for a term at the college but who would throughout the year be jointly responsible for the college.   This was sometimes referred to later as the year of the three principals and, crazy as it may sound, turned out to be a blessing in disguise as I was appointed to serve for that year along with Alfred Missen and Keith Munday and benefitted greatly from their wisdom and greater experience in ministry as we made decisions together about the curriculum, the members of faculty, the timetable for the year, rules for students, and so on.   I agreed to take the first term and, with the exception of the two weeks I was at camp in the New Forest, was resident in Mattersey from the end of July until Christmas, going home only for occasional weekends to see the family. The other weekends I was away on ministry, often with some of the students promoting the college. It was on one of these occasions that I went with about 50 of our students to Newport in South Wales. There was a big inter-church meeting on the Saturday night and on the Sunday the students went to different churches to sing, testify, and preach. I stayed in Newport to preach in the church there.   After Sunday lunch the pastor, Eric Dando, asked me if I would like to phone Eileen, which of course I was grateful to do. After telling her that the weekend was going well, I asked her how she was and was shocked to hear her reply.             I'm O.K., but I very nearly wasn't!             Oh! What's happened? I replied. She told me that there had been a women's missionary meeting in London and that she and several of the ladies from the church in Basingstoke had gone to it. They had travelled in two cars and on the way home, on the road between Reading and Basingstoke, several horses ran into the road in front of the cars. It seems that they had escaped from a nearby field. One of the horses collided with the car in which Eileen was travelling in the front passenger seat. The impact was so great that the front of the car roof caved in, to within an inch of Eileen's head. The car was a complete write-off and, as the people from the car in front walked back to see exactly what had happened, they feared the worst. At this point it is important to explain that at that time the wearing of seat-belts was not compulsory in the U.K. and the car in which Eileen was travelling didn't have any. Bearing in mind the speed at which the car had been travelling when it collided with the horse, both Eileen and the driver should have been thrown forward through the windscreen. Indeed, the woman seated behind Eileen was thrown forward so violently into the back of Eileen's seat that it was twisted out of position. Yet Eileen was not thrown forward, and none of those travelling in that car was seriously injured. They all walked away relatively unharmed. Eileen told me that throughout the whole incident she was strangely conscious of something – or someone? – holding her to the back of her seat, preventing her from being thrown forward. Was it a coincidence that on that very evening I had been preaching in Newport on a subject I have rarely preached on before or since? My subject was ANGELS. On another such occasion we took a bus-load of about 45 students to Bethshan Tabernacle in Manchester. There were several hundred people in the meeting during which the students sang and testified and I preached. As soon as I had finished preaching , an Irish woman near to the back of the meeting began to speak in tongues. As I was still at the microphone, it seemed right for me to interpret so that everyone present would hear and understand what had been said. So I spoke out in faith trusting that God would give me the right interpretation for what had been said in tongues. When I had finished, we sang a hymn and the pastor  closed the meeting in prayer. As soon as the meeting was over, one of our students, Guetawende Roamba from Burkina Faso, rushed up to me. He was clearly very excited, and when I asked him what was the matter, he told me that the woman who had spoken in tongues  had been speaking his native language. Now in Burkina Faso they speak French, and because I speak French, I knew that she had not been speaking French. So I wondered what language it might be.             What language? I asked. Moré, he replied. It's our native African language. Only the educated people speak French as well. Frankly, at that time I had never heard of Moré – and we found out later that the Irish lady who had spoken in tongues  had never heard of it either! But I was excited that I had been present when speaking in tongues had been recognised as a real language. At the same time, I was not a little concerned because I was the one who had given the interpretation! As I mentioned in an earlier talk, I had been interpreting tongues since 1960 when I was a student at Oxford, but it had always been (as it always must be) ‘by faith ', and I had no certain evidence that the gift was genuine. I had simply trusted the promise of Jesus  that God gives good gifts to those who ask him (Matthew 7:11), but it's easy to imagine how embarrassed I would have been if I had ‘got it wrong' in the presence of one of my Bible  College students! I hardly dared ask the question, but I knew I had to.             And what about the interpretation, Gueta? Was it accurate? And of course, it was. I wouldn't be telling this story if the interpretation had been wrong! What an amazing thing! The Holy Spirit inspired an Irish woman to speak an African language which she had never heard, or even heard of, and then gave the interpretation to an English man who had never heard of it either! So exciting things were happening during the term I spent at Mattersey. The Lord was certainly encouraging us, but in the light of all that had happened at previous conferences I knew there was no guarantee that my position as principal would become permanent. Friends like Paul Newberry and Henry Drabble had told me they thought I would never be appointed as principal. My Oxford MA would count against me! And towards the end of the term there was to be a special conference at Mattersey to debate whether AoG really needed a Bible College! What's more, humanly speaking my financial position was far from secure. Keith Davidson, one of the elders at Basingstoke had given up his secular employment to give himself full-time to the work of the church, but had exhausted his savings, so I had told the church to pay him instead of me as I felt that the Lord might soon be moving me on.   These were the kind of things that were occupying my thinking until, during the New Year Convention in Denton at which I was preaching, I finally came to the conclusion that nothing really mattered except for the fact that Jesus died for me. I gave it all to him. And he did meet all our financial needs that year, although I had no guaranteed income, and in the 1978 conference I was finally appointed as Principal of Mattersey Hall Bible College.  

Would you work out if you didn't gain any health benefit from it? Probably not. Yet this is exactly what we're asking our teams to do with organizational change.If you're ready to connect the dots between executive vision and frontline execution for your org, you won't want to miss this week's episode of The Only Constant with James Hoch (Sr. Director of Transformation & Strategy, Teradata) and Nellie Wartoft ----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com

When was the last time your organization redesigned work, not just reorganized jobs? Ravin Jesuthasan, bestselling author and global leader for transformation services at Mercer, explains why work redesign is the missing foundation for successful transformation. Drawing from his books "Work Without Jobs" and "The Skills-Powered Organization," Ravin shares how deconstructing work into its core tasks and redeploying them efficiently led to extraordinary results—like an oil company cutting performance variance from 35% to 2.3% without layoffs. Discover why "fixed, flex, and flow" models are replacing traditional jobs, how resistance to change plummets when employees help redesign their own work, and why transformations should never be "one and done."----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com ----00.00 - Introduction 01:30 - Why work redesign is pivotal to organizational transformation03:45 - The three steps of work redesign: deconstruction, redeployment, reconstruction05:20 - How job architecture fits into the work redesign approach07:10 - Signs that outdated work structures are blocking transformation efforts09:15 - Why tech-forward approaches fail compared to work-backwards perspectives11:30 - Case study: How an oil company transformed operations without layoffs14:45 - The critical role of leadership in connecting work redesign to transformation goals16:20 - How work redesign reduces resistance to change19:40 - Moving from employment to employability: upskilling, reskilling, and outskilling22:15 - The three models of work: fixed, flexible, and flow24:30 - How internal talent marketplaces and "flow to work" models dramatically increase productivity27:15 - Building leadership buy-in for flexible work allocation29:35 - Final thoughts: Transformation is never "one and done"----Breathe by RYGO | https://soundcloud.com/francesco-rigolonEverything You Need Is By Your Side by Vlad Gluschenko |Music promoted by https://www.free-stock-music.comCreative Commons / Attribution 3.0 Unported License (CC BY 3.0)https://creativecommons.org/licenses/by/3.0/deed.en_US

Why do technical experts often make poor change leaders? Roger Guerrero, Head of Enterprise Strategy Execution at Merck, challenges how organizations select and develop leaders in transformation environments. Drawing from his experience overseeing Merck's corporate strategy implementation, Roger explains why change leadership shouldn't be confined to specialized teams but embedded as a core expectation for all managers. He argues that companies over-index on technical expertise while undervaluing the ability to inspire and lead through change—creating what he calls a "silent killer" in organizations. Whether you're struggling with resistant middle managers or disconnected executives, Roger offers practical strategies for identifying and developing genuine change leadership beyond technical competence.----Connect with:⁠⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com ----00.00 - Introduction 01:30 - Why change management shouldn't be limited to specialized teams03:45 - How technical industries often select leaders for technical expertise, not leadership ability05:20 - Why change leadership competencies should be core criteria in promotions07:10 - The problem with the "individual contributor to leader" career path09:15 - Creating dual career tracks for technical experts vs. leadership roles11:30 - How to identify people with natural change leadership abilities14:45 - Addressing the "this isn't my job" mindset in middle managers16:20 - Red flags that indicate poor change leadership potential19:40 - The evolving profile of effective senior leaders—from engineers to MBAs to motivators22:15 - Strategies for working around resistant leaders you can't replace24:30 - Handling resistance at the C-suite level27:15 - The importance of communication style in successful change initiatives29:35 - Why transparency and empathy are critical for change leadership----Breathe by RYGO | https://soundcloud.com/francesco-rigolonEverything You Need Is By Your Side by Vlad Gluschenko |Music promoted by https://www.free-stock-music.comCreative Commons / Attribution 3.0 Unported License (CC BY 3.0)https://creativecommons.org/licenses/by/3.0/deed.en_US

Summary In this episode Chief Revolution Officer John DiJulius talks to Kevin Sloan, Executive Vice President, Head of Retail Banking,for KeyCorp. As Head of Retail Banking, Kevin Sloan leads the execution of KeyBank's retail relationship growth strategy centered on helping clients and communities thrive. His responsibilities include leading 5,500 teammates across Key's 950 branch offices, its Business Performance, Support & Enablement team, and its Client & Teammate Experience team. He is also a member of KeyCorp's Executive Council. Takeaways Why KeyBank focused on the client experience What did Key do to transform their client experience What was the return on investment for Key How did Key keep the client experience momentum going years after Chapters: 00:00Celebrating 200 Years of KeyBank 02:50The Journey to Client Experience Excellence 06:12Moments Matter: A Framework for Success 09:04Recruitment and Retention Strategies 11:46Measuring Success: KPIs and Results 15:02Consistency in Customer Experience 17:46Building a Culture of Recognition 21:08Challenges of Maintaining Momentum 23:56Connecting Purpose with Client Experience 26:53The Importance of Emotional Connection 30:12Sustaining Momentum in Client Experience 33:05Collecting and Sharing Moments That Matter 35:59The Power of Small Gestures 38:48Conclusion and Reflections   Links Connect with Kevin Sloan Six Reasons Your CX Plummets When Your Business Skyrockets, and How to Fix It: https://thedijuliusgroup.com/download-reasons-your-customer-experience-plummets/ Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Employee Experience Executive Academy: https://thedijuliusgroup.com/project/exea/ Interview Questions: https://thedijuliusgroup.com/resources/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Experience Revolution Membership:  https://thedijuliusgroup.com/membership/ Schedule a Complimentary Call with one of our advisors:  tdg.click/claudia Secret Service Blog:  https://thedijuliusgroup.com/secret-service-turns-20-and-the-dijulius-group-is-born-with-superior-customer-service-as-the-single-biggest-competitive-advantage/   Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

Restructuring without destroying morale? It's possible! Connie Klimko, Transformation Lead at Siemens Energy, takes us inside their successful flattening of a hierarchical organization that eliminated management layers while keeping talent. She reveals their strategy for reframing career paths beyond traditional "boxes" on org charts, empowering experts, and rebuilding trust between newly combined teams. From transparent job postings to innovative team-bonding tactics like role-swapping, Connie shares practical approaches to making restructuring work. Plus, she explains why even successful restructures can take years to fully settle in and how to maintain employee resilience through constant change. A must-listen for any transformation leader facing reorganization.----Connect with:⁠⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠⁠nellie@tigerhall.com ----00.00 - Introduction 01:30 - Context behind Siemens Energy's restructuring03:45 - The initial employee reaction to flattening the organizational hierarchy05:20 - What happened to managers who lost their "boxes" in the restructuring07:10 - The expert career path as an alternative to management advancement09:15 - Building trust between newly combined teams during restructuring12:30 - Role-swapping and shadowing to build empathy between merged teams14:45 - The importance of storytelling and reframing in transformation16:20 - Practical advice for those currently managing a restructuring19:40 - The ADKAR approach and why management often moves too quickly22:15 - Communication strategies: why managers need to know first24:30 - Managing morale through values consistency during constant change26:50 - Using leadership essentials to guide teams through transformation28:15 - Final thoughts on making restructuring successful----Breathe by RYGO | https://soundcloud.com/francesco-rigolonEverything You Need Is By Your Side by Vlad Gluschenko |Music promoted by https://www.free-stock-music.comCreative Commons / Attribution 3.0 Unported License (CC BY 3.0)https://creativecommons.org/licenses/by/3.0/deed.en_US

Ever wonder why perfectly logical transformation plans meet fierce resistance? Travis Hahler, change management expert and neuroscience researcher, reveals how our brains are hardwired to fight change through two fundamental mechanisms: energy conservation and protection. For transformation leaders, this shifts the entire approach from trying to design "lovable" changes to creating environments where adoption can thrive despite neurological barriers. Travis explains why your most vocal critics might be your greatest allies, why resistance isn't a reflection of your leadership, and offers practical strategies for accelerating adoption. A game-changing perspective for change leaders tired of taking resistance personally and ready to leverage neuroscience for better results.----Connect with:⁠⁠⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠⁠⁠CEO of ⁠⁠⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠⁠⁠nellie@tigerhall.com ----00.00 - Introduction 01:30 - What actually happens in our brains when faced with change03:45 - Why resistance is universal: the brain's energy efficiency and protection mechanisms05:20 - Comparing work stress to our primitive fight-or-flight response07:10 - The change curve and why most leaders plan for the wrong phase09:15 - Why jumping straight to execution never works in change initiatives12:30 - How vulnerability and honesty build trust when leading through uncertainty14:45 - Why most leaders take resistance personally (and why they shouldn't)16:20 - Creating environments for adoption rather than trying to design "lovable" changes19:40 - Why quarterly processes might take years, not weeks, to fully adopt22:15 - How leaders confuse resistance to change with rejection of their leadership24:30 - Breaking the productivity loop: getting past denial faster27:15 - Why conscious resistors are often your most valuable allies29:35 - The difference between vocal "rebels" and silent "saboteurs"32:10 - Three immediate actions for leaders: vulnerability, empathy, and addressing loss----Breathe by RYGO | https://soundcloud.com/francesco-rigolonEverything You Need Is By Your Side by Vlad Gluschenko |Music promoted by https://www.free-stock-music.comCreative Commons / Attribution 3.0 Unported License (CC BY 3.0)https://creativecommons.org/licenses/by/3.0/deed.en_US

Michael Rivera joins us from San Diego to talk about the charges he filed against Renfroe and Barner, the dismissal of those charges, and his follow-up charges against the entire Executive Council. We go over the constitutional process, the duties and obligations of our national officers, and the express will of the members of the NALC.

Real strength shows up when life knocks you down and you choose to rise with gratitude, faith, and community. Dr. Douglas Burton shares how a life-altering diagnosis transformed not just his health journey, but his entire perspective on what it means to truly live well. From the operating room to the other side of the patient experience, he opens his heart about the emotional weight of caregiving, the spiritual awakening that came through illness, and the small, intentional shifts that have brought him greater peace than ever before. His story is a powerful reminder that joy is not found in doing more—it's found in slowing down, showing up, and surrounding yourself with love. Key Takeaways: Slowing down and creating space for joy can be more healing than constant striving. Practicing daily gratitude builds emotional resilience and a deeper sense of peace. Community support is a critical part of mental, emotional, and spiritual well-being. Faith and surrender can bring clarity and calm when facing uncertainty or illness. True healing isn't just physical—it's also spiritual, relational, and deeply personal.   About Dr. Douglas Burton: Douglas Burton, M.D. is the Marc and Elinor Asher Spine Professor and Chair of the Department of Orthopedic Surgery at the University of Kansas Medical Center. He received his undergraduate degree from Kansas State University in Manhattan, KS and his MD from the University of Texas Southwestern in Dallas, TX. He completed his residency at the University of Kansas Medical Center and completed spine fellowships at The Texas Back Institute in Plano, TX and at Thomas Jefferson University in Philadelphia, PA. In 2003 he was awarded the Marc and Elinor Asher Spine Professorship. Dr. Burton's clinical practice is focused on the diagnosis and treatment of complex spinal disorders in both pediatric and adult patients. In addition to his primary practice location at the University of Kansas Hospital, he also travels to both Hutchinson and Salina, KS for a monthly outreach clinic to provide health care to patients in rural parts of Kansas. He is a member of the American Academy of Orthopaedic Surgeons, the American Orthopaedic Association, the Interurban Orthopaedic Society, the North American Spine Society and the Scoliosis Research Society, where he is the incoming Chair-Elect of the Research Council and member of the Board of Directors. He served as President of the Federation of Spine Associations from 2018 to 2019. In 2019, The American Association of Neurological Surgeons and the American Academy of Orthopaedic Surgeons announced a new partnership, the American Spine Registry (ASR), which will be jointly owned and developed by both organizations. Dr. Burton currently serves as co-chair of the Data Use Committee for the ASR. His research interests include the development of disease specific health related quality of life instruments and the study of complications and outcomes associated with spinal deformity surgery. He has authored or co-authored over 236 peer reviewed publications and serves as a Deputy Editor of Spine Deformity, the official journal of the Scoliosis Research Society. In 2006 he helped found and remains on the Executive Council of the International Spine Study Group. This is a consortium of spinal deformity surgeons and researchers at over 15 top academic centers in the United States and Canada with collaborators in Europe and Japan. They have been performing prospective and retrospective studies on surgical and non-surgical Adult Spinal Deformity patients since their inception.   Connect with Dr. Michelle and Bayleigh at: https://smallchangesbigshifts.com hello@smallchangesbigshifts.com https://www.linkedin.com/company/smallchangesbigshifts https://www.facebook.com/SmallChangesBigShifts https://www.instagram.com/smallchangesbigshiftsco   Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app. Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.

This episode features a passionate and critical discussion of the state of the NALC, with a primary focus on a recent executive council meeting. Corey begins by emphasizing that he is now speaking as the CLC's Director of Education, a deliberate shift to focus exclusively on educational topics, and then dives into the core subject of the episode which is a candid discussion about what he perceives as a constitutional crisis within the union. He criticizes Renfroe for his arrogance, which is damaging and divisive. He highlights an audio recording from a business agent, discussing why they dismissed charges against Renfroe and Barner. Corey then reads the text of the actual charges filed against President Renfroe and Executive Vice President Barner, which included allegations of failing to report official acts, neglecting convention resolutions, failing to initiate arbitration timely, bypassing required membership ratification, and failing to provide a complete report of acts. Corey argues that this was a violation of the constitution, and he has strong criticism for the Executive Council, accusing them of putting themselves before the best interests of the members. Corey ends by reiterating his call for the city letter carriers and the union to make changes and support those advocating for reforms. http://www.fromatoarbitration.com/

This is episode 221, 1863, the midst of the Transvaal Civil War. As you heard in episode 220, this was the making of a new president and one who'd take the Trekker Republics into the 20th Century, albeit in the midst of the Anglo-Boer War. There had been a rapid and real effect — as the farmers took up arms against each other, the Transvaal's economy collapsed. This weakened the government's ability to back up its stated authority. By now the tiny independent States of Lydenburg and Utrecht had joined the Transvaal accepting the authority of the Transvaal. They had been outliers since the trekkers first arrived in those regions, fifteen years earlier. To recap - In 1859, Transvaal President, Marthinus Wessel Pretorius, was invited to stand for President in the Orange Free State, many burghers there now wanted to unify with the Transvaal. They were mainly worried about how to deal with King Moshoeshoe of the Basotho. The Transvaal constitution that he had just enacted made it illegal to hold office abroad, still Pretorius won the Transvaal election, then Volksraad attempted to side-step the constitutional problems by granting Pretorius half-a-year of leave. They hoped some kind of solution would be found — Pretorius left for Bloemfontein and appointed Johannes Hermanus Grobler to be acting president in his absence. Up stepped Stephanus Schoeman from the Marico region who unsuccessfully attempted to use force to supplant Johannes Grobler as acting president. Schoeman believed that the presidency should have been granted to him as the new Transvaal constitution stipulated that in the case of the president's dismissal or death, the presidency should be granted to the oldest member of the Executive Council. Schoeman was three years older than Grobler. Forward fast to 1863, Kruger had defeated Schoeman at a skirmish outside Potchefstroom. He had also managed to convince some of the supporters of rebel in the Heidelberg district to switch sides, and had ridden back to Pretoria with a local farmer of high standing, Jan Marais. There a council of war determined that rebels like Schoeman were taking advantage of a disagreement between the Transvaal and the Orange Free State. The two fledgling Boer Republics could not agree on where the boundary lay between them. Transvaal President Van Rensburg duly assigned Kruger the duty of riding to the Free State to settle the question of the border - and he left almost immediately, taking a group of burghers with him as security. Further West, the Marico district was a hotbed of rebel activity and the commandant there, Jan Viljoen, heard about Kruger's mission and organised a commando. On the way to Potch, a spy warned Kruger about what awaited. He changed course, and set off with a small detachment to confront Viljoen while Kruger's 2 IC, Veld kornet Sarel Eloff dashed forward to seize a nearby kopje - the all important high ground. Viljoen is so happened, was also on his way to the very same kopje. One of the aspects of this conflict which is interesting is how Kruger used his spies or messengers as he called them. They were feeding him information daily, information about what Schoeman and Viljoen were up to. The capacity to recon an enemy was one of the defining strengths of the Boer military system, and would be sharpened constantly over the coming century and a half. Folks, there are remarkable resonances in this apparently distant little civil war. When the Union of South Africa was achieved, Bloemfontein was nominated as the seat of the Supreme Court of the union. Cape Town and Pretoria shared power, parliament in Cape Town, Pretoria the seat of government. The Free State is slap bang in the middle — so they got the Supreme Court. These historical instances reflect a legal and political philosophy that, in the aftermath of internal conflict, prioritising national healing through amnesty can be more beneficial than widespread punitive actions.

Alex Ryvchin – CEO of the Executive Council of Australian Jewry – is the latest guest on The Brendan O'Neill Show. Alex joined Brendan to discuss the attacks on his family by anti-Semites, the surge in Jew hatred in Australia since the 7 October pogrom, and why anti-Zionism can't be separated from anti-Semitism. Celebrate 25 years of spiked. Donate £25 or more to get a year's membership of spiked supporters for half the usual price: https://www.spiked-online.com/donate/  Order Brendan O'Neill's After the Pogrom now from: