Podcasts about Executive Council

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.

When does a company need its first-ever Chief Technology Officer? Shankar Kalyana takes us behind the scenes of becoming Stantec's first CTO while simultaneously leading their digital transformation and AI initiatives. With refreshing honesty, he shares how he balanced technical expertise with transformation leadership, shaped a role that didn't previously exist, and executed a strategic 100-day plan that started with deep listening. Shankar explains why the traditional CIO/CTO division is disappearing, offers practical advice for those stepping into newly-created technology leadership roles, and predicts where these executive positions are heading as AI transforms business. A fascinating look at technology leadership when "digital" appears countless times in your company's strategic plan!----Connect with:⁠⁠⁠⁠Nellie Wartoft⁠⁠⁠⁠CEO of ⁠⁠⁠⁠Tigerhall⁠⁠⁠⁠Chair of the ⁠⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠⁠nellie@tigerhall.com ----00.00 - Introduction01:30 - Why Stantec created their first CTO role03:45 - Combining technology leadership with transformation responsibilities05:15 - AI transformation as a core mandate from day one07:10 - How to shape your role when you're the first person in the position09:30 - Shankar's 100-day plan: Listen, build a SWOT analysis, formalize a vision12:15 - Deconstructing and reconstructing understanding of digital transformation14:40 - Common misconceptions about CTO responsibilities17:20 - The evolution of technology leadership roles over the past 20 years19:52 - How to divide responsibilities across multiple technology leadership roles22:10 - Bringing transformation, digital and technology under one leader24:30 - The future of technology leadership: fusion of roles vs. specialization27:15 - The importance of personal leadership qualities in transformation roles----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

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/

Ever get asked for proof that your transformation is working? While the rest of the business obsesses over dashboards and metrics, transformation leaders are often left with... vibes? Stacey Taylor, Vice President of Implementation & Change at Visa, has cracked the code on measuring the "unmeasurable" in change initiatives. She shares their practical three-pillar framework connecting individual performance to organizational outcomes, using real examples from Agile and Gen AI rollouts. She reveals creative approaches for gathering meaningful data without survey fatigue and why measuring productivity requires looking at speed, effort, and quality together. You'll particularly love her game-changing "snack strategy" for keeping impatient executives satisfied while the real results cook!This episode is a must-listen for transformation leaders tired of relying on gut feeling to track progress.----Connect with:⁠⁠⁠Nellie Wartoft⁠⁠⁠CEO of ⁠⁠⁠Tigerhall⁠⁠⁠Chair of the ⁠⁠⁠Executive Council for Leading Change (ECLC)⁠⁠⁠nellie@tigerhall.com ----00.00 - Introduction01:30 - The challenge of measuring change05:15 - Why change initiatives lack measurement compared to other business functions08:42 - The three pillars of Visa's change measurement framework11:00 - Using an Agile transformation example to illustrate measurement approach13:45 - Collecting data through systems vs. surveys16:10 - Strategies to combat survey fatigue and increase participation19:52 - What metrics matter most to C-suite executives21:38 - Using pilot teams to demonstrate early wins24:15 - Measuring productivity through speed, effort, and quality26:00 - Applying the framework to Visa's Gen AI transformation28:48 - Measuring business impact through productivity uplift and realized savings32:10 - Tracking individual performance via adoption velocity and proficiency34:45 - Evaluating program effectiveness and managing resistance37:35 - A/B testing methodology with Microsoft to quantify time savings41:00 - Final thoughts: Every transformation should be measured, but not all in ROI----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

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.

Are your stakeholders making or breaking your transformation efforts? Hardeep Kaur, Director of Business Transformation at Merck, shares her three-stage approach to stakeholder management that has driven successful change across her 25-year pharmaceutical industry career.Discover how to map stakeholders on an influence/impact matrix, create tailored engagement plans, and maintain alignment throughout the change journey. Hardeep reveals the telltale signs of stakeholder disengagement (like canceled meetings) and shares tactical advice for turning fence-sitters into advocates by deliberately showcasing early wins.Beyond techniques, Hardeep explains why focusing relentlessly on people—not just process and technology—is crucial for transformation success, and how to reframe office politics as "corporate intelligence" to better navigate complex organizational dynamics.Whether you're struggling with resistant stakeholders or trying to maintain momentum during shifting priorities, this episode offers immediately applicable strategies to improve your stakeholder management approach and increase your transformation success rate.----Connect with:⁠⁠Nellie Wartoft⁠⁠CEO of ⁠⁠Tigerhall⁠⁠Chair of the ⁠⁠Executive Council for Leading Change (ECLC)⁠⁠nellie@tigerhall.com ----00:00 - Introduction: Why stakeholder management consumes so much of a change leader's time01:10 - "Stakeholders can make or break your project" - The importance of effective management01:45 - The three stages of stakeholder assessment and management02:20 - Using the influence/impact matrix to prioritize stakeholder engagement03:30 - Tailoring your approach: When to involve stakeholders vs. simply informing them04:35 - Understanding stakeholder preferences to create effective engagement plans06:20 - Managing stakeholders with conflicting interests or changing priorities08:15 - When to stop change initiatives that no longer have stakeholder support10:10 - Strategies for turning fence-sitting stakeholders into advocates11:50 - How often to update your stakeholder map throughout the change journey13:25 - The unique cross-organizational thinking required in change management15:15 - Warning signs of stakeholder disengagement and how to address them16:50 - Key questions to ask in stakeholder meetings to focus on people, not just process18:35 - The three-legged stool of transformation: People, process, and technology20:05 - How to measure and quantify the people aspect of transformation21:30 - Finding the balance between AI and human elements in change management24:20 - Preparation strategies for effective stakeholder meetings26:35 - Reframing office politics as "corporate intelligence" to navigate relationships28:30 - Top three takeaways for more effective stakeholder managementBreathe 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

You may well be familiar with the stat that 70% of organizational changes fail. But what if you could build an internal "special forces" team that turns that statistic on its head?In this week's episode, Connie Klimko, Transformation Lead at Siemens Energy, explains how she's created a two-tiered system of change champions that has demonstrably improved productivity, profitability, and customer satisfaction during major transformations.Connie shares the nuts and bolts of their "Transformation Accelerator" program - from their intensive 3-day bootcamps where participants learn about psychological safety, reframing, and immunity to change, to how they deploy these change experts across the organization in response to specific business challenges.Whether you're a change leader looking to build better internal capabilities or a business executive tired of failed transformation initiatives, this episode provides a practical blueprint for creating a network that turns cultural roadblocks into business opportunities.00:00 - Introduction: The need for effective change champion networks01:05 - Why every company needs a change champion network02:20 - When to deploy change champions: Impact assessment and scale03:04 - The origins of the Transformation Accelerator network at Siemens Energy04:15 - The two-tiered system: Change Ambassadors vs. Transformation Accelerators06:08 - How business leaders request and work with Transformation Accelerators07:30 - The tiered progression system for Transformation Accelerators (TA in training to Master TA)09:10 - Key differences between Change Ambassadors and Transformation Accelerators10:20 - Inside the intensive 3-day bootcamp: What TAs learn11:25 - The power of addressing "immunity to change" in transformation13:05 - How content was developed based on business needs and research14:10 - The importance of psychological safety in innovation and change15:30 - Building the business case: How Siemens Energy secured leadership buy-in17:15 - Demonstrating ROI through improved business metrics18:40 - Selection criteria: How participants are chosen for the program20:35 - The 10% time commitment and how it actually saves time21:45 - How being a Transformation Accelerator changes day-to-day work23:50 - Lessons learned and continuous improvement of the program24:55 - Advice for change leaders looking to start their own program----Connect with:⁠Nellie Wartoft⁠CEO of ⁠Tigerhall⁠Chair of the ⁠Executive Council for Leading Change (ECLC)⁠nellie@tigerhall.com ----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

The 5th installment of the NHCA Updates in Music Audiology Workshop recap is actually a double feature! Here we have friend of the show Heather Malyuk speaking about diplacusis and co-host Juan Vasquez speaking about clinical management of musician patients. Both lectures are informative, concise, and expertly delivered, so this is a real treat for those who want to learn some practical knowledge on the clinical applications of music audiology. Note: the content has been edited slightly for the audio-only format. These lecture recordings are not eligible for CEUs. If you want the full educational experience, we invite you to seek out the National Hearing Conservation Association and our annual conferences. Juan Vasquez is an audiologist based in Chicago, Illinois. Before pursuing a career in audiology he taught, recorded, and performed music with various ensembles and as a solo artist. In 2019, he earned a Doctor of Audiology degree from Pacific University and has had various experiences in ENT, Veterans Affairs, Department of Defense, private practice, research, and hospital settings. Currently, his clinical focus is centered around hearing loss prevention, particularly for musicians. Utilizing the telehealth services, Juan provides virtual consultations for hearing wellness, co-teach CAOHC courses, and co-produces the show Talking Ears, a podcast that focuses on music creators and their experiences with what is perhaps their most important instrument - their sense of hearing. Heather Malyuk, owner of Soundcheck Audiology, is a musician and audiologist who hails from Northeast Ohio, but is known internationally as a clinician and public speaker in the field of music audiology. She received an undergraduate degree in Music History and Literature from the University of Akron and continued on to earn her Doctor of Audiology (AuD) degree from Kent State University. In 2020, she co-authored the clinical consensus document for Audiological Services for Music Industry Personnel through the American Academy of Audiology, she is a former Executive Council and Leadership Advisory Team member for the National Hearing Conservation Association, as well as a former co-chair of the College Music Society's Committee on Musicians' Health. She is passionate about new delivery models for audiologic care and is the Head of Audiology for Tuned, a groundbreaking virtual audiology clinic. In addition to her clinical and educational work, Heather developed and manages the first-ever hearing wellness video curriculum for the music industry, is a sought-after consultant and author, and is a research team member with various groups around the United States.

If marketing is dating, change management is like a marriage that constantly needs some spice. In this conversation, Nellie speaks with Stacey Taylor, VP of Implementation and Change at Visa, about the glaringly obvious overlaps between marketing principles and successful organizational change. “Everyone says change is hard, but nobody says marketing is hard,” - despite both disciplines aiming to shift human behavior. Discover Stacey's ACT framework (Audience, Connect, Tune) that applies marketing mindsets to transformation challenges, learn why segmenting employees like customers leads to dramatically better results, and explore how "influencer marketing" tactics could drive adoption rates up by 70%. Whether you're leading a change initiative or curious about more effective approaches to transformation, this podcast reveals why the best change leaders think like marketers.00:00 - Introduction: Why marketing skills transfer to change leadership01:40 - The three not-so-obvious overlapping skillsets between marketing and change management02:35 - Building loyalty and commitment: Rewarding people for sticking with transformation03:47 - Channel marketing in change: Getting the right message to the right people05:33 - Why people think change management is hard but don't say marketing is hard07:10 - The dating (marketing) vs. marriage (change management) analogy08:15 - The ACT framework explained: Audience, Connect, Tune09:10 - Audience: Making it your job to constantly understand employee sentiment11:17 - Connect: Building trust through transparency and consistent communication12:24 - Tune: Listening and adapting to feedback throughout the transformation13:28 - Where to find useful audience data in organizations with limited HR insights15:36 - How AI can enhance audience understanding for change leaders16:42 - Applying influencer marketing principles to change management18:23 - Why transparency about limitations builds more trust than highlighting only benefits20:30 - Case study: How a telecom company increased field performance by 70% using audience segmentation23:44 - Case study: How Diversified's CEO led transformation through empathy and transparency26:16 - Marketing approaches change leaders should avoid: Demand generation and gimmicky campaigns----Connect with:Nellie WartoftCEO of TigerhallChair of the Executive Council for Leading Change (ECLC)nellie@tigerhall.com ----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

"If you're not leading change, what are you leading?" In this week's episode, Aric Wood, Tigerhall's Chief Strategy Officer, challenges us to move beyond change management to embrace change leadership as a C-suite imperative.With the average employee now facing 17-18 significant changes annually (compared to just 1-2 a decade ago), organizations that delegate transformation to siloed teams are setting themselves up for failure. The data is clear: when CEOs lead from the front, transformations are three times more likely to succeed.Aric shares why most transformations fail, how the rise of Chief Transformation Officers is reshaping leadership dynamics, and why renovating your house is the perfect metaphor for organizational change. He offers practical advice for both C-suite executives looking to make change a competitive advantage and change leaders struggling to secure greater executive involvement.Whether you're navigating AI-driven disruption or implementing a new strategy, this conversation provides a blueprint for turning change leadership into your organization's secret weapon.00:00 - Introduction: Moving beyond change management to change leadership00:55 - Why change leadership capability will be a critical competitive differentiator02:15 - The exponential increase in change impact: from 1-2 changes annually to 17-1803:30 - How AI is accelerating the pace of change beyond Moore's Law05:00 - Why 70% of change initiatives fail despite significant investment06:10 - The renovation metaphor: Why change requires executive presence and involvement09:05 - The data behind CEO-led transformation: 3x more likely to achieve objectives10:35 - The rise of Chief Transformation Officers: A positive trend or delegation?12:20 - Defining the CEO's role in transformation vs. the Chief Transformation Officer14:15 - Why CEOs often underestimate their influence in driving change15:30 - The business case for C-suite involvement: Risk reduction and opportunity creation17:10 - How visible leadership creates a "snowball effect" of change adoption18:35 - Making change leadership a competitive advantage in an accelerating world19:25 - Advice for change leaders struggling with disengaged executives21:05 - Three key recommendations for C-suite executives leading transformation----Connect with:Nellie WartoftCEO of TigerhallChair of the Executive Council for Leading Change (ECLC)nellie@tigerhall.com ----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

Here's a stat that might make you spit out your coffee: 80% of AI projects launched last year failed to deliver on their promises. Yikes! In this conversation that's refreshingly no nonsense, Nellie chats with Shankar Kalyana, CTO at Stantec, about why so many change leaders are struggling with AI implementation and what the successful 20% are doing differently.Shankar cuts through the AI hype with practical wisdom from someone who's actually made this stuff work. He shares why your team might be resistant to that shiny new Copilot license (and what to do about it), which parts of Microsoft Copilot actually deliver value versus where it falls flat (Excel, we're looking at you), and why sometimes the best approach is to "chatbot the heck out of it" and learn as you go.----Connect with:Nellie WartoftCEO of TigerhallChair of the Executive Council for Leading Change (ECLC)nellie@tigerhall.com ----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

Scottsdale is definitely a foodie town. Which makes the Taste event even more delicious. Executive Council 70 is a local non-profit who provide grants to programs and nonprofit organizations focused on helping youth in Arizona overcome adversity and reach their full potential. They do this by hosting signature events throughout the year such as Cantina during Spring Training, Toast food and wine event, a golf tournament and more. This year's Taste Chariman is Mike Basham. Born and raised in Scottsdale, Matt knows how important these youth programs are to our community.   Calendar of Events Taste! April 12 @ Scottsdale Civic Center. Bring your appetite as this is an opportunity to try out 50 local restaurants.    Spring Training GamesWe're in full swing with spring training. The city is bustling with people and baseball fans from around the nation. So batter up, get ready and let's go!  PHX Film FestivalStarts this weekend, March 27- April 6th. Movies are playing at Harkins 101 off Scottsdale Road.

Scottsdale is definitely a foodie town. Which makes the Taste event even more delicious. Executive Council 70 is a local non-profit who provide grants to programs and nonprofit organizations focused on helping youth in Arizona overcome adversity and reach their full potential. They do this by hosting signature events throughout the year such as Cantina during Spring Training, Toast food and wine event, a golf tournament and more. This year's Taste Chariman is Mike Basham. Born and raised in Scottsdale, Matt knows how important these youth programs are to our community.   Calendar of Events Taste! April 12 @ Scottsdale Civic Center. Bring your appetite as this is an opportunity to try out 50 local restaurants.    Spring Training GamesWe're in full swing with spring training. The city is bustling with people and baseball fans from around the nation. So batter up, get ready and let's go!  PHX Film FestivalStarts this weekend, March 27- April 6th. Movies are playing at Harkins 101 off Scottsdale Road.

We've all heard that phrase "work smarter, not harder." But has anyone actually told you what that means in practice? For those of us leading change and transformation, the gap between working ourselves to the bone and actually creating impact can feel frustratingly wide.This week, Nellie speaks to Chris Hirst, former Global CEO of Havas Creative, and author of ‘No Bullshit Change', ‘No Bullshit Leadership', and the upcoming ‘Indispensable: The No Bullshit Guide to Career Success'. Chris reveals a startling reality: most change leaders deliver 80% of their actual value in just 20% of their time. The rest? It's what he calls "fluff and filler" that's eating our productivity alive.Chris tackles a provocative idea – that identifying and focusing on the vital 20% doesn't require special talent, just deliberate practice and clear priorities. You'll learn practical approaches to reclaim your calendar (including his Monday morning 10% rule), run meetings that actually accomplish something, create presentations that engage rather than bore, and communicate in ways that drive action.Whether you're leading organizational change and transformation or building your own career, these straightforward techniques for leadership, clarity, and execution will help you stop wasting time and become truly indispensable.----Connect with:Nellie WartoftCEO of TigerhallChair of the Executive Council for Leading Change (ECLC)nellie@tigerhall.com Find Chris' upcoming book here.https://www.amazon.co.uk/Indispensable-Seven-Ways-Thrive-Workplace/dp/1529051754 ----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

In this episode of the Mind Movement Health Podcast, host Kate Boyle is joined by Associate Professor Sanjay Warrier, a leading breast cancer surgeon, to discuss crucial topics surrounding breast cancer. The conversation covers essential aspects of breast cancer prevention, lifestyle choices, and advanced treatment options. Sanjay Warrier provides insights into the rising prevalence of breast cancer and emphasizes the importance of regular breast checks, while also breaking down different types of breast cancer and their respective interventions. The discussion delves into genetic, lifestyle, and environmental factors that influence risk and explores the latest advancements in breast cancer treatments aimed at improving patient outcomes. Kate and her guest also highlight the significance of diet, exercise, and mindfulness in supporting overall health and reducing cancer risk. With a focus on education and proactive health management, this episode is a must-listen for anyone seeking to deepen their understanding of breast cancer and learn practical strategies for prevention.   Connect with Associate Professor Sanjay Warrier: Associate Professor Sanjay Warrier is a Sydney-based breast surgeon at Chris O'Brien Lifehouse, Royal Prince Alfred Hospital, and the Mater Hospital. After completing his surgical training at Prince of Wales Hospital, Dr. Warrier pursued advanced research in Breast Surgical Oncology and Oncoplastic Surgery at the Sydney Royal Hospital for Women and Royal Prince Alfred Hospital. Currently, Associate Professor Warrier serves as the Chairman of Breast Training for Australia and New Zealand and is a member of the Executive Council for Breastsurganz. He is also the designated surgical lead for BreastScreen Central Sydney. Associate Professor Warrier has a keen interest in innovation within breast reconstruction, becoming the first user of Spy technology in Australia and a pioneer in robotic mastectomies in the Southern Hemisphere. In 2013, Dr. Warrier received the Patron's Prize for the best scientific research presentation at Royal Prince Alfred Hospital. His Master's thesis focused on a novel biomarker that predicts poor outcomes in breast cancer.  

Whenever change initiatives are being presented within senior leadership meetings, many times leaders nod enthusiastically, but privately harbor doubts about changes. After all, a comfortable lie is often easier than an uncomfortable truth, but this is why change initiatives often derail despite executive sponsorship.Join Barbara Roos (Director of Change Centre of Excellence at Intel Corporation) and Nellie Wartoft as Barbara reveals her secret weapon to combat this problem: a workshop that surfaces leadership misalignment without pointing fingers.----Connect with:Nellie WartoftCEO of TigerhallChair of the Executive Council for Leading Change (ECLC)nellie@tigerhall.com ----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

Join GoStrategic CEO Katherine Gallagher as she interviews her brother, Adam Peacocke and hear the exciting testimony of his work in local community partnerships and their ripple effect on the state of California and beyond. Adam is Founder of FeatherVine, a ministry rooted in community transformation that fosters unity among churches and their surrounding neighborhoods and cities. Adam played a key role in disaster response following the devastating Sonoma County wildfires, spearheading efforts that produced significant advances in local schools, foster care, and homelessness. Adam also leads Sonoma County Churches United Relief, serves on the Executive Council of Together in Christ Sonoma County, and is on the Board of Directors for GoStrategic. Referenced within this teaching is our School of Strategic Living  School of Strategic Living   School of Kingdom Citizenship School of Kingdom CitizenshipThe 12 Master Principles https://www.gostrategic.org/12-master-principles/ For more on the ministry of GoStrategic visit Latest - GoStrategic 

While Jew hatred in America and Europe has been at the forefront recently, the reality is Jews everywhere are under siege. This is especially true in Australia, where attacks on Jews have ranged from doxxing and vandalism to arson, including the horrific firebombing of Melbourne's Adass Israel Synagogue. Host Steven Shalowitz sits down with Alex Ryvchin, Co-Chief Executive Officer of the Executive Council of Australian Jewry, to discuss the deteriorating situation for Jews in Australia, the investigations into the various attacks, and how everything has brought the local Jewish community closer together.

What happens when a group of ministry- and mission-minded men decide that they want  more than a social gathering and want to change the world? The G6 World Changers in Scottsdale, AZ come together with intentionality - to know each other better as well as each other's passions. One outcome is that they support worthy organizations together through finances and any other gifts members bring to the table. But it's all driven by a passion to be involved in spreading God's word and in sharing the generosity that God gives to us with others. Listen in as Ted Esler and Matthew Ellison talk with Bob Smith who unofficially represents the G6 World Changers - a giving circle. Bob gives insight into how the group functions and what types of projects they support. Bob Smith is a senior executive, general counsel, strategic advisor, manager and leader of large-scale transactions. A trusted advisor to Boards of Directors and senior corporate leadership teams and a recognized corporate governance expert, he also serves as director on a public company board. His experience spans public company spin-offs, major litigation, significant regulatory strategy, and building high-performing legal teams. His ability to deliver outstanding value by providing clear communication, sound advice, and innovative and effective results across the full range of critical business and legal challenges has enriched all his work. As a testament to his reputation for wisdom, he has even advised Congress in the creation of national policy. As Senior Vice President and General Counsel for the Columbia Pipeline Group, Inc. (now TransCanada Corp.), Bob served as a member of the Executive Council and Benefits and Risk Management committees. He was also a member of Columbia's Foundation and a Board member of Columbia Pipeline Partners, Ltd. (CPPL). He serves on the Board of Trustees of the El Faro Ephraim Foundation, which supports training and compassion efforts in Guatemala. He served as the interim president of Global Action from 2017-2018.The Mission Matters Podcast is a place to talk about the importance of our Mission as Christians. The Mission Matters is a partnership of Missio Nexus and Sixteen:Fifteen, who have a shared passion to mobilize God's people to be a part of His mission.

Dr. Robbs grew up in Naperville and graduated from Neuqua Valley High School. He studied Integrative Biology/Chemistry at the University of Illinois Urbana-Champaign before receiving his Doctorate of Optometry at the Illinois College of Optometry (ICO). During his time at ICO, he graduated with academic honors, research honors, and was selected for their Accelerated Clinical Program. In addition, he received multiple awards and recognitions for his leadership as a Resident Assistant at ICO. Recently, he was awarded the 2024 Young Alumnus Optometrist of the Year for (ICO). Dr. Robbs is a published author in many medical journals for his work in the field of retinal health. This includes how nutrition and exercise positively effects patients with neurological conditions, as seen through ocular health scans. The American Academy of Optometry (AAO) named one of his research publications most influential in the 2020 National Meeting. Dr. Robbs received specialized training in advanced ocular disease and glaucoma, multifocal and monovision contact lenses, pediatric eye exams, and family eye care. He currently serves on the Executive Council of the Illinois Optometric Association (IOA) and the Alumni Council of the (ICO).

Nellie Wartoft and Aric Wood tackle a critical question: Why do we treat marketing with precision and personalization, but neglect these strategies in change communications? Discover how personalization, multi-channel engagement, and innovative technologies can revolutionize change campaigns in organizations. ----Connect with:Nellie WartoftCEO of TigerhallChair of the Executive Council for Leading Change (ECLC)nellie@tigerhall.com ----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

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:

Struggling to close more deals and grow your business? In this episode, sales expert Kim Fitzpatrick reveals powerful strategies to master sales psychology, build trust, and create an emotional connection that drives conversions. Learn how to overcome objections, craft a personal brand that sells, and unlock unstoppable growth. Tune in now and transform your sales game!03:00 - Elevating Your Business Through Sales Mastery05:30 - Breaking Limiting Beliefs Around Selling07:45 - The Emotional Connection That Drives Sales10:10 - Storytelling as a Game-Changer in Sales12:20 - Overcoming Fear and Objections with Confidence14:50 - Servant Leadership: Selling Through Impact17:05 - The Role of Mindset in Achieving Sales Success19:40 - The Science Behind Why People Buy22:10 - How to Build Trust and Authority Instantly25:30 - Scaling Revenue by Mastering Sales Psychology28:15 - Transforming Conversations into Long-Term Clients30:45 - The Biggest Mistakes Entrepreneurs Make in Sales33:00 - Building a Personal Brand That Sells Itself36:20 - The Key to Creating a Magnetic Sales Presence39:00 - Using Social Media to Strengthen Sales Strategies41:35 - High-Performance Habits for Sales and Leadership44:00 - Final Advice: Becoming a Sales-Driven LeaderGuest Bio:Kim Fitzpatrick is an Executive Business, Life + Leadership Coach who aims at maximizing the potential in everyone whose path she crosses. Kim is truly and uniquely one of a kind and her energy is infectious and comes straight from the heart. She has co-founded and built multiple-figure businesses in the online leadership coaching realm, retail, and direct sales space. Her organization was responsible for tens of millions of dollars in retail and digital wellness sales and she and her husband Jamie made history in their affiliated companies in levels of success. She has personally helped multiple women in business scale to multiple six-figure businesses and beyond. Kim is the CEO and Founder of Legacy By Kim, as well as the creator of the “Awaken Her Clarity Mastermind, The Executive Council a deep dive for business entrepreneurs and their ultimate growth, as well as subsequent courses. She also authored her morning habits and routine heart map and Journal “Be Her Now” which has been the backbone of her successful morning and life routine. She is also the Co-Host of the Podcast “Fitzlife Unfiltered” and has keynoted as well as spoken across the world on stages and at conferences to tens of thousands of people sharing her unique energy and knowledge.Guest Link:www.instagram.com/kim_m_fitzpatrickGet FREE Access to our Community and Weekly Trainings:group.strsecrets.com

Send us a text  Ranger Shooting Eyewear is always being innovative and striving to give you the best possible options for shooting eyewear. When it comes to shooting glasses, price is a big factor. Usually, you have top of the line, which is very expensive, and you have bottom of the line, which gives you protection, but not the clarity and contrast performance you are looking for.  Now, enter Rangers new offering!    Listen in as we discuss what they are, how much they cost, and why they may be perfect for you!   Next on the show, we have Michael Hampton Jr, of the NSCA for their monthly segment. Michael comes to us fresh out of the yearly Executive Council meeting. He gives us the news from the meeting on some determinations that were made, plus some interesting news on some possible new rule changes!   Lots of information packed into this event!- 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/- 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