Podcasts about five questions

Dr. Michelle Johnston reveals the powerful shifts that help leaders reengage their teams.— YOU'LL LEARN — 1) How to become the leader people want to follow2) The two words to cut from your vocabulary3) Three simple steps to reenergize any meetingSubscribe or visit AwesomeAtYourJob.com/ep1177 for clickable versions of the links below. — ABOUT MELISSA — Dr. Michelle K. Johnston is a globally recognized executive coach, bestselling author, podcast host, and speaker who is challenging outdated leadership methods and championing connection-driven leadership. Her work has earned her recognition as an ABC News Remarkable Woman, a Top Ten Executive Coach, and a frequent contributor on NBC News. Michelle is also a distinguished professor at Loyola University New Orleans where she combines decades of research with real-world experience to challenge outdated leadership methods. Her message is timely in today's AI-driven world: leaders that prioritize human connection will be the ones that attract, engage, and retain top talent while driving bottom-line results.• Book: The Seismic Shift in You: The Seven Necessary Shifts to Create Connection and Drive Results• Podcast: The Seismic Shift• Website: MichelleKJohnston.com— RESOURCES MENTIONED IN THE SHOW — • Book: Any Dumb-Ass Can Do It: Learning Moments from an Everyday CEO of a Multi-Billion-Dollar Company by Garry Ridge and Martha L. Finney• Book: How to Work with (Almost) Anyone: Five Questions for Building the Best Possible Relationships by Michael Bungay Stanier• Past episode: 651: How to Defuse Verbal Conflict and Prevent Toxicity from Ruining Your Day with Sam Horn• Past episode: 766: Marshall Goldsmith on Simple Shifts for a More Fulfilling Career and Life• Past episode: 874: The Five Questions that Build the Best Possible Relationships with Michael Bungay Stanier— THANK YOU SPONSORS! — • Shopify. Sign up for your free trial at Shopify.com/awesomepod• Vinted. Download the Vinted app for free to start selling with no seller fees!• Fitnexa. Get $10 off the SomniPods3 with the link and code AWESOMESee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

(0:00) The second hour of the show begins with caller reactions to Mazz' Tiers on players that were better off being elsewhere.(13:50) The guys discuss Adam Schefter's latest on Christian Gonzalez and his contract with the Patriots.(21:30) Caller reactions to Mazz' Tiers.(32:50) Five Questions with Jim Murray that have nothing to do with sports.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

We cover how Qualified Opportunity Zones work, why the timing of your investment matters, and all the rules for investments made in 2026 are very different from those beginning in 2027.You'll learn about the 180-day investment deadline, the limited deferral available in 2026, and the new five-year deferral beginning in 2027. Most importantly, you'll learn why an Opportunity Zone investment should make financial sense before considering the tax benefits.

(0:00) The third hour of the show opens with the guys reacting to Willson Contreras arguing with fans after Wednesday's loss.(13:00) Reflections on Wednesday's Red Sox loss against the Diamondbacks.(21:09) Caller reactions to Patriots training camp, Mazz' Tiers, and more.(29:35) Five Questions that have nothing to do with sports with Jim Murray.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This kind of Japan travel doesn't show up in guidebooks. In January 2024, a major earthquake struck the Noto Peninsula, lifting the seabed 15 feet into the air and exposing an ocean floor that locals walked across—harvesting octopus and abalone—to get home. This week on Unpacked, Five Questions, host and Afar executive editor Katherine LaGrave is joined by Afar contributing writer Ryan Knighton, who recently wrote a feature about traveling along the peninsula. Ryan, who is blind, visited Noto two years after the earthquake on a slow walking tour, drawn by the parallels between this remote coastal peninsula and his own earthquake-prone home on Vancouver Island. What he found was a place not broken, but mid-repair—and a Japanese art form that made sense of everything. THIS WEEK'S GUEST Ryan Knighton is an author and Afar contributing writing whose stories consistently find the textures, flavors, and human stories that sighted travelers walk past. A former English teacher in South Korea, he brings a slow, sensory approach to Japan travel and beyond—listening to sushi chefs talk about their knives, walking earthquake fracture lines with his feet, and finding the people who hold a place together.  IN THIS EPISODE What blind travel in Japan actually looks like: why guides, sushi chefs, and strangers become the mediators of a place, and what it feels like to walk an earthquake fracture line with your feet instead of seeing it with your eyes Why Ryan chose the Noto Peninsula for his Japan travel debut: a remote, earthquake-prone coastal community with striking geographic parallels to his own home—and a story of post-disaster recovery he felt compelled to witness in person The food that made the trip: Tokyo-style sushi whose origins trace directly to a 1923 earthquake, Japanese barracuda, Noto sea salt gelato at 10 a.m. in a parking lot, and a tuna described by his wife as looking like a ruby The scene that didn't make the final cut: a couple walking home after the earthquake on a newly exposed seabed—15 feet of ocean floor lifted overnight, scattered with octopus and abalone, with kids too excited about sea creatures to be scared How kintsugi—the Japanese art of repairing broken objects with gold—became the metaphor that unlocked the entire story, and why it took a gold leaf factory on day one to understand what Noto was actually about LINKS & RESOURCES Ryan's Afar story on Noto, Japan Walk Japan Wajima, Ishikawa Prefecture Somamichi Restaurant 2024 Noto Peninsula Earthquake — background CHAPTER MARKERS 00:00:00 Introduction 00:02:00 Japan Travel on Foot and Without Sight 00:05:00 The Ethics of Disaster Tourism 00:07:00 Food as Craft, Craft as Place 00:10:00 The Scene That Didn't Make the Cut 00:12:00 Walking the Fracture Line 00:14:00 Mr. Squid and the Spirit of Noto 00:16:00 Kintsugi as Metaphor Learn more about your ad choices. Visit megaphone.fm/adchoices

The 1981 Kansas City Hyatt skywalk collapse came down to one unchecked decision, and it holds a hard lesson for every construction business owner. In this episode of the Construction Leading Edge podcast, Todd Dawalt shares a decision-making framework of five questions and four tips to train your team to make better calls in the field and in pre-construction. ⚡Schedule a Business Evaluation Call with The Construction Leading Edge Team: HERE

How do you decide which trainings in your library still deserve a spot, and which ones are just taking up space?In this episode of Learning for Good, I walk through five strategic questions nonprofit leaders can use to decide when to retire a training program. Many nonprofits build a training toolbox one request at a time, until the toolbox is packed with tools nobody stops to evaluate. That toolbox turns into an endless menu instead of a strategy, and it gets harder to tell which trainings are still earning their place.Keeping a training isn't about whether people liked it or whether it's always been offered, it's about whether it's still moving the mission forward.▶️ Should You Retire Your Training?▶️ Key Points:00:00:00 When Should You Retire a Nonprofit Training Program?00:03:15 How the Nonprofit Training Toolbox Fills Up Over Time00:05:32 Five Questions to Decide Whether to Retire a Nonprofit Training Program00:08:19 Building a Curated Nonprofit Training ToolboxResources from this episode:Join the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collectiveConnect with HeatherLinkedIn: Heather BurrightWebsite: skillmastersmarket.comBook an interest call with Heather here.⭐Was this episode helpful? If you're listening on Apple Podcasts or Spotify, follow and leave a review!

(0:00) The final hour of the show begins with caller reactions to Mazz' Tiers on an Agenda-Free Friday(12:12) The guys discuss the issues at the Patriots kicker position after Andy Borregales struggled in Thursday night's preseason game.(24:37) Five Questions with Jim Murray that have nothing to do with sports, The Email of the Day, and The Final Word!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Who is Allen?Allen Kopelman is the seasoned founder of a forward-thinking payments company, with an impressive professional career spanning over 25 years in the payments industry. Previously involved in the hospitality sector as a restaurant owner and chef, Allen transitioned to the payments industry with a resolve to help business owners optimize their transaction processes. His deep understanding of both sides of the payment equation empowers him to create client-centric solutions that enhance business growth and efficiency. Allen is a problem solver at heart and a respected voice in the industry, also contributing as a writer for the Green Sheet magazine.Episode Summary:Welcome to It's Not Rocket Science: Five Questions Over Coffee, where Stuart Webb engages with Allen Kopelman, the innovative founder of a successful payments company. In this enlightening episode, Allen delves into the intricacies of payment solutions, outlining how tailored payment software can significantly reduce costs for business owners. Through sharing his rich experience, Allen illustrates the transformation from traditional payment setups to today's software-centric approaches. The conversation touches upon key elements that businesses need to consider when scaling their payment operations, with insights into common challenges faced by startups and how his company provides resolute solutions.The discussion highlights practical advice on leveraging payment technologies to maintain cash flow, avoiding the pitfall of becoming a financial buffer for clients. Allen underscores the importance of invoice automation and understanding interchange in order to enhance business operations. His valuable insights and real-world anecdotes underscore the critical role of payment strategies in ensuring business viability. Business owners and payment professionals alike will find this conversation both informative and inspirational, offering actionable strategies for optimizing payment processes and fortifying cash flow.Key Takeaways:* Understanding your payment system is crucial to effective business operations, especially when considering scalability and customer service.* Automated billing systems can significantly improve cash flow and free up resources for core business functions.* Business owners should avoid negotiating long-term payment terms, thereby mitigating cash flow issues by effectively utilizing credit options for customers.* The importance of understanding interchange rates in optimizing payment transactions, particularly as businesses expand.* Transitioning from traditional business approaches to embracing software solutions can improve operational efficiency and customer satisfaction.Notable Quotes:* “Payments is all about software...using the proper technology based on whatever business it is that you have.”* “Your customer already has a bank. You shouldn't really be doing that as a business owner.”* “Cash flow is king...you shouldn't really be doing that as a business owner.”* “You have to make decisions, you can't just wallow around.”* “Don't be the bank. Your customer already has a bank.”Resources:* Allen Kopelman: LinkedIn Profile [Not explicitly mentioned but relevant]* The Green Sheet: Industry magazine where Allen contributes.* Who Moved My Cheese? by Spencer Johnson, a recommended book.* The Five Second Rule by Mel Robbins, another highly recommended book.* Visit It's Not Rocket Science: Five Questions Over Coffee for free resources and more insights from the episode.Dive into the full episode to grasp the depth of Allen's expertise and stay tuned for more discussions that demystify complex topics with simplicity and p

The Jetsons, No Water, and Five Questions "This Evening"

Don opens with a spirited defense of AI as a creative tool—especially when it makes ideas possible that would otherwise be too expensive or time-consuming. Technology changes the jobs around us, but learning to direct it responsibly can expand what one person can make.Then it's on to listener questions: how charitable giving from a retirement account might work better through an IRA and qualified charitable distributions, whether dividends and bond interest should be reinvested, and why money generally belongs at work instead of waiting in cash.Finally, Don weighs a COLA-adjusted pension against a lump sum, considers a low-cost new 401(k) versus an IRA, gives a hard no to illiquid Why Refi promissory notes, and compares simple flexible retirement withdrawals with advisor-managed guardrails.03:40 — AI as a creative tool07:01 — Charitable giving, IRAs, and QCDs09:55 — Reinvesting dividends and bond interest11:37 — Pension or lump sum? Plus the next 401(k)14:52 — Why Refi and the danger of “magical” returns17:56 — Flexible withdrawals versus guardrailsQuestions? Comments? Click!

Second-year med student Jules Einhorn approached The OSA Insider's team to propose a mini-series called "Five Questions," in which he interviews different faculty members and asks five questions to get to know them better. We were all for it. In this episode, we get to know Jules a little bit and then segue right into his first "Five Questions" conversation with Dr. Devang Patel, Infectious Diseases specialist and Assistant Dean for the Pre-Clerkship Curriculum at UMSOM. 

For more than twenty years, people have asked me two questions about podcasting more than almost any others: “How do I launch a podcast?” “How do I grow my audience?” Those can be useful questions, but neither one appears on my list of the five questions you must be able to answer if your goal is to generate clients through your show. Do not ask, “How do I grow my podcast?” until you can clearly answer what the growth is intended to produce, for whom, and why they would eventually pay you. A larger audience will not solve an unvalidated offer, unclear positioning, vague messaging, or a lack of confidence in the value you provide. Before investing more time, energy, and money into growing your show, I encourage you to reflect on these five questions. 1. Do you have a validated product or service? Has someone actually paid you for this solution, or are you hoping the podcast will validate it for you? Conversations, compliments, expressed interest, and awareness of a problem do not necessarily prove that people are willing to pay for your solution. My definition of early validation is that two or three people have paid for the product or service and would rate their satisfaction with that investment as an eight, nine, or ten. A podcast can help people discover and trust you, but it should not become a way to postpone the vulnerable work of asking someone to pay for what you offer. 2. Do you know exactly who your ideal client is? Can you identify the specific person, problem, desire, threshold, or transformation your offer is designed to address? You should be able to clearly describe: Who this person is What they are currently experiencing What they desire Where they tend to get stuck What obstacles they face What transformation your offer helps them experience You should also be able to answer this question clearly: “If I were looking for someone who might be a great fit for what you do, who should I be on the lookout for?” When you know exactly who you serve, your content becomes more focused, your language becomes more specific, and your invitations become more relevant. 3. Is your positioning and language clear enough for that person to recognize themselves? When they hear you describe the problem and the desired outcome, do they immediately think, “He understands exactly where I am”? Clear positioning does more than explain what you do. It allows the right listener to recognize their own experience in your words. They should hear you describe their challenges, patterns, frustrations, and desires with enough specificity that they feel understood. Vague language may sound professional, but specific language creates recognition. 4. Is each episode intentionally created for that person? Are you speaking to a clearly defined listener and helping them move toward a better decision, a new belief, or a meaningful next step? Your podcast does not need to sell your service in every episode. But every episode should make it increasingly logical for the right person to want your help. Your content can build trust, demonstrate how you think, reveal your values, clarify the listener's problem, and help them see possibilities they could not previously see. The purpose is not to turn every episode into an infomercial. The purpose is to create content that consistently serves the kind of person your business is designed to help. 5. Do you believe deeply enough in the value of your offer to confidently invite people into it? Are you willing to clearly tell the right listener what you offer, why it matters, and what they should do next? You may have a validated offer, a clearly defined ideal client, powerful positioning, and relevant content. But none of those things will generate clients if you remain unwilling to make an invitation. On a scale of one to ten, how confident are you in the value of what you offer? If your answer is not an eight, nine, or ten, there may be important work to do around your offer, your evidence, your language, or your own belief in the transformation you provide. Confidence does not require arrogance or pressure. It means believing that inviting the right person into your offer is an act of service. You May Need Fewer Listeners Than You Think Depending on your business model, you may only need twenty, thirty, or fifty clients each year. With a genuinely high-value offer, you may only need five or ten. You do not necessarily need a massive audience. You need the right people hearing a clear message about a valuable solution that was intentionally created for them. I Would Love to Hear From You Take some time to journal through these five questions. Which one is the most difficult for you to answer? What answer have you developed so far? Email me personally at cliff@cliffravenscraft.com and tell me which question you are struggling with most. I may respond with a few clarifying questions and begin an asynchronous conversation with you. If we have worked together before, I may suggest that we jump on a call. You are also welcome to send me the name of your podcast, a link to your show, and your answers to all five questions. I would love to celebrate the clarity you have developed, and I may feature some responses in a future episode. If your desired outcome is to generate clients through your podcast, answering these five questions may be far more valuable than finding another strategy for growing your downloads.

“Ishvara (the Supreme Lord), jiva (the living entity), prakriti (nature), eternal time and karma (activity) are all explained in the Bhagavad-gita. Out of these five, the Lord, the living entities, material nature and time are eternal.” (Shrila Prabhupada, Bhagavad-gita, Introduction)

If you stay busy all day but the work that actually grows your construction business keeps getting pushed to tomorrow, the problem probably isn't your willpower or your ADHD brain. In this episode, Todd Dawalt breaks down the deep work system builder CEOs use to cut interruptions, protect their time, and get the important work done. ⚡Schedule a Business Evaluation Call with The Construction Leading Edge Team: HERE

Trade Deadline, Vacant Homes, and Five Questions "This Evening"

(0:00) Caller reactions on the Celtics, Red Sox, and more. (12:00) The guys discuss what the Red Sox should do at the deadline.(24:43) Five Questions, Email of the Day, and The Final Word!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Who is Arba?Arba Cooper is a distinguished marketeer with a longstanding expertise in technology, dating back to the 80s. Specializing as a digital marketing trainer, Arba dedicates her efforts toward solopreneurs, particularly baby boomers, who are facing challenges with technological advancements. Her passion is fueled by personal experience and a strong desire to help others navigate the complexities of digital marketing, particularly video marketing. Arba is celebrated for her patience and ability to distill complex technological concepts into approachable, relatable lessons.Key TakeawaysIn this episode of “Five Questions Over Coffee,” hosted by Stuart Webb, we dive into a lively and informative discussion with Arba Cooper, an expert in digital marketing and technology. Arbor shares her longstanding experience in technology, having witnessed its evolution since the 80s, and her passion for helping solopreneurs, particularly those within the baby boomer demographic, accustom themselves to the digital age. This episode unveils Arba's insights on the potency of video as an essential marketing tool, especially in the age of AI.Arba discusses her role in assisting solopreneurs who struggle with integrating new technologies into their business strategies. She describes how she supports clients by reducing their apprehension towards technology and introducing them to video marketing, a crucial aspect in today's digital commerce landscape. With attention spans diminishing, she notes that video content can significantly elevate engagement and lead generation. This episode is packed with Arba's personal anecdotes, expert advice, and effective methodologies in leveraging modern marketing tools.Key Takeaways:* Solopreneurs, especially baby boomers, often face challenges with technology that Arba Cooper helps them overcome with patience and expertise.* In the realm of digital marketing, video content particularly holds increasing value in engaging audiences and generating leads.* Arbor emphasizes that effectively using AI tools can aid those uncomfortable with appearing on camera to still create compelling video content.* Arba's commitment is deeply personal, rooted in her own experiences of entrepreneurial struggles when she faced marketing challenges without adequate guidance.* Engaging with a community of learners can enhance one's skills in video marketing, benefiting from both novice insights and professional expertise.Notable Quotes:* “The person I am exactly trying to talk to is the solopreneur who is struggling particularly with their marketing.”* “Attention span has become shorter... but you can use technology, what's called faceless videos, or insert yourself in different parts of your video.”* “If a person's afraid to be on camera, my job is not to make them comfortable, it's to show them there are other ways.”* “We would miss out on a lot of the services and products of the solopreneurs.”* “If they have time, I'll give my talent.”Resources:* Five Questions Over Coffee - Free Stuff Vault: fivequestionsovercoffee.com/freestuffTune into this past episode to hear insightful discussions and practical advice on how

Not every Soldier grows up planning to serve.  In this episode of Army Matters, LTG (Ret.) Leslie Smith sits down with Cadet Orion Van Buskirk, a junior—otherwise known as a “Cow”—at the United States Military Academy at West Point, to explore what it means to discover service along the way.  Raised in Eugene, Oregon, with no military background, Van Buskirk initially saw West Point as an opportunity for a free education, a challenge and a different path from his peers. But what began as a practical decision evolved into something deeper. In this conversation, Van Buskirk reflects candidly on the realities of West Point: the intensity, the structure and the moments that test resilience. He shares how the experience has reshaped his identity, from realizing he had outgrown his old environment to building lifelong bonds with fellow cadets.  Guest:  Cadet Orion Van Buskirk, U.S. Military Academy at West Point Cadets—from West Point, and across the country, send us your papers! Cadets, do you want a chance to be published in Early Insights: From the Army's Future Leaders? We are proud to announce the launch of this program developed with our friends at the United States Military Academy. Submit your articles and papers to our team here in the Education & Programs department at AUSA. Email us at education@ausa.org. Five Questions for a General Hear Cadet Van Buskirk interview AUSA's own GEN (Ret.) Robert B. Brown and LTG (Ret.) Leslie C. Smith on Five Questions for a General, a production of the Modern War Institute at West Point.  Has a member of the Army positively changed your life? Now is your chance to thank them publicly with a shoutout via our Hooah Hotline and have it possibly appear on an upcoming episode of AUSA's Army Matters podcast! AUSA's Army Matters podcast can also be heard on Wreaths Across America Radio on Monday at 8 pm Eastern. You can find Wreaths Across America Radio on the iHeart Radio app, the Audacy app, and the TuneIn app. Search the word Wreath.  Donate: If you are interested in supporting AUSA's educational programs, such as this podcast, please visit www.ausa.org/donate.  Feedback: How are we doing? Email us at podcast@ausa.org.  Disclaimer: AUSA's Army Matters podcast primary purpose is to entertain. The podcast does not constitute advice or services. While guests are invited to listen, listeners please note that you are not being provided professional advice from the podcast or the guests. The views and opinions of our guests do not necessarily reflect the views of AUSA.      

Dave McCann and Blaine Fowler open the July 27, 2026 episode of Y's Guys one week out from BYU's fall camp report date, digging into Pro Football Focus's Big 12 quarterback rankings (where Bear Bachmeier lands at a surprising No. 6 despite a 12-win freshman season) and PFF's Big 12 running back rankings, where reigning offensive player of the year LJ Martin checks in at No. 3. They also cover The Athletic's ranking of the nation's top senior linebackers, which features two Cougars — Cade Uluave and Isaiah Glasker — in the top eight for the first time in program history, break down College Football Zone's game-by-game win probabilities that project BYU to go 11-1 with the lone loss coming against Notre Dame in Provo, and debate whether Cougar fans can root for Kyle Whittingham's Michigan now that Whittingham, Jay Hill, and Jason Beck have all left Utah for Ann Arbor.BYU Radio color analyst Hans Olsen joins live to tell the story of the LaVell Edwards home visit that flipped him from a Nebraska commitment to BYU, reflect on Kalani Sitake's growth as a head coach and how close the program came to losing him to Penn State, and rank his top five transfer portal additions headlined by Cade Uluave and Roger Saleapaga. Olsen breaks down the difference between playing offensive and defensive line at the NFL level, weighs in on how BYU should manage LJ Martin's workload as he chases the program's all-time rushing record, and closes with his Five Questions picks for the team's biggest impact players by position.The back half of the show covers AJ Dybantsa being named the Big 12's Male Athlete of the Year, men's and women's basketball preseason rankings, new football jersey patch news, and campus notes spanning soccer, volleyball, track and field (including Lexy Halladay-Lowry's repeat national steeplechase title), baseball Hall of Famer Jeff Kent, and golf top-16 finishes from Zac Blair and Patrick Fishburn. Hotel Park City/Ruth's Chris Superfan Kevin Kelley — born the day of the Miracle Bowl — rounds out the night with a round of “Where Were You,” sharing his favorite BYU sports memories from Notre Dame Stadium to Jimmermania.#YsGuys #BYU #BYUFootball #BYUCougars #CougarNation #GoCougs #Big12Football #BearBachmeier #HansOlsen #FallCamp2026 #CadeUluave #IsaiahGlasker #LJMartin #KalaniSitake #NotreDameFootball #BYUBasketball #AJDybantsa #RobWright #BYUSuperfans #ProvoUtah #LDS Hosted on Acast. See acast.com/privacy for more information.

Nuclear Warheads, Waste in the U.S., and Five Questions "This Evening"

Sileo opens five days from camp with the questions Sirianni must answer about Sean Mannion, Jalen Hurts, offensive messaging, middle-field passing and the next contract.Privacy & Opt-Out: https://redcircle.com/privacy

(0:00) The third hour opens with a discussion on when the Red Sox should bring their young stars back.(8:16) Caller reactions on Mazz' Tiers on the most famous sports streaks.(22:09) The guys discuss the issues the Patriots are having with Christian Gonzalez and Gabe Jacas.(30:11) Five Questions with Jim Murray that have nothing to do with sports.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Engineers are increasingly expected to work alongside AI, so how can leaders adapt to this reality and guide their teams with empathy? In this episode, Eva Ribes Vilanova, product manager at Keysight Technologies, shares practical strategies for leading teams in an AI-powered workplace with host Sam East. Eva shares the five questions every engineer should ask before introducing AI into a project and discusses why the leaders who succeed won't necessarily be the ones who adopt AI the fastest. Hear why change is emotional, how to maintain a healthy skepticism of AI outputs, and three habits to lead engineering teams with curiosity and confidence. — The Society of Women Engineers is a powerful, global force uniting nearly 45,000 members of all genders spanning 90+ countries. We are the world's largest advocate and catalyst for change for women in engineering and technology. To join and access all the exclusive benefits to elevate your professional journey, visit https://membership.swe.org

Retirement planning goes far beyond just accumulating a lump sum of money—it's about designing the life you actually want to live once the working years are over. Host

Spain wins World Cup, Best Grilled Foods, and Five Questions "This Evening"

Who is Gwen?Gwen Acton, PhD, has built her career helping “rocket scientists”—the brilliant scientists, engineers, and technical experts behind today's most innovative companies—become extraordinary leaders. With a background spanning everything from biology to technology, Gwen was inspired by the crucial roles these experts play in industries like biotech, aerospace, AI, big pharma, and government research labs. She saw that while technical leaders are essential for organizational success, many find themselves suddenly tasked with leading teams, often without the tools or training to do so. Gwen made it her mission to bridge this gap, coaching and advising growth-stage companies and R&D groups so their top technical minds can excel both as experts and as leaders.Key TakeawaysSummaryStuart Webb and Gwen Acton PhD discuss* Why technical expertise doesn't equate to leadership proficiency* Common pitfalls technical leaders face (like micromanagement and letting go of control)* The mindset shift required to move from individual contributor to successful team leader* The most essential skills and behaviors for leadership in science and technology-driven organizations* Practical advice for influencing up, engaging teams, and leading transformation* Insights from Gwen's career and highlights from her book, “Leadership for Scientists and Engineers”* Audience questions on changing leaders' minds and the hallmarks of great leadershipWhether you're a new leader, a technical expert on the rise, or simply curious about the bridge between science and leadership, this episode delivers actionable tips and inspirational stories.Timestamps & Overview* 00:00 - Tech glitches and introductions:Stuart Webb kicks off, introducing Gwen Acton PhD, her background, and the episode setup.* 01:24 - Defining the technical leader's challenge:Gwen explains who she helps and the need for leadership skills in technical organizations.* 04:10 - Why technical backgrounds don't prepare you for leadership:Gwen highlights the crucial differences between technical problem-solving and managing people, and why logic alone isn't enough for people problems.* 07:04 - The confusion and blind spots of technical leaders:Discussion about why what worked as a technical expert often fails in leadership, and the importance of learning new interpersonal skills.* 09:16 - Letting go and the pains of delegation:Gwen addresses micromanagement, the struggle to trust others, and methods for successful delegation in high-precision environments.* 11:29 - One piece of leadership advice:Why great leaders ask more (and better) questions instead of always trying to provide answers.* 13:24 - Audience Q&A – Changing minds and influencing up:Gwen shares tips for helping leaders change direction, including the power of genuine questions and one-on-one influence.* 17:05 - Gwen's journey from scientist to leadership expert:Personal story about her path, why group dynamics and leadership in science are so important, and practical solutions for the technical world.* 20:20 - About the book “Leadership for Scientists and Engineers”:What readers will find inside and why it's designed as a practical guide for technical leaders.* 21:34 - What makes a good leader or role model?:Key traits and behaviors ranging from strategic alignment to offering feedback and motivating teams.* 26:48 - The killer question: What separates great leaders from those who plateau?:Gwen's reflections on lifelong learning, intentional skill development, and the humility to accept feedback.* 29:28 - Closing remarks and staying in touch:How to subscribe for future episodes, more about Gwen, and reaching out with questions.Resources and Links*

Weird Carnival Foods, Cheapest Countries to Travel To, and Five Questions "This Evening"

Mind Set | Week 6: Five Questions That Reveal God's Love | Roman 8:31-39 // Ryland Walter // Discover how setting your mind on God's truth transforms every aspect of life. Learn to see yourself, your circumstances, and your future through God's eyes—and experience the life and peace that come from setting your mind on what the Spirit desires.

(0:00) The second hour of the show begins with a reflection on the aftermath of the Jaylen Brown trade.(13:01) Caller reactions to Mazz' Tiers on the most memorable press conferences.(25:18) The guys discuss the USA's exit from the World Cup after Monday's loss against Belgium.(32:04) Five Questions with Jim Murray that have nothing to do with sports.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The WIP Morning Team is joined by Ruben Amaro Jr., John Kruk, and Jody MacDonald to analyze last night's Philadelphia Phillies loss. The team discusses the bullpen struggles, how the rookies performed last night, and what the Phillies must do going forward. The Morning Team analyzes Zack Wheeler's All-Star Snub with Amaro Jr. and Kruk. They also break down the odds that the Philadelphia 76ers land LeBron James and what that would mean for Joel Embiid. Finally, the team discusses the ticking clock for the Anaheim Ducks to match the Flyers' offer sheet for Leo Carlsson. Life advice, Time's Yours, and Five Questions with Jody MacDonald.

Featuring Justin Patterson. Recorded live at Freedom Fellowship Church in Tontitown, Arkansas on Sunday, July 5, 2026.    Visit us online at freedomfellowship.com

In this episode, we continue our Trading Avatar series by looking at one of the most common execution mistakes traders make:Selling their winners too early.Taking profits isn't automatically the wrong decision.In fact, depending on your strategy and Trading Avatar, it may be exactly the right thing to do.The problem is when you sell because you're afraid of giving back unrealized gains, not because your chart or trading plan tells you it's time.In this episode, we explore why profitable trades can be just as emotional as losing ones, how different Trading Avatars should manage winning positions, and how to decide whether to take profits, take partial profits, or simply let the trend continue.Join the Free Trading CommunityJoin our free trading community (full course + weekly live Q&A):

In this episode of Five Questions, Five Answers, Birgit Matthiesen, David Hamill, James Kim, and Antonio J. Rivera break down the June 3, executive order, Strengthening Customs Enforcement — not a tariff, but potentially one of the year's most consequential trade actions for US importers.  They cover the order's expanded disclosure demands, its 90-day overhaul of the US Customs and Border Protection's (CBP) penalty-mitigation framework, and CBP's hard-edged enforcement posture — and explain why a proactive review of import processes can turn the disruption into a competitive edge in 2026. Takeaways - It is not a tariff — but Strengthening Customs Enforcement may be the year's most consequential trade action for US importers. - Executive orders carry the full force of law, and CBP “stands ready to enforce,” now treating importing as “a privilege, not a right.” - Expect to disclose far more — foreign tax and business identifiers, affiliated partners, and supply-chain and product detail (composition, grade, size). - CBP's mitigation framework gets a 90-day overhaul: a penalty floor of at least 50% for national-security violations, and no mitigation for repeat offenders. - Brokers face more audits and maximum penalties for weak due diligence or non-cooperation. - Reassess voluntary disclosures now — and review procurement, classification, and valuation to build resilience.

Red Cards, Trusted Brands, and Five Questions "This Evening"

Coach and Tony Barnhart gear up for the upcoming season with festive nostalgia, exchanging humorous stories about their respective small-town roots, childhood fireworks mishaps, and the long-standing Dunwoody parade tradition. Shifting focus to the gridiron, they preview the highly anticipated SEC Media Days, highlighting its historic move to Florida and analyzing how six new head coaches will navigate the high-pressure media environment. Their conversation also touches upon the broader landscape of college football, including the survival tactics of a reconstructed Pac-12 and the shifting dynamics of conference realignment. The heart of the broadcast features the "Five Questions for the Coach" segment, where Barnhart grills Matthews on the sport's most pressing structural evolutions. Matthews offers sharp insights into Indiana's long-term sustainability under Curt Cignetti, Vanderbilt's quarterback outlook following major roster departures, and the heavy physical toll of the new nine-game SEC conference schedule. To wrap up, Matthews crowns Ole Miss as his definitive dark horse for the championship due to their deep roster and high motivation, while firmly backing a future expansion to a 24-team playoff format that leverages high-stakes matchups hosted directly on roaring campus sites.See omnystudio.com/listener for privacy information.

Avory's Mid-2026 View Luis Alvarez and Avory Chief Investment Officer Sean Emory review the first half and outline Avory's second-half views through five questions: 00:00 Five Big Questions00:36 Show Format And Macro Setup01:35 Market Bifurcation And AI Trade05:00 Laggards, Ceasefire And Rotation07:45 Is AI Really Macro Immune10:44 Hyperscaler CapEx Reality Check12:53 Trim Infrastructure And Be Selective13:39 First Order Vs Second Order AI20:08 Second Order Identity And Trust23:09 Capital Flows And Blackstone Angle23:51 Where Second Order ROI Shows Up25:16 Why Zoom Fits The AI Stack27:07 Zoom as Context Hub28:49 AI Meeting Workflows30:04 Anthropic Stake Math31:34 Real Estate Rate Shock33:21 AI Deflation Thesis36:47 Consumer Health Check38:56 Fed Embraces Real Time40:25 AI Spend Reality Check43:57 Durable Compounders Case47:23 Rapid Fire Wrap UpHosted bySean EmoryFounder & Chief Investment OfficerAvory & Co.Websitewww.avory.xyzDisclaimerThis presentation is for informational purposes only and does not constitute an offer, recommendation, or solicitation to buy or sell any security. Past performance is not indicative of future results. All opinions expressed are as of the date of recording and are subject to change without notice. Any securities discussed may or may not remain in the portfolio. Please consult with a licensed financial advisor before making any investment decisions.© 2026 Avory & Co. All rights reserved.

Who is Sharon?Sharon Kennedy is a business leader and consultant who specializes in helping high-achieving leadership teams reach their goals. With a systemic approach, Sharon works with successful and ambitious individuals who find themselves at a crossroads—where progress seems more difficult than it should be despite their capability and intelligence. By focusing on aligning organizational goals with effective strategies, Sharon guides her clients to greater clarity and collective achievement, emphasizing business-level solutions over individual fixes. Her work is driven by a commitment to turning challenges into opportunities for alignment and business growth.Key TakeawaysIn this insightful episode, Sharon Kennedy shares her expertise on how leaders and businesses can gain better alignment in their work, especially when navigating complexity and uncertainty. She explains why many high-achieving individuals and leadership teams feel like something is “missing,” even when they're doing so much right—and how stepping back, gaining clarity, and focusing on systemic coherence transforms both people and organizations.Key topics include:* Identifying the Type of Client Helped: Sharon discusses the kinds of ambitious leaders and teams she works with, who often find their progress harder than it should be and benefit from a systemic, not just individual, approach.* What Clients Have Tried Before: Many have read books, taken courses, or followed common advice, but struggle to see the results because true change requires personal insight and a shift in perspective.* The Power of Lightbulb Moments: Sharon explains that breakthroughs aren't about doing things “wrong,” but about discovering new ways of seeing challenges and embracing novel solutions.* Sharon's Process at Engage and Prosper: From open, candid diagnostics to supporting genuine business-wide alignment, Sharon covers her approach to lasting organizational change.* Valuable Takeaways: The importance of identifying areas of repeated friction, why strategy often fails to translate into reality, and why real coherence beats great intentions every time.* Inspiration & Influence: Sharon shares her influences, including Rory Sutherland and Simon Sinek, and reflects on what human behavior teaches us about creativity, bravery, and leadership.* The Killer Question: How do you know when your organization lacks coherence—and what can you do about it?Timestamps Overview* [00:00:31–00:01:15] Introduction of Sharon Kennedy and her background in talent and neuro-inclusion* [00:01:27–00:03:22] The characteristics of Sharon's ideal clients and her focus on business systems, not just individuals* [00:03:23–00:05:07] What clients have tried previously and why change requires personal insight and self-determination* [00:07:10–00:09:18] Sharon's process at Engage and Prosper: diagnostics, clarity benchmarking, and identifying points of friction in the business* [00:11:10–00:11:46] Why company values and real behaviors don't always align—and what to do about it* [00:12:45–00:16:27] Sharon's personal journey, influences, and what really prompted her approach to leadership coaching and coherence* [00:17:12–00:19:22] The “killer question”: Signs your organization or team lacks coherence, and what key indicators (like repeated unresolved issues) to look forDon't forget: If you want to connect, ask questions, or get notified about upcoming guests like Maria subscribe to the newsletter here. You only need your first name and email—easy as (coffee) pie!And don't forget: keep an eye out for next guest. To submit your own questions, subscribe to our newsletter and join the conversation!P.S. Loved this episode? Hit reply and let us know what resonated most_________________________________________________________________________________________________Subscribe to our newsletter and get details of when we are doing these interviews live at www.systemise.me/subscribeFind out more about being a guest at : link.thecompleteapproach.co.uk/beaguestSubscribe to the podcast at https://link.thecompleteapproach.co.uk/podcastHelp us get this podcast in front of as many people as possible. Leave a nice five-star review at apple podcasts : https://link.thecompleteapproach.co.uk/apple-podcasts and on YouTube : https://link.thecompleteapproach.co.uk/Itsnotrocketscienceatyt!Do You Need a P.A.T.H. to Scale?We help established business owners with small but growing teams:go from feeling stuck, sceptical, and tired of wasting time and money on false promises,to running a confident, purpose-driven business where their team delivers results, customers are happy, and they can finally enjoy more time with their family -with a results-based refund guarantee: if you follow the process and it doesn't work, we refund what you paid.This is THE P.A.T.H. to scale your business.————————————————————————————————————————————-TranscriptNote, this was transcribed using transcription software and may not reflect the exact words used in the podcast.SUMMARY KEYWORDSneuroinclusion, talent development, innovation, education, high-growth sectors, leadership alignment, coaching, confidence building, skill development, business coherence, systemic approach, candidate-to-company pathway, fragmentation, fresh perspectives, clarity, diagnostic tools, Clarity benchmark, employee engagement, operational systems, team behavior, AI integration, onboarding challenges, early career hires, job fit, organizational congruence, company culture, values alignment, productivity, absenteeism, staff turnover, workplace coherenceSPEAKERSharon Kennedy, Stuart WebbStuart Webb [00:00:00]:Don't mess me about now. Now is not the time to mess me about. Hi and welcome back to It's Not Rocket Science, 5 questions over coffee. I'm here with— this is my coffee, by the way. I'm here with, uh, Sharon, and she has got coffee as well in front of her. Sharon Kennedy is a, um, a coach, uh, helping to develop future talent. Uh, she's, uh, works with people who are looking to develop high potential individuals in innovation, talent development, education. She's helping people build skills, confidence, and insight necessary to move in the fast-moving, high-growth sectors, particularly interested in people with neuro-inclusion in their development.Stuart Webb [00:01:16]:So Sharon, welcome to It's Not Rocket Science, 5 Questions Over Coffee, and thanks for being a guest.Sharon Kennedy [00:01:21]:Thanks for having me.Stuart Webb [00:01:24]:So tell me a little—Sharon Kennedy [00:01:25]:Perfect.Stuart Webb [00:01:27]:Let's, let's just explore a little bit. So if we're looking at the sort of the, the person you're trying to help, what is the, uh, what are the characteristics? What are the— what is it you, you are— you would say are the sort of, um, ideal client, ideal person you're trying to help with this neuroinclusivity, building their confidence, uh, in this fast-paced environment of education and employment today?Sharon Kennedy [00:01:50]:Well, I suppose it's— I suppose the first thing to say, and I understand why you've positioned it the way you have. But I— as much as I work on an individual level, I really come at it from a business level. That's what we're trying to achieve. And so, so the individual leader or individuals in this leadership team are, generally speaking, going to be quite successful and achieving lots of great things, lots of ambition, lots of intelligence, capability, and things like that. It's more that they're at a point where it seems harder than it should be. And they're still pushing forward. And I think really, for me, what I try to do, and, and we as a business, is about helping them find alignment in what they're trying to achieve and how they're trying to achieve it. So it's more of a systemic approach that we take to it.Sharon Kennedy [00:02:38]:So whilst all the things you described are exactly what we also do, you know, clarity, confidence, talent, uh, you know, development, and the sort of candidate-to-company pathway and making that the optimum that it can be. Ultimately, we're about trying to make sure that we're helping leaderships and companies be more coherent in their approach so that the consistency is there and the inner alignment is there as well. So if you ask me about the type of people, they're going to be very intelligent, capable people, but they're just kind of— they know something's missing, but they can't really work out what that is. Um, and so for us, it's normally sort of fragmentation in their thinking, really, and trying to help them sort of stand back sometimes and then look at things with fresh eyes.Stuart Webb [00:03:23]:So, so that's interesting. So, so tell me, um, what they've tried before. What is it they've been attempting to do before they come across somebody like you can help them with that alignment? Have they, have they done books, courses, all of the above?Sharon Kennedy [00:03:36]:All of that. I, I've— well, and just lived on the planet, you know, and, and gained experience and done lots of things brilliantly right. And done lots of other things that they, they don't quite know why it's not worked. And I think, I suppose it's sometimes it's like, you know, we grow up hearing the adages of, like, can't see the wood for the trees, or, you know, you're in the trenches rather than— and working in the business than on the business, all those great phrases. But I suppose actually sometimes it's, it's about helping people sometimes to think differently when they don't know how to think differently. Because it, you know, they'll— yeah, we've— again, I know I'm using the clichés, but the Definition of insanity: keep doing the same thing, expect a different result. And I suppose all these phrases and words don't always mean very much until you actually get to the point of where the penny drops. Somebody says something in a certain way, or enough things happen, and you just kind of go, I, I get it now.Sharon Kennedy [00:04:27]:It— that now makes sense to me in my way. And the problem is we all think differently. None of us think the same. None of us have got the same life experiences or talents or skills. We're all individual mashes of lots of, you know, life and experience and personality and DNA. And, you know, we're just unique individuals. And so what might be the penny dropping for one person is, you know, is it happens in a different way for somebody else at a different time. So it really— I know that might sound a bit ambiguous, but I think it's a bit like— that's what I've learned through doing coaching a lot of the time, is the individual has to self-determine their own insight All anybody else ever does is facilitate that being able to happen.Stuart Webb [00:05:09]:It's interesting. So, so it is— it, it— there's a moment, there's a, there's a point at which something happens, whether that be a difficult situation or a sudden realization that, that you've been doing it wrong all this time, which produces that clarity of thought suddenly that I need help.Sharon Kennedy [00:05:29]:Yeah, I don't even think wrong is not— and I'm not picking— you're not being critical, but wrong isn't the right word because I suppose it's just we all— everything is isn't it? All through our life we're trying and we're experimenting, we're exploring, and we're doing things differently. I think it's just sometimes somebody can have those, you know, whether you call them like light bulb moments or insights, whatever, you know, fat bombs, whatever you want to call them. A number of things happen, you know, whether it's a— you read a piece of content, you have a conversation with someone, you watch something. Sometimes it's just enough things that happen relatively that, that your brain— I mean, our brains are amazing. I've done a lot of stuff around neuroscience, and, you know, when we always think we have those light bulb moments, those light bulb moments are not just suddenly epiphanies. They're, they're our subconscious kind of going, maybe got the answer here if you want to maybe sit down for a bit, do things a bit differently, and listen to me, actually. And that's really what I help to sort of do as well, you know. That's what coaching is, and that's what sort of like systems designers and systems thinking and trying to get people to sort of sometimes stand back and, and just re-look at things with new perspectives, different perspectives, because it's really hard to do that, you know, because we take comfort and confidence in familiarity and, and knowing what we've always done.Sharon Kennedy [00:06:45]:And it might have always worked before, but we're in different times, and every so often you have to stand back and reappraise and reflect on what you have now, because it's, it's a new world all the time, regularly, you know. We're in another industrial revolution or whatever you want to call it. So So I think it is just having the confidence and being brave enough, really, sometimes to kind of go, is there maybe a different way to look at this?Stuart Webb [00:07:10]:So tell me, we've reached the sort of, uh, my third question then, and it's, it's about the valuable, uh, advice that you'd give. So talk to me a little bit about two things, one of which is, so what do you do? How do you bring the outcome that those people are looking for? And secondly, is there a piece of valuable advice that you'd give to our, our listeners at the moment? And yeah, I'd welcome any comments from anybody either listening in the future in the recording or as we're listening to us live now. If you've got questions, let Sharon know what those questions are so that we can, we can pose them to her. But Sharon, start with that first thing. What is it you would actually do within, within your business, Engage and Prosper, to help them overcome that challenge?Sharon Kennedy [00:07:56]:So I suppose the first thing we do is have a proper conversation, uh, and explore really what is happening in their business, what, what frictions and areas they're finding either repeatedly failing or frustrating or just costly, or, you know, they'll, they'll know. Every business will have its own version of that, and it might be a number of them, it might just be one area. So we have really open, candid chats around— structural, structured chat, but it still is a chat, it is a conversation to understand and explore that. And it does require a bit of trust and openness and it's obviously confidential. So that's the first thing we would do. If the next step is the right next step, we would run a Clarity benchmark, which is a diagnostic tool we use, which we've created around understanding the whole element of clarity in systems, people, and behavior, because it is structural, as we say. But, but the, the sort of free advice, if you like, that I would say to anybody on that call or otherwise is to to start thinking about where you're seeing repeated friction in the business, where things are— you're having to revisit them on a regular basis because you thought you dealt with them at that meeting, but something isn't— it's just not changed, or it's not landing, or it— people don't really know what they should be doing about what's been agreed, um, because that's really, again, where the coherence is not really there. It's not— it's not landed, or it's not clear, or it's not being driven in a clear way.Sharon Kennedy [00:09:19]:Um, and again, it's, it's quite difficult to give examples because that might be very diff— different in every business, but it might be, you know, a high turnover of staff for a particular type of role or a particular type of hire. Um, so early years, early career hires are regularly quite hard at the moment to sort of, um, engage and onboard and successfully, you know. Some of that might be because it's the wrong person and job fit. Some of it might be the job needs to evolve and move. Um, and I think you've gone now, so I feel a bit worried that you may have, um, just disappeared. And if this is still live— no, you're there.Stuart Webb [00:09:59]:I was merely focusing on you, Sharon, as you were talking about such an intense subject. I wanted people to, to focus on you rather than seeing me making gudie.Sharon Kennedy [00:10:08]:Tell me you were going to do it anyway. So, so that, so that's really— so it could be different stages of either people coming in, or it could be different systems that you're using. And again, with AI, oh my goodness, you know, people are overwhelmed with it. I think they don't quite know in some organizations and businesses how much they should be using, what they should be using it for, how they should be using it and integrating it. So there, there is— there are a whole, uh, plethora of areas and issues that could be the problem or the challenge for why the organization just isn't achieving what it knows it could and should. Um, so I think that's really the sort of free advice that I would suggest, really. Um, And it could be operational systems, team behavior, attitudes. I mean, you know, coming from an employee engagement, um, business and, you know, background, which I did for a long, long time, a lot of— a tiny example would be about, you know, having behaviors on the wall and these great values as a company culture and saying what it's like to work for us and we're brilliant and we're this and we're that and all the great honest sincere things, but not necessarily living by those values.Sharon Kennedy [00:11:10]:And it becomes a bit rhetoric rather than reality. So I think it— that's just one example of what I'm trying to convey, is that great intent and a great strategy written down isn't necessarily what the reality is or what the lived experience is. And, and I think ultimately that's, that's really what we're trying to do— some, you know, audits, housekeeping, whatever you want to call it— and then really move forward with a really coherent plan and also that individual congruence. So that internal alignment between the— what you want to be as a leader and as a business owner, and also what you are actually then delivering as a, as a leadership team.Stuart Webb [00:11:47]:Brilliant. I will now come back into screen so that you can see me, but I wanted people to focus on you when you were talking about that because I think it's important. Um, Sharon, thank you. And, and just to remind people, um, you'll see at the bottom of the screen I've put where we put our guests' contact details, their offers, uh, things like landing pages where you can go and get free things from them, uh, in systemize.me/free-stuff. And we'll have links to Sharon's website, Engage and Prosper. Yeah, got some downloads, got some downloads that we will be putting into our vault so that you can get hold of those and get— and hear some of the great wisdom that Sharon has on this. So, Sharon, that kind of, uh, you mentioned it once, and I presume, uh, it is from this background of, of, uh, of employing engagement, um, that you, you came to this realization. But it can't just have been employee engagement.Stuart Webb [00:12:45]:There must have been a light bulb moment, a book, a course, a personal experience. What was it that sort of suddenly made you realize that some of this stuff is related to Well, uh, these, these moments that sort of, you know, you now can help to step in and, and to help people to understand better.Sharon Kennedy [00:13:04]:Yeah, I mean, I, I did do a research around this question of like, you know, should I come up with a really clever author and things like that?Stuart Webb [00:13:13]:Please don't do clever, we don't do clever.Sharon Kennedy [00:13:16]:Well, what I suppose I came down to really was the fact that, you know, I'm the, the right side of 50, if that's the right phrase, but you know, I'm 52 now and I think, you know, I've had lots of chapters in my career, lots of working with lots of different, you know, great bosses, great leaders, um, and either, you know, been to events and been inspired to get inspired by people every day. And, um, I suppose what I've recognized through my own observations, pattern recognition, whatever you want to call it, is that when leaders are sort of inconsistent, um, and it's hard to actually see consistency in someone if you're not seeing enough communication, interacting enough, it takes a long time to layer knowledge and understand who somebody is or what business is and all those sort of things. So for me, it's about when things are fragmented, you know, if leadership is fragmented, if how the business works is fragmented, how it communicates, how it does things. And it, you know, and some people might use the word chaos, and I don't really mean chaos because I'm not suggesting any business is chaotic, but I do think we think often it's more organized than it actually is because a lot of things are tacit knowledge, um, things just get done. We don't always know who does what until person leaves that did it. Um, so it's things like that really. It's sometimes just having some order with some scope for creativity, innovation, all those sort of things. But for me, it's not one person, it's not one thing.Sharon Kennedy [00:14:42]:You know, there's some brilliant names I could drop. I mean, Rory Sutherland, I think, is just fabulous. Whenever you— you know, the opposite of a great idea is another great idea. You know, I think that, like, you just go around an eternal loop on that phrase alone. You know, it just proves that there's never one right or wrong way of doing anything. There's many, many ways of doing it. Um, you know, Simon Sinek, you know, he had big influence on me many years ago. Um, Dan Pink, you know, um, I think— trying to think of one of the other big readers, and I can't think of his name now, one of the authors on marketing.Sharon Kennedy [00:15:11]:Um, his name's gone for me, but, um, it might come back in a minute. But loads of people have really inspired me with what they've known, what they've seen, what they've realized. And, and I think really what really inspires me is human behavior. So everybody inspires me because I get to see how they think, how they work, how they manage things, how they overcome things, and how they do things differently. Because it's doing the different things that allow you then to do things differently, which I know might sound really obvious, but, you know, other people being brave enough to do things differently allows you to recognize that there isn't a right or wrong. And so therefore, people can't really judge you for your approach because it's just how you think and what you're prepared to try. Um, and sometimes happy accidents come out of that, and other times— I think Rory Southern gives an example of a, of a, of a about a bench, you know, that when people sadly pass and people put a memorial bench there. And I'm not going to do his talk justice, but I recommend everyone watches it.Sharon Kennedy [00:16:05]:And he talks about, you know, where you do need a bench, there's never any— a bench, you know, nobody ever sat there for a bench to then be put there, you know, or, or things like that. But anyway, you know, I'm not— so I'm not doing him justice, but, you know, he does, uh, he thinks of some things in a very, um, creative way. And I think it's that creativity that allows us to, to do things in a better way. Sometimes like brilliance, and sometimes it's a learning that we grow from, like in an invention, you know.Stuart Webb [00:16:34]:That's brilliant. Um, Sharon, I, I guess, I guess I'm left with only one question, uh, and it's the question that, that, that I often, I often ask in this, which is what is the question that I should have asked that I haven't yet, that, that sort of killer question that brings it all together, which gives us a neat way of sort of, you know, trying to encapsulate all this. And, and I can't think of what that question is, so I guess I have to rely upon you to think about that question. So what's that, what's that killer question? What's that question I should have asked you which I haven't yet? Um, and obviously once you've asked, uh, once you've asked the question, you better answer it for us because I don't know the answer.Sharon Kennedy [00:17:12]:Well, I think we've, we've covered a lot of it already, really, but I suppose the question was, was You know, how do you know when an organization lacks coherence? And I suppose as a, a leader or a manager in it yourself, it's going to be when, you know, some of what I've said before, you know, when that issue just keeps coming back up, it's still not resolved, or the accountability for making it resolved and solved, it just— it doesn't, doesn't land. That person doesn't own it, or that team or department or whoever it is, supplier, whatever it might be, because obviously there's multi-parts of a business running well and growing. Um, it just could be a repetitive issue that you think has got fixed and then it's back again. Um, and, and if people are compensating, I think that's the real deep pit, isn't it? Some things actually work, but not through or without a lot of effort or a lot of being pulled out of shape and, and stress. Um, a burnout, you know, or— I mean, yeah, one of the big dashboard KPIs that most businesses always look at is absenteeism. You know, sickness, uh, you know, turnover. All those— the stats are always normal ones to look at. But I suppose really it's about tenure and productivity for me, you know.Sharon Kennedy [00:18:22]:Are people staying because you're a good employer and it's all working relatively well, i.e., that it's in congruence for them as an individual working for your business? And as a, as a company, are you in coherence with how you should be and could be operating?, so that those KPIs, you know, are actually in a good balance. It's never going to be a perfect world, but, but if you keep having to revisit the same stuff, something's not working. And I suppose it, you know, and I'm making that sound really simple because of course all those individuals are trying to resolve it, but there's, there's obviously got to be a different way to attack it because maybe like with a lot of business development, when a client comes to you and says, this is our problem, it's normally something else that's actually the problem, not what they think it is. And that's because often they just don't get the time or the luxury to be able to sit back and actually look at things with fresh perspectives and, and ask different questions.Stuart Webb [00:19:22]:Yeah, uh, Sharon, uh, yeah, great perspective. Uh, thank you so much for causing us to just stop for a moment and think about some of those things. And, uh, I encourage you, uh, listening, uh, listening to the recording, uh, drop into the comments below this your questions to Sharon. She will, she will be able to get back to you and answer them because I think that's important that you get questions like this answered. Um, and for me, I just have one tiny little ask, and that is, um, if you've enjoyed this, even if you haven't, um, excuse me, uh, please go to www.systemize.me.Sharon Kennedy [00:20:04]:That's s-y-s-t-e-m-i-s-e.me/subscribe.Stuart Webb [00:20:09]:There's a simple form there that just gives you, uh, asks you for your name, uh, your email address, and that means you can get onto the mailing list where I send out information about who's coming up in this week's podcast recording. And you can get it then, and, uh, you also get the copy of the recording when it comes out. So Sharon, excuse me again. Thank you so much. Thank you for just spending a few minutes with us. Now, uh, we've had— we would appear the people are now leaving the live, uh, live recording, so they have had their questions answered, which is important. Thank you so much for spending a few minutes with us. I look forward to, uh, to, to seeing you answer those questions that come in on the chat below the, the podcast.Stuart Webb [00:20:53]:So thank you for spending some time with us.Sharon Kennedy [00:20:55]:Thanks for having me, Stuart. I really enjoyed it. Get full access to It's Not Rocket Science! at thecompleteapproach.substack.com/subscribe

Most men spend years learning how to build a career, provide for others, and solve problems–but very few are ever taught how to know the truth of their own heart. Which leads them to dismissing and deflecting the hearts of others. In this episode of Sex, Lies and Love, I share five deceptively simple questions that can expose what's really driving your decisions, your relationships, and your emotional life. These aren't questions designed to judge you. They're invitations to discover whether you're living from fear or freedom...obligation or love... performance or presence. If you've been feeling emotionally unsettled, disconnected, or quietly exhausted, these questions may reveal why.Sometimes one honest question can change the direction of a man's life. Perhaps one of these will be yours. Warmly,Commandresssexlieslove.com#Emotional Intelligence for Men#Masculinity #PersonalGrowth#Self-Awareness #MensMentalHealth#Relationships#Courage#Healing #Vulnerability #menspodcast#sexliesandlove

(00:00) The third hour of Felger and Mazz starts with Jaylen Brown and Stephen A. Smith's comments against each other.(12:39) We continue with our reactions to Chris Mannix's comments on Jaylen Brown.(24:35) The callers touch on everything we've talked about so far.(35:11) Felger asks Five Questions that have nothing to do with sports.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

He remains our favorite rush chairman, and he's this week's guest on the “Leaders and Legends” podcast. Tim Matheson discusses “Animal House”, his acting influences, and answers our Five Questions in a delightful interview.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Episode 4150 │ June 18, 2026 A routine Pentagon contract reveals a much deeper agenda when you ask the right questions. Headlines are designed to mislead. WHAT THIS EPISODE COVERS Scott Kesterson takes a single Pentagon contract — awarded to Parallel Works to unify military supercomputing with commercial cloud infrastructure — and uses it as a live intelligence exercise, demonstrating how five disciplined questions transform a routine procurement headline into a documented blueprint for a centralized AI control grid spanning the entire federal government, built without public debate and imposed on local communities through national security exemptions that override democratic resistance. The episode then connects this architecture to the broader pattern of distraction — Iran, Ukraine, the Strait of Hormuz, Epstein, the White House ballroom — arguing that the speed of the information cycle is itself a weapon, designed to prevent the kind of deliberate questioning that exposes what is actually being built. The five-question calibration framework — establish the floor, name the who, test falsifiability, follow the incentive structure of the messenger, and check whether the mechanism explains too much — is presented as a practical field tool for every listener navigating an information environment engineered to capture belief before evidence can be examined. KEY QUESTIONS ADDRESSED What does the Pentagon's Parallel Works contract actually reveal about a whole-of-government AI architecture when you follow the documented chain of decision, budget, and beneficiary rather than the headline? Who benefits from you accepting the specific account from the specific source at the specific moment — and why is that question more revealing than simply asking who benefits from the cover-up? What is the difference between a faith position and an analytical conclusion — and why does the inability to name evidence that would change your mind expose the belief as unfalsifiable? ABOUT BARDSFM BardsFM is a daily independent podcast covering faith, liberty, history, and information warfare. Hosted by Scott Kesterson — combat veteran, documentary filmmaker, and rancher. Over 4,100 episodes and 50 million lifetime downloads. New episodes every weekday. bards.fm This episode was researched and produced under the Sentinel Framework — the analytical methodology built by Scott Kesterson — with AI-assisted research synthesis. All analysis, conclusions, and editorial judgments are those of Scott Kesterson. AFFILIATE LINKS Bards Nation Health Store: www.bardsnationhealth.com MYPillow promo code: BARDS >> Go to https://www.mypillow.com/bards and use the promo code BARDS or... Call 1-800-975-2939.  EMPShield protect your vehicles and home. Promo code BARDS: Click here Treadlite Broadforks...best garden tool EVER. Promo code BARDS26: TreadliteBroadforks.com EnviroKlenz Air Purification, promo code BARDS to save 10%: www.enviroklenz.com Morning Intro Music Provided by Brian Kahanek: www.briankahanek.com Founders Bible 20% discount code: BARDS >>> TheFoundersBible.com Windblown Media 20% Discount with promo code BARDS: windblownmedia.com White Oak Pastures Grassfed Meats, Get $20 off any order $150 or more. Promo Code BARDS: www.whiteoakpastures.com/BARDS Mission Darkness Faraday Bags and RF Shielding. Promo code BARDS: Click here DONATIONS: If you wish to support this podcast directly you can donate here... DONATE: Click here MAILING ADDRESS: Xpedition Cafe, LLC Attn. Scott Kesterson 591 E Central Ave, #740 Sutherlin, OR  97479

(0:00) The third hour starts with reactions to the Red Sox getting swept by the Blue Jays.(9:55) Conversation about the future of the Red Sox, Driveline, and more.(20:44) Jim Murray asks five questions that have nothing to do with sports.(31:14) The hour closes with caller reactions to Mazz' Tiers, the Bruins, and more.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Promoting a high-producing advisor into a leadership role without teaching them how to lead isn't development, it's a risk transfer. Ray Sclafani has seen this pattern play out across hundreds of advisory firms: the best advisor gets promoted, the firm assumes leadership will follow, and within months the culture quietly starts to fracture. In this episode, Ray makes the case that leadership development is not a soft-skills initiative as it is an operational and economic imperative that directly shapes growth, retention, client experience, and enterprise value.What You Will Learn in This EpisodeWhy promoting high performers without leadership training is one of the most common and costly mistakes in wealth managementThe five direct questions every leadership team should ask to diagnose their management infrastructureHow to define what "meeting," "exceeding," and "far exceeding" expectations looks like for every leadership role in your firmHow to build a leadership scorecard that makes accountability observable, coachable, and measurableWhy leadership depth, not any single rainmaker or founder, is what allows a firm to grow without breakingKey Insight from This Episode"Promoting a high-producing advisor into a manager or leadership role without teaching that person how to lead is not development. That is a risk transfer."Leadership is not a reward for strong performance. It is a distinct skill set that requires training, structure, and ongoing accountability. The firms that invest in building that infrastructure now will have the bench depth, the culture, and the continuity to compete at the highest level — and to scale without depending on any one person.The Five Questions to Diagnose Your Leadership InfrastructureAsk your leadership team right now:Performance Reviews: Do you conduct performance reviews more than once a year?One-on-Ones: Do managers hold one-on-one meetings with their direct reports at least monthly?Feedback: Do employees receive regular, real-time feedback — not just at review time?Defined Standards: Have you defined what meeting, exceeding, and far exceeding expectations looks like for every role in your firm?Manager Accountability: Are managers held accountable for engagement, retention, and the development of the people they lead?If the honest answer to most of those is "no" or "not consistently," you have a leadership development gap and that gap has a direct cost.The Four-Step Framework for Building LeadersStep 1 — Define the Leadership Role Vague expectations produce vague performance. When a person is promoted to manager, their scope must be explicit and written down: What do they own? Which decisions are theirs to make? Which require alignment? Which belong elsewhere? Clarity here is not bureaucratic, because it is the foundation of effective leadership.Step 2 — Define What Strong Performance Looks Like For every leadership role, articulate three levels:Meeting expectations — Holds regular one-on-ones, provides timely feedback, follows through on commitments, keeps the team alignedExceeding expectations — Develops talent ahead of need, strengthens team capacity, reduces confusion, helps others make better decisionsFar exceeding expectations — Develops leaders who develop other leaders, builds scalable systems, improves retention, reduces the firm's dependence on any single personOnce the levels are defined, performance conversations, calibration, comp decisions, and development plans all improve. People stop guessing.Step 3 — Build a Feedback Cadence Annual reviews are too slow. By the time the review occurs, everyone already knows what should have been said months earlier. Managers should hold regular one-on-ones, provide feedback in real time, and ask the questions that matter: What is working? What is unclear? What needs to change? What support is required? What are you learning? Where do you want to grow? Feedback should not be dramatic. It should be normal.Step 4 — Hold Leaders Accountable for the People They Lead A manager should be evaluated not only on their personal performance or technical competence, but on the engagement, retention, development, and performance of their team. If a leader is personally successful but leaves behind confusion, burnout, or turnover, that is not strong leadership. Create a leadership scorecard for every manager in your firm. Include five measures: communication rhythm, feedback quality, talent development, accountability, and team health. Review it quarterly. Coach to it. Compensate it.Coaching Questions for ReflectionWhich leaders in your firm, including you, have been promoted based on production or contribution, but never trained to lead?Where have you clearly defined performance expectations, and where are people still guessing?Which leadership behaviors should be measured because they directly shape culture and retention at your firm?What would change if managers were held accountable for the growth of the people they lead?Why This Matters for Enterprise ValueManagers shape the firm's lived experience. Not the values poster in the break room. Not the retreat agenda. Not the title structure. Managers decide how feedback is delivered, whether accountability is real, whether talent is developed or ignored, whether high performers are challenged, whether underperformance is tolerated, whether meetings are useful, and whether people feel stretched, supported, and included.SHRM research shows that only 44% of managers globally have received formal management training. More than 90% of HR executives say people managers are critically important to organizational success — and job satisfaction nearly doubles among workers with highly effective managers.For advisory firms, this isn't abstract. Leadership development affects growth and retention, client experience, and ultimately the enterprise value of what you are building.The firms that develop leaders will win — because they will not rely on any single founder, rainmaker, or heroic operator. They will build bench depth. And that bench depth is what allows a firm to grow without breaking.Resources & References MentionedSHRM — Global Management Training ResearchKorn Ferry — Workforce 2025 Research ReportBuilding the Billion Dollar Business is hosted by Ray Sclafani, founder and CEO of ClientWise, the financial services industry's leading executive coaching and team development firm for elite advisors and wealth management teams.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeBuilding The Billion Dollar Business

Ben and Andrew begin by talking through five questions on WWDC in 2026, including thoughts on Apple's answer to the critics, whether Apple is or is not thinking different, decoding the Google partnership and Craig Federighi's corporate speak, the wide gap between Siri AI and frontier AI, and why memory concerns are misplaced. From there: Explaining the Fable 5 guard rails, Anthropic safety concerns that align with Anthropic business incentives, Ben's first impressions of the Fable 5 performance, and a week of Anthropic angst that adds additional context to the company's standoff with the Department of War. At the end: Passing another checkpoint on the AI 2027 journey, Microsoft on the hot seat in the AI era, and the United States of YouTube.

(0:00) The third hour opens with a conversation on the future of Craig Breslow and the Red Sox front office.(15:27) Barth gives his updates from the last day of Patriots mandatory minicamp.(22:54) The guys take caller reactions for Mazz' Tiers.(36:45) Mike Felger asks five questions that have nothing to do with sports.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Writing a book is one of the most overlooked thought leadership moves a female founder can make, and most people go into it completely unprepared.On this episode of Dear FoundHer, Lindsay Pinchuk talks with Ruthie Ackerman, author of The Mother Code and founder of Ignite Writers Collective, about what it actually takes to write and publish a book. Ruthie spent years as a journalist and deputy editor at Forbes Women before losing her job, starting a business, and landing a Random House book deal. Now she helps women in business find their voice on the page, and she's honest about how hard the process is.The publishing world has a glamour problem. Most people picture the finished book, not the 90-page proposal, the years of revision, or the media outreach that a publisher will not do for you. Ruthie lays out what female founders need to know before they commit, including how to choose the right publishing path, what a real publicity strategy looks like, and why treating your book like a business launch is the only approach that works.For anyone building a personal brand and wondering whether a book belongs in that plan, Ruthie also speaks directly to the PR for small business reality. Getting press, landing speaking opportunities, and reaching the right audiences all require the same intentionality you bring to every other part of your business. A book done right is a long-term thought leadership asset, not a project you finish and walk away from.If your story has been sitting in the back of your mind waiting for the right moment, this episode is worth your time.Episode Breakdown:00:00 Thought Leadership Starts With Your Story03:51 Ruthie Ackerman's Path From Forbes to Random House05:59 Getting Laid Off and Launching Ignite Writers Collective08:21 How Ignite Writers Collective Grew During the Pandemic10:35 Starting a Book Three Months After Having a Baby12:08 Five Questions to Ask Before You Write a Book13:57 Traditional Publishing vs. Self-Publishing vs. Hybrid15:50 What a 90-Page Book Proposal Actually Looks Like18:35 Why Authors Have to Be Their Own Marketers20:07 Three Tips for Making Time to Write22:08 What Not to Do When Writing a Book24:10 How to Find a Literary Agent26:41 All the Hats You Have to Wear as an Author28:55 How Ignite Studios Supports Authors End-to-End32:11 Ruthie's Three Actionable Steps for Aspiring AuthorsConnect with Ruthie Ackerman:Follow Ruthie on Instagram Subscribe to The FoundHer Files Follow Dear FoundHer on Instagram Podcast production and show notes provided by HiveCast.fm Hosted on Acast. See acast.com/privacy for more information.

(0:00) The third hour opens with a discussion on Isiah Kiner-Falefa's comments after Tuesday's Red Sox loss.(13:12) The guys discuss what the Red Sox could do at the trade deadline.(19:52) Caller reactions on the Celtics, Red Sox, and more.(30:47) Jim Murray asks five questions that have nothing to do with sports.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

(0:00) The third hour opens with a discussion on what people in the Red Sox organization are saying about Roman Anthony's injury.(10:21) The guys talk about the Hurricanes beating the Canadiens 4-0 in Game 4 to go up 3-1 in the series.(20:33) Discussing the Red Sox young core. Plus, thoughts from the callers.(33:56) Jim Murray asks five questions that have nothing to do with sports.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How do you know if you're truly adding value to those around you, or just going through the motions? In this week's episode, John Maxwell reveals the five essential questions every leader should ask to elevate their influence and impact. After his lesson, Mark Cole and Chris Goede dive into their strategies for weaving these value-adding principles into your everyday leadership. Key takeaways:  Before you can add value to others, you must recognize and develop the unique value you bring to the table.  Valuing what you do—and the people you serve—is the foundation for authentic influence and sustained growth.  Leaders multiply their impact by continuously growing themselves and intentionally focusing on what is best for others, not just them. Our BONUS resource for this episode is the Five Questions to Help You Add Value to Others Worksheet, which includes fill-in-the-blank notes from John's teaching. You can download the worksheet by visiting MaxwellPodcast.com/ValueOthers and clicking "Download the Bonus Resource."  This episode is sponsored by BELAY:  Leaders, stop trying to do it all yourself. The best leaders know their limits, operate out of their strengths, and set others up for success. Find freedom with BELAY — pairing you with vetted U.S. virtual assistants so you can focus on what matters.  To help you get started, BELAY is offering Maxwell Leadership listeners a free download of their resource, Culture Clarity: A Guide to Uncovering Your Real Culture Through Feedback. Just text MAXWELL to 55123 for FREE access.   References:  Watch this episode on YouTube! Get the High Road Leadership online course for 33% off Apply this week's episode with other growth-minded leaders in the Maxwell Leadership Podcast Social Community Order your copy of John Maxwell's resilience guide, How to Get a Return on Failure (use code ROFPOD at checkout to get The Quick Start Guide to Getting a Return on Failure 100% free!)  Discover your leadership level with John Maxwell's 5 levels of leadership What Serving Others Has Taught Me Podcast Episode It's Not About You: Leadership, Communication, and Putting Others First Podcast Episode Episode 400: How to Use Failure for Success Podcast Episode Join the Maxwell Leadership Certified Team