Podcasts about Guiding Principles

I'll explore business building as a professional competency, the ethical responsibilities of practice owners, and how standards of practice and the social work code of ethics inform the business side of practice. Episode Show Notes: kayladas.com/episode188 Private Practice Stages Quiz: kayladas.com/privatepracticestages Free Therapist Private Practice Community: facebook.com/groups/exclusiveprivatepracticecommunity 20 Done-For-You Psychology Today Profiles: kayladas.com/done-for-you-profiles American Clinical Supervisor Therapist Directory: americanclinicalsupervisor.com Canadian Clinical Supervision Therapist Directory: canadianclinicalsupervision.ca Credits & Disclaimers Music by Denis Pavlov Music from Pixabay The Designer Practice Podcast and Evaspare Inc. has an affiliate and/or sponsorship relationship for advertisements in our podcast episodes. We receive commission or monetary compensation, at no extra cost to you, when you use our promotional codes and/or check out advertisement links. References ACSW. (2025). Private Practice Guideline. Retrieved from https://acsw.ab.ca/resource/private-practice/ CASW. (2024). Code of Ethics, Values, and Guiding Principles. Retrieved from https://www.casw-acts.ca/files/attachements/CASW_Code_of_Ethics_Values_Guiding_Principles_2024.pdf

This is a workshop of the Guiding Principles book within Narcotics Anonymous. We invite you to come along this journey with us. Please get your book, a highlighter, and a pen/pencil.Contact Information: 919-675-1058 or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠facebook.com/groups/theanonpodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Participation Form: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forms.gle/QhcK3JRrmzQzr8ZFA

Chante' discusses the nuance between social work code of ethics and practice. Episode Show Notes: kayladas.com/episode187 Chante's Website: mattershmcc.wixsite.com/matters-of-the-heart Chante's Email: mattershmcc@gmail.com Free Therapist Private Practice Community: facebook.com/groups/exclusiveprivatepracticecommunity Which Therapeutic Modality Training to Start With Quiz: kayladas.com/therapymodalityquiz American Clinical Supervisor Therapist Directory: americanclinicalsupervisor.com Canadian Clinical Supervision Therapist Directory: canadianclinicalsupervision.ca Credits & Disclaimers Music by Denis Pavlov Music from Pixabay The Designer Practice Podcast and Evaspare Inc. has an affiliate and/or sponsorship relationship for advertisements in our podcast episodes. We receive commission or monetary compensation, at no extra cost to you, when you use our promotional codes and/or check out advertisement links. References CASW. (2024). Code of Ethics, Values, and Guiding Principles. Retrieved from https://www.casw-acts.ca/files/attachements/CASW_Code_of_Ethics_Values_Guiding_Principles_2024.pdf NASW. (2021). Social Workers' Ethical Responsibilities to Clients. Retrieved from https://www.socialworkers.org/About/Ethics/Code-of-Ethics/Code-of-Ethics-English/Social-Workers-Ethical-Responsibilities-to-Clients

Guiding principle: a fundamental idea or rule that helps direct actions, decisions, and behaviour. It's a compass when facing challenges. https://www.artisanenglish.jp/debate-and-discussion-online/guiding-principle/  Thanks for visiting ArtisanEnglish.jp, The Posts – The Podcast today.  These podcasts and posts are created to help our students and anyone who wants to access them improve their English vocabulary.  Take the first step to perfect your English ability.Take a FREE TRIAL LESSON with me, David, at https://www.artisanenglish.jp/contact/  https://links.artisanenglish.jp/TrialLesson  I provide 100% error correction, engaging discussion topics, and detailed written feedback after each lesson.  Here are some terms from today's episode that may have been new to you.  Time is money: a powerful phrase emphasizing the importance of not wasting time because it is as useful as money.  https://www.artisanenglish.jp/debate-and-discussion-online/time-is-money/  Website: https://www.artisanenglish.jp Facebook: https://www.facebook.com/artisanenglish.jp Instagram: https://www.instagram.com/david.artisanenglish.jp/ X: https://x.com/ArtisanEnglish YouTube: https://www.youtube.com/@Artisanenglish Spotify: https://podcasters.spotify.com/pod/show/artisanenglishjp  

Welcome back to the show! Thank you for being here!I am back in the classroom for my 26th year teaching college, but this year is especially exciting for me because after six years of teaching only online, I am back in the in-person physical classroom, and I am loving it! I cannot believe how much that one change has resonated through my whole life! I started the semester of my family communication class establishing my 10 underlying or guiding principles about families, and wow! did I enjoy putting this list together! Today, we're going through all ten. Hosted on Acast. See acast.com/privacy for more information.

What happens when one of the most intense, competitive leaders in software sales finally decides to slow down? For Alex Patman, former CRO at Drata, stepping away from the game wasn't about losing his edge—it was about gaining perspective. In this episode of Hunters and Unicorns, Simon Kouttis and Ollie Kuehne sit down with Alex to unpack his journey from Fuze and Okta to becoming CRO at Drata, the mindset that drove his rapid rise through the software industry, and the leadership principles behind his success. Alex opens up about the tragic loss of his brother, why he made the decision to take time away from work, and how stepping back has changed his perspective on family, health, leadership, and his next professional mission. The conversation also explores the rapidly changing AI era, the pressures of modern sales leadership, and what it really takes to build and lead high-performing go-to-market teams. From increasing intensity and narrowing the focus to raising standards and leading from the front, Alex shares the playbook, principles, and competitive mindset that have shaped his career. In this episode: • Alex's journey from Fuze and Okta to CRO at Drata • Why pressure is a privilege—and the mindset of a “90-day contract” • How tragedy and time away from work changed his perspective • The importance of family, health, and mental resilience • Why curiosity and competitiveness can accelerate a career • Alex's perspective on the AI era and the future of software sales • The leadership principles behind high-performing GTM organizations • Why leaders need to increase intensity, narrow the focus, and raise standards • The importance of trust, communication, humility, and collective responsibility • How taking a step back can become the slingshot for the next chapter About Alex Patman Alex Patman is a former CRO at Drata and an experienced go-to-market leader who has built his career across high-growth technology companies including Fuze, Okta, and Drata. Known for his intensity, curiosity, competitiveness, and pace-setting leadership style, Alex has become one of the most prominent emerging leaders in software sales. Subscribe to Hunters and Unicorns for conversations with the leaders building, scaling, and transforming high-growth technology companies. About Our Sponsor: Big thanks to Aurasell for sponsoring this episode. Aurasell is an AI-native GTM platform designed to intelligently automate every aspect of the sales cycle—from prospecting and deal management to forecasting and coaching. #HuntersAndUnicorns #AlexPatman #Drata #SalesLeadership #GTM #SoftwareSales #AI #SalesStrategy #RevenueLeadership #B2BSales #ArtificialIntelligence #sales Timestamps: 0:00 — Trailer 1:17 — Welcome & Introduction 2:50 — Why Alex Is Taking Time Off 6:03 — Filling the Void & Keeping the Mind Active 10:47 — Why It's Important to Sit Through This 15:30 — Evaluating the Hardware Space 19:09 — Separating Signal From Hype in AI 21:19 — What He Looks for in a Founder 26:33 — How to Assess Founder GTM Commitment 30:04 — Career Arc — Fuse to Octa to Drata 37:33 — What Set Him Apart at Octa 41:37 — When Adam Arens Took Notice 44:17 — Managing Impatience & Over-Ambition 51:05 — Transitioning Into the CRO Seat 53:35 — Is It a Lonely Seat? 56:48 — Work-Life Balance as CRO 1:01:34 — What He Loves Most About the Game 1:02:54 — Guiding Principles & Leadership Style 1:05:41 — Closing

Part 2 of the Strategic Rushing special with CallMeTee. We look back on 15 months of rushing, what value it actually provided, transitioning out of a rush, and how to best progress through the Town Halls efficiently to max faster in Clash of Clans.Links:⁠The Strategic Rushing Guide⁠⁠Pineapples and Thorns Podcast⁠⁠Clash Files Family Discord Timestamps:(00:00) Intro(02:43) 448 Days of Progress(24:51) The Transition to Unrushing(31:42) The Guiding Principle of Rushing(36:49) How Could Future Updates Affect Rushing?(40:21) Who Should Rush?(53:09) Is Rushing Fun and Would I Do It Again?(1:01:45) Listener Questions(1:24:23) Final ThoughtsYou can support us by using creator codes "coolrick" and "spencer" for your in-game purchases in any supercell game or platform.  About the Podcast: Reddit Talks Clash is a Clash of Clans podcast hosted by Spencer, Rick, and other mods of r/ClashOfClans. We cover Clash of Clans updates, balance changes, community news, esports, and more. Join us live for recordings on the Official Clash of Clans Discord: ⁠www.discord.gg/clashofclans⁠. Select “Podcasts” as an interest when joining, or ask a mod how to get notifications for live episodes. As part of Supercell's Creator Program, we bring you official Clash of Clans news, event breakdowns, and community discussions every week. ⁠⁠Find more information here - https://creators.supercell.com/en/supercell-partner ⁠#supercreator

This is a workshop of the Guiding Principles book within Narcotics Anonymous. We invite you to come along this journey with us. Please get your book, a highlighter, and a pen/pencil.Contact Information: 919-675-1058 or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠facebook.com/groups/theanonpodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Participation Form: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forms.gle/QhcK3JRrmzQzr8ZFA

Our next guest is Anne H. Berry — designer, writer, educator, and Director of the School of Design at the University of Illinois Chicago.In this episode, Anne speaks with host Christian Solorzano about her path into design — how a middle school visit to a publishing house sparked something in her, and how that spark took years to find its footing. She's candid about the periods of doubt, a toxic early work environment, and the graduate school experience that finally brought everything together.Anne discusses her two books — The Black Experience in Design and her upcoming Guiding Principles for Inclusive Design Values — and why both feel more urgent now than when she started them. She speaks directly about what design owes to democracy, the chilling effect of anti-DEI legislation on creative work, and why she believes designers cannot afford to sit on the sidelines.The conversation also explores what brought Anne to Chicago, what sustains her on the hard days, and what it means to build a career rooted in service — to students, to the community, and to the people coming up behind her.Anne will also be featured in the upcoming issue of Faculty, a publication by the Chicago Graphic Design Club.Music by the band Eighties Slang.

This is the last sermon on the book of Revelation. It is a survey of the book as well as key passages in the book of Daniel. It contains questions and answers. Introduction: What Is the Guiding Principle? 1.1. Daniel Is the Key. 1.2. Daniel's Prophecy of the Seventy "Weeks" Lies at the Heart of the Book of Revelation. 1.3. The Exile Was Due to the Sabbath System Being Ignored. 1.4. The Lord Jesus Christ Has Finished Transgression, Put an end to Sin, and Atoned for Wickedness. 1.5. The Lord Jesus Christ Has Brought in Everlasting Righteousness. 1.6. The Lord Jesus Christ Has Sealed up Vision and Prophecy. 1.7. The Lord Jesus Christ Has Anointed the True Temple. 1.8. What Is the Timeline of Daniel 9? 2. Bible Prophecy Is Fulfilled Both Now and Not Yet. 3. Revelation Has Seven Natural Divisions. 3.7.2. The Consummation of the Ages Is found in: Revelation 21:1-22:21. Do You Have any Questions? What Is my View of Replacement Theology?

Here are the 12 guiding principles I run my business and my relationships on. I learned them from two mentors here in Sandpoint, and they are the backbone of how I hold a coaching practice, a podcast, retreats, a university class, and a full life without leaking energy everywhere. They work as a daily practice, and I return to them imperfectly. The one word in principle number one that decides how much of other people's lives you carry Why the question you ask after a launch flops usually sends you somewhere useless What to do with the thing you are not ready to forgive yet Pick one, practice it on purpose, and notice what shifts. Check out the full episode page: https://thelituplife.com/post/12-guiding-principles-women-in-business WAYS TO GO DEEPER Join the BuildHER Community, my monthly space for women building without burnout: https://thelituplife.com/buildher Free Embodied CEO Masterclass: https://thelituplife.com/ceo Follow along on Instagram: https://instagram.com/the_lituplife Prefer video? The Lit Up Life Podcast is on YouTube. https://bit.ly/leadyourlifepodcastyoutube  

This is a workshop of the Guiding Principles book within Narcotics Anonymous. We invite you to come along this journey with us. Please get your book, a highlighter, and a pen/pencil.Contact Information: 919-675-1058 or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠facebook.com/groups/theanonpodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Participation Form: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forms.gle/QhcK3JRrmzQzr8ZFA

Lifestyle Evangelism - Guiding Principles (July 29, 2026)

Leadership principles are rarely complicated. The difficulty is remembering to practise them consistently when targets are missed, markets become unstable, staff disappoint us and the pressure keeps building. In Part One, we examined the first seven guiding principles of leadership. Here are principles eight to sixteen: practical reminders about respect, recognition, accountability, goal-setting, focus, resilience, work-life balance, worry and enthusiasm. They may sound familiar, but familiarity is not the same as application. How does showing respect improve employee motivation? Genuine respect is the foundation of sustainable employee motivation because people are more willing to contribute when they feel valued as human beings. This applies not only to star performers but also to the large middle of the workforce whose performance may be average or inconsistent. Many bosses naturally respect their top 20% because those people deliver results. The real leadership test is how they treat everyone else. Frustration can leak into the boss's voice, facial expression and daily interactions. Staff quickly recognise when they are being tolerated rather than respected. Leaders do not have to accept poor performance. They do, however, need to separate the individual's worth from the current quality of the work. Clear coaching, fair expectations and honest feedback can coexist with dignity. Do now: Check whether every team member receives the same basic level of courtesy, attention and respect, regardless of performance. Why are recognition and praise sometimes more powerful than money? People work for money, but they often go the extra mile because they receive recognition, praise and meaningful rewards. Fair pay matters, but salary alone rarely creates emotional engagement, loyalty or discretionary effort. Frederick Herzberg described salary as a "hygiene factor". When pay is unfair, it causes dissatisfaction. When it is fair, employees generally treat it as an expected part of the employment relationship. The stronger motivational effect often comes from achievement, responsibility, progress and recognition. Our Dale Carnegie research has repeatedly identified feeling valued by one's immediate manager as an important emotional driver of engagement. Employees cannot read the boss's mind. They know they are valued because the leader communicates it through specific praise, appreciation and acknowledgement. A vague "good job" is better than silence, but precise recognition is stronger: explain what the person did, why it mattered and who benefited. Do now: Recognise one specific contribution today and connect it directly to its positive impact. Should leaders admit their mistakes? Strong leaders admit mistakes quickly because accountability builds credibility rather than diminishing authority.A boss who pretends to be infallible creates defensiveness, fear and political behaviour throughout the organisation. Ego, face, pride and professional image can make an admission difficult, particularly in hierarchical business cultures. Some managers worry that saying "I was wrong" will weaken their position. Usually, the opposite happens. Employees already know the mistake occurred. The only unresolved question is whether the leader has enough confidence and integrity to acknowledge it. Admitting an error does not mean accepting chronic incompetence. Leaders and employees must still meet professional standards. The principle is to be quick to acknowledge genuine mistakes, slow to criticise others and constructive when correcting performance. A leader who accepts personal imperfection is also more capable of responding calmly when a team member makes an occasional error. Do now: Admit the mistake, explain the correction and focus the team on preventing a recurrence. How should leaders set challenging but realistic goals? Effective goals should stretch performance without becoming so unrealistic that employees stop believing effort will make any difference. Clear, challenging and attainable targets generate more commitment than numbers based on guesswork, hope or executive wishful thinking. Throughout my career, I have encountered targets that appeared to have no scientific, commercial or logical foundation. A wet finger held up to the breeze seemed to be the methodology. These goals did not motivate anyone. They encouraged cynicism, sandbagging and creative explanations for failure. Today, I use a spreadsheet to track each salesperson's results from the date they joined the company. This allows comparisons based on experience, historical performance, conversion patterns and realistic productivity expectations. Large corporations, SMEs and startups may use different metrics, but the principle remains the same: base targets on evidence, explain the rationale and confirm that employees can influence the outcome. Do now: Review whether your team's goals are evidence-based, clearly explained and difficult but genuinely obtainable. How can leaders maintain focus on the big picture? Leaders maintain strategic focus by protecting time for important long-term work, even while urgent problems compete for attention. Markets, currency movements, wars, technological disruption and economic downturns can easily pull leaders into permanent crisis management. Employees are often understandably focused on today's workload, career, compensation and immediate problems. Senior leaders must operate across a longer horizon. They need to keep reminding the organisation where it is going, why that destination matters and what must be protected during periods of disruption. The familiar advice is to work on the business, not only in the business. Stephen Covey's Quadrant Two—important but not urgent—is where strategic planning, relationship building, capability development and risk prevention normally sit. Unfortunately, these activities are easily postponed because they are not yet emergencies. The big picture does not maintain itself. Leaders have to schedule time to think. Do now: Block regular Quadrant Two time for strategy, people development and prevention before urgent work consumes the calendar. Does work-life balance improve leadership performance? Consistently high performance requires recovery because health, reflection and leisure support better judgement, creativity and endurance. Leadership is a marathon, even though ambitious executives sometimes behave as if every month is the final sprint. "I will outwork, out-sacrifice and out-commit everyone" can sound admirable. It becomes dangerous when exhaustion damages decision quality, relationships or physical health. Many of our strongest ideas appear while walking, running, swimming, exercising or gardening—not while staring at another spreadsheet late at night. My father established his own company at the age of 49 and achieved rapid financial success. He died from lung cancer at 51 and was not there to enjoy the rewards. That experience permanently shaped my view of success. Winning in business is meaningless if leaders destroy their health, family life and capacity to enjoy what they have built. Do now: Treat sleep, exercise, relationships and recovery as performance disciplines rather than optional rewards. How can leaders remain positive during severe setbacks? Resilient leaders take strength from what remains possible instead of allowing past failures and present negativity to consume their energy. Positivity is not pretending that serious problems do not exist. It is maintaining the ability to act despite them. The movie reel inside our minds repeatedly shows mistakes, humiliations, losses and disasters. News media amplify the effect because negative stories attract attention. During the COVID-19 pandemic, the training industry suffered extraordinary disruption. Remaining optimistic while facing losses, uncertainty and upheaval was not easy. My mantra was TINA: There Is No Alternative. Quitting mentally would not improve the situation, so the only productive option was to keep adapting and fighting. Japan's well-known saying, "Fall down seven times, get up eight," captures the required mindset. Resilience does not remove the wound. It gets us moving again. Do now: Identify what remains within your control and take one constructive action before reviewing the problem again. What practical method helps leaders control worry? Leaders can reduce worry by converting vague fear into a clearly defined problem followed by practical solution choices. Worry thrives when the mind circles endlessly around uncertainty without moving toward a decision. Questions such as "Can we make payroll?", "Will we run out of cash?" and "How much longer can we survive?" became genuine concerns for many business owners during the pandemic, supply-chain disruption, market instability and geopolitical conflict. A simple four-part process can interrupt paralysis: What is the problem? Why is it a problem? What could I do to alleviate the problem? Which solution is best? This structure moves the mind away from emotional repetition and into analysis, options and action. The selected solution may not be perfect, but purposeful movement is generally healthier than passive anxiety. Do now: Write down the worry, answer the four questions and choose the next specific action. Why is enthusiasm essential for leadership? Enthusiasm gives leaders the emotional energy to influence others, sustain momentum and keep hope alive when circumstances are grim. It can move people, but it must also be protected from persistent negativity. Negative colleagues, commentators and acquaintances can act like kryptonite. Their pessimism gradually drains confidence and makes every idea appear impossible. Leaders cannot always avoid difficult people, particularly when the negative person is a colleague, client or family member. They can, however, control how much authority that person's outlook is allowed to have. Enthusiasm is not constant excitement. It is a renewable commitment to possibility. Leaders should identify the activities, people, purposes and achievements that reignite their energy. A small spark can become the blue flame that helps a team believe there is a worthwhile future ahead. Your emotional state is contagious, whether you intend it to be or not. Do now: Protect your enthusiasm, reduce unnecessary exposure to habitual negativity and reconnect with what gives the work meaning. Conclusion: How can leaders turn familiar principles into daily habits? The sixteen principles covered across Parts One and Two are not new, glamorous or technologically advanced. Most leaders have heard similar advice before. The problem is not a lack of knowledge. The problem is inconsistent execution. Respect, recognition, humility, constructive feedback, realistic goals, strategic focus, personal health, resilience, practical problem-solving and enthusiasm only create value when they become visible behaviours. Choose one principle each day and deliberately practise it. Treat the principles like daily business health supplements. One small leadership behaviour repeated consistently can improve trust, engagement, judgement and organisational performance. The obvious principles are often the ones we neglect. Leadership improves when we stop admiring the ideas and start living them. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been published in Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Primary & Secondary ModCastDave Agata, Doug Deaton, and Matt Landfair discuss how the media has been manipulating messages regarding recent high-profile events. Links to research resources below.Episode Sponsors:High Desert CartridgePHLster educational content: https://www.youtube.com/@PHLsterOur Patreon can be found here:https://www.patreon.com/PrimaryandSecondaryPrimary & Secondary:Website: https://primaryandsecondary.com/Facebook: https://facebook.com/primaryandsecondary/Forum: https://primaryandsecondary.com/forumComplete Audio Podcasts: https://spreaker.com/show/primary-secondary-podcastRumble: https://rumble.com/user/PrimaryandSecondaryYouTube: https://www.youtube.com/@PrimarySecondaryResurrectionModel Policies and GuidesNational Consensus Policy on Use of Force (2020).https://www.theiacp.org/sites/default/files/2020-07/National_Consensus_Policy_On_Use_Of_Force%2007102020%20v3.pdfU.S. Department of Justice – Updated Use of Force Policy (2022).https://www.justice.gov/d9/pages/attachments/2022/05/23/departments_updated_use-of-force_policy.pdfPolice Executive Research Forum. (2015). Guiding Principles on Use of Force.https://www.policeforum.org/assets/30%20guiding%20principles.pdfCase LawTennessee v. Garner, 471 U.S. 1 (1985).https://supreme.justia.com/cases/federal/us/471/1/Graham v. Connor, 490 U.S. 386 (1989).https://supreme.justia.com/cases/federal/us/490/386/Plumhoff v. Rickard, 572 U.S. 765 (2014).https://supreme.justia.com/cases/federal/us/572/765/Mullenix v. Luna, 577 U.S. 7 (2015).https://supreme.justia.com/cases/federal/us/577/7/Barnes v. Felix, 605 U.S. ___ (2025).https://www.supremecourt.gov/opinions/24pdf/23-1239_onjq.pdfBooksArtwohl, A., & Christensen, L. W. (2019). Deadly Force Encounters: Cops & Citizens Defending Themselves and Others. https://a.co/d/0crWyVDlPatrick, U. W., & Hall, J. C. (2017). In Defense of Self and Others: Issues, Facts & Fallacies - The Realities of Law Enforcement's Use of Deadly Force. https://a.co/d/0e2qglzpArticlesChristina L. Patton et al., The Influence of Police Profanity on Public Perception of Excessive Force, J. Police & Crim. Psychol. (2017). https://tinyurl.com/4yu84kwhDavid M. Blake, Cognitive Bias and Use of Force Investigations, 9 Investigative Sciences Journal. (June 2017). https://tinyurl.com/4uypv2kkLexipol Media Group. (2021). Improving Officer Safety and Reducing Risk During Non-Compliant Traffic Stops. Police1.com. https://tinyurl.com/5dc4343bM. Hunter Martaindale et al., @#%$!: The Impact of Officer Profanity on Civilians' Perception of What Constitutes Reasonable Use of Force, 26 Police Quarterly 194 (2023). https://tinyurl.com/yc7bds3xMatthew J. Sharps et al., Police Profanity and Public Judgments of Guilt and Effectiveness in Officer-Involved Shootings, J. Police & Crim. Psych. (2018). https://tinyurl.com/4na7uvh5Parham, W. (2022). 10 Tips for Felony/High Risk Traffic Stops. Police Magazine. https://www.policemag.com/blogs/patrol/blog/15307802/10-tips-for-felonyhigh-risk-traffic-stopsSimon Baldwin et al., A Reasonable Officer: Examining the Relationships Among Stress, Training, and Performance in a Highly Realistic Lethal Force Scenario, 12 Frontiers Psychol. 759132 (2022). https://tinyurl.com/ykvpc925Wolf, D. (2023). 7 Ways to Maintain Safety Around a Suspect's Vehicle. Police1.com. https://tinyurl.com/3d2x3p93Become a supporter of this podcast: https://www.spreaker.com/podcast/primary-secondary-podcast--2585240/support.

We collect leadership ideas from everywhere: books, training courses, articles, mentors, bosses, colleagues and the occasional painful lesson delivered by experience. The problem is that we rarely collect these ideas in one place. They arrive randomly over many years, and we forget more than we retain. We may recognise a useful principle when we hear it, nod wisely and then promptly return to doing exactly what we were doing before. Here are seven leadership principles we already know but probably need to remember. In Part Two, we will continue with principles eight through sixteen. Should Leaders Focus on Strengths or Weaknesses? The first step towards leadership success is identifying your strengths and deliberately building on them. That is not what most of us do, though, is it? We usually focus on what we are doing badly. We replay mistakes, analyse weaknesses and beat ourselves up because we are not perfect. All of that keeps us looking backwards. Naturally, leaders cannot ignore weaknesses that are hurting the team or damaging results. However, leadership development should not become an endless repair job. We also need to ask where we already perform well and how we can create even more value from those capabilities. Perhaps you are good at setting direction, developing people, winning trust, communicating through uncertainty or making tough decisions. These strengths are leadership assets. Use them consciously rather than treating them as accidental. Do now: Write down your three strongest leadership capabilities and decide where you will apply each one more deliberately. What Really Builds Trust in Leadership? Trust is built when leaders are fair, keep their promises and do the right thing even when nobody would blame them for taking the easier option. Communication is built on trusting relationships, but what actually creates that trust? Fairness is a major part of it. Employees, vendors and clients are always watching how we behave when pressure, money and competing interests enter the picture. During the COVID period, we had access to international pricing for one of our training programmes. That price was higher than what we normally charged locally. We could easily have taken the extra money, and in those very straitened times, the cash would have been welcome. But where is the trust if we do that? Trust also means doing what you say you will do, when you say you will do it and in the way you promised. That sounds easy. It is not. Busy schedules, shifting priorities and unexpected problems all get in the way. Regardless, leaders have to keep their eyes on integrity and follow their true-north values. Do now: Review the commitments you have made recently. Is there anything you promised but have not yet delivered? Can a Leader Force Employees to Be Motivated? Motivation cannot be forced. People have to want to do a good job, and the leader's role is to help create the conditions for that motivation. Imagine a cartoon boss screaming, "Be motivated! Be motivated! Be motivated!" so loudly that the employees' hair is blowing backwards. Ridiculous, obviously. Yet many managers are not doing anything much more sophisticated. They push harder, repeat the target, add pressure and wonder why people are not suddenly overflowing with enthusiasm. A better starting point is alignment. What does the individual value? What does the enterprise value? Where can those interests connect? One employee may want advancement. Another may want recognition, professional mastery, security, flexibility or the chance to work on something meaningful. Leaders need to understand those individual motivations and help employees see how strong performance can move them towards their own goals. Here is the million-dollar question: do you know the goals and values of each staff member? And do you keep checking? Goals change. Do now: Ask each person what they most want to achieve professionally over the next twelve months. Why Must a Leader's Interest in People Be Genuine? Genuine interest strengthens relationships because people can quickly detect the difference between real curiosity and fake friendliness. The key word is "genuine". This is not about pretending to care because you want something. It is not a technique to secure cooperation, win a sale or encourage someone to work harder. We have all seen the opposite. Someone is charming while they expect a generous tip and then looks visibly disappointed when the amount is not sufficient. In Japan, there is also the eigyo smile—the fake "sales smile" used to help win business. The mouth is smiling, but the rest of the person is not involved. Leaders make the same mistake when they ask polite questions while clearly waiting for their turn to talk. People are fascinating. When we show pure curiosity, we learn far more about their experiences, concerns, motivations and ambitions. They also sense that the interaction is genuine. As leaders, let's be curious. Do now: Ask someone a question today simply because you are interested in the answer, not because you need anything from them. Why Is Empathy Essential for Modern Leaders? Empathy helps leaders understand the world affecting another person instead of judging everything from inside their own world. Deadlines, targets, quotas, emails, bills and endless meetings—the rough and tumble of business is relentless. It is easy to become completely consumed by our own pressures. When that happens, we forget that everyone around us is dealing with a different set of circumstances. I once watched a company owner networking vigorously at an event. Another guest made a snide comment about what the owner was doing. Maybe that guest sailed through the pandemic completely unscathed. The company owner, however, had been clinging on by the fingernails. The networking was not vanity or attention-seeking. It was an attempt to keep the business alive. That is what happens when we focus entirely on ourselves. We judge visible behaviour without understanding the invisible circumstances behind it. For leaders, that is a disaster. This is especially true when talented employees can easily jump ship if they do not feel they are being understood or looked after. Empathy is not an occasional activity. As leaders, we had better become empathetic if we want to succeed in modern business. Do now: Before criticising someone's attitude or performance, ask what may be happening that you do not yet understand. Why Are Good Listeners So Persuasive? Nobody is more persuasive than a good listener because people are far more open to someone who makes them feel heard and valued. This sounds counterintuitive, doesn't it? We often imagine persuasion as having the gift of the gab, controlling the conversation, steering the content and driving forward through sheer force of will. In practice, this often means finishing other people's sentences, cutting them off or jumping in with our genius contribution before they have completed their point. This behaviour is so common that when someone actually shuts up and lets us talk, we feel liberated. We feel energised. We feel valued. We like that person. We also become more positive about who they are, what they have to say and what they want us to consider. Introverts, in particular, often respond well when they are given enough space to think and speak without being steamrolled. So, if you want people to listen to you as a leader, first let them do the talking. Do now: In your next conversation, do not interrupt. Let the person finish, pause and then ask a follow-up question. Why Are Team Players the Leaders of Tomorrow? Tomorrow's leaders will succeed through creativity, critical thinking and collaboration rather than trying to dominate everything through personal force of will. The three Cs—creativity, critical thinking and collaboration—are becoming increasingly important. Collaboration is the relatively new arrival. When I was growing up in business, Jack Welch was the dominant leadership role model. The popular image was of a tough leader driving results through force of personality, pushing subordinates hard and casting overboard anyone who did not measure up. It was a Darwinian struggle producing zero-sum outcomes. Today's business environment is different. No leader can personally master every market, technology, customer expectation, regulatory risk and operational problem. The winning formula is the ability to tap into the collective intellect, energy and commitment of the whole team. I can see this weakness in myself. I now tell my son he should not think he has to do everything alone, as I did. He should seek support, mentors and collaborators. I wish I had been smarter about this rather than following the path of the hairy-chested individual trying to do everything independently. I have been a notoriously slow learner. Do now: Choose one important problem you are carrying alone and bring other capable people into the discussion. Which Leadership Principles Matter Most? Leadership improves when we consistently apply familiar principles rather than endlessly searching for fashionable new theories. Know your strengths and build on them. Be fair and protect trust. Understand what motivates each individual rather than attempting to force motivation upon them. Take a genuine interest in people. Step outside your own world and practise empathy. Listen before trying to persuade. Finally, stop believing that strong leadership means doing everything alone. Collaboration is not a sign of weakness. It is how leaders gain access to the full intelligence and commitment of the team. We know these principles. The real challenge is remembering to apply them when we are busy, under pressure and tempted to return to old habits. In Part Two, we will continue with principles eight through sixteen. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language books include Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

On this episode of Sustainability Matters, we explore what having confidence in science really means. What separates healthy skepticism from deliberate doubt? How do politics, economic interests, and misinformation shape public opinion around scientific research? And what role can scientists themselves play in rebuilding trust?All this and more with Dr. Peter Mahaffy, member of the International Union of Pure and Applied Chemistry's (IUPAC) Committee on Ethics, Diversity, Equity and Inclusion and contributor to their Chemistry International journal, published by De Gruyter Brill.Host: Ramzi NasirGuest: Dr. Peter MahaffyReach out to Dr. Mahaffy at www.linkedin.com/in/petermahaffy Some papers Dr. Mahaffy refers to during the conversation:Cologna, V., et. al. Trust in Scientists and Their Role in Society Across 68 Countries, 2025, Nature Human Behaviour, 9, 713-730. https://doi.org/10.1038/s41562-024-02090-5Garcia-Martinez, J; Mahaffy, P.G., et. al. Responsible Chemistry for a Changing World: IUPAC's Guiding Principles, RSC Chemical Science, 2026, DOI: 10.1039/D5SC08844E.Mahaffy, P. G.; Garcia-Martinez, J.  From what Chemistry can do to what Chemists should do, J. Chem. Educ. 2025, 102, 11, 4661–4665. https://doi.org/10.1021/acs.jchemed.5c01467Mahaffy, P. G.; Matlin, S. A.; Holme, T. A.; MacKellar. J. Systems thinking for educating about the molecular basis of sustainability. Nature Sustainability. 2019, 2, 362–370.Mahaffy, P.; Cornell, S. (2025). Sustainability frameworks I – Planetary boundaries. Chapter 6 in Kirchhoff, M.; Kummerer, K.; Mahaffy, P.; Middlecamp, C. (eds) Chemistry Education for a Sustainable Future. Advances in Chemistry Education series, Royal Society of Chemistry, Cambridge, UK.Mahaffy, P. G.; Elgersma, A.K. “Systems Thinking, the Molecular Basis of Sustainability and the Planetary Boundaries Framework: Complementary core competencies for chemistry education,” Current Opinion in Green and Sustainable Chemistry, 2022, 100663, ISSN 2452-2236, https://doi.org/10.1016/j.cogsc.2022.100663.

This is a workshop of the Guiding Principles book within Narcotics Anonymous. We invite you to come along this journey with us. Please get your book, a highlighter, and a pen/pencil.Contact Information: 919-675-1058 or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠facebook.com/groups/theanonpodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Participation Form: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forms.gle/QhcK3JRrmzQzr8ZFA

School's Out!  Report Card Time - Ep 40 SOLO QUEUE DISCORD available at: https://discord.gg/nXQVqERcSU Show Notes  Welcome to Episode 40! – 2:13         40 episodes!  Happy 25th birthday to my Alex!  Big thanks to Rak and Kael for inviting me to celebrate episode 20 of The Ready Check!  Good to finally claw some time out to get this show out to you all!   Corrections – 9:44 Ep. 39 had a few stinkers. Sorry.   SQ Mailbag – 16:43 Rak's review, Cyn checks in, Vantacor writes once more, Wooley, Jerzey, and Sorchaduin have comments on Spotify brewin'   News – 26:17 Another Grrgle housing décor item as a Twitch drop from June 16-July 14 0.7 arrives today with extended maintenance, along with extended extended maintenance Story portion of 12.0.7 drops July 7 Turbulent Timeways will run from June 30 until August 11 I'm calling it, 12.1 will arrive on August 11 at the end of TT and right on the 8 week cadence   Drink of the Month – 32:29 In Pandaria and I have to sadly settle for a Flagon of Dwarven Mead - oof   SQ Development Bench – 34:52 Free ideas for Blizzard - A stable of NPCs that can gain experience and power available for Follower Dungeons and #FollowerRaids   “What Have You Done Lately?” – 42:53 Testing out Midnight features and systems, but most recently, IRL boss has wiped me day after day from playing   Guiding Principles for Time-Crunched Players – 56:09 How to navigate not having enough time in Azeroth, not getting overwhelmed, and staying productive – all advice I need to take myself   Top 10 List – My Favorite WoW Activities – 1:06:59 These are my go-tos   Main Topic – Midnight report card – 1:22:28           I posed the question to the SQ of how long are your breaks from WoW? Times varied, but it is becoming clear to me that it is okay to take some time away.   Closing Thoughts – 2:12:04 Overall grade for Midnight so far and wondering what it is I can't put my finger on that isn't pulling me into Midnight as heavily as other expansions   Outro – 2:16:35 Thanks to you, to Blizzard for the amazing music and sound, to OGRE for intro/outro music, my lovely and supportive wife, my family, and YOU for listening. OGRE's May 15, 2026 show video:  https://www.youtube.com/watch?v=uto-Zlk3Z1Q Support the show at https://www.patreon.com/soloqueuewow   Thank you to contributing patrons Andrew, Righteous Bandy, ThatSkyGuy, Cyn, Snek of Voldun, Jon, Scott, Jeru, Raven, Greybeard, , Pasta Matt, Luch, and Rak! And thanks to free members Max, Eddie, Bear, Friends of Wumpus, Sean, Curro, AehanNahkriin, Guardian Sandy, Alice, Don, Kamil, Eric, Wednesday, Case, TJ, Denethar, TheChampz, Michelle, Donald, AggroManagement, Brian, William, and Uihu! Subscribe to the podcast at your podcast feed of choice, Apple, Spotify, and all the rest. Leave a 5-star rating and a written review to help grow Solo Queue. You can contact me at soloqueuewow at gmail.com, Bluesky, Twitter, Facebook, Instagram, and Threads. Enjoy the 12.0.7 content or wherever you are in Azeroth! “I will see you out there."

The UN Guiding Principles on Business and Human Rights were adopted 15 years. In this episode, IHRB's Salil Tripathi speaks to Jane Nelson, the Director of the Corporate Responsibility Initiative at Harvard Kennedy Business School, about whether, in the current climate, the UNGPs are out of touch or more relevant than ever, and how both states and business actors can implement the Principles in the years ahead.

Jeanie Tietjen unpacks trauma-informed practices in higher ed and why naming itself is a form of teaching on episode 626 of the Teaching in Higher Ed podcast. Quotes from the episode Naming goes so far back in, even just in literary terms, the importance of naming. -Jeanie Tietjen There is still a very nascent and as yet relatively unarticulated understanding of how profoundly trauma, adversity, and violence adversely affect teaching and learning. -Jeanie Tietjen Many students have experienced traumas that are situated in educational settings, bullying experiences that are identity-based, that profoundly shape how they feel about the educational setting as a place. -Jeanie Tietjen Learning is very vulnerable. It involves being wrong, failing, failing in front of other people. -Jeanie Tietjen Resources Naming the Urgency: The Importance of Trauma-Informed Practices in Community Colleges, by Jeanie Tietjen (chapter) Trauma Informed Pedagogies: A Guide for Responding to Crisis and Inequality in Higher Education, edited by Phyllis Thompson and Janice Carello The Institute for Trauma, Adversity, and Resilience in Higher Education Supporting the Whole Student: Mental Health, Substance Use, and Wellbeing in Higher Education (National Academies of Sciences, Engineering, and Medicine) What Happened to You? Conversations on Trauma, Resilience, and Healing, by Bruce D. Perry and Oprah Winfrey SAMHSA’s 6 Guiding Principles to a Trauma-Informed Approach (infographic) Mays Imad Janice Carello Bryan Dewsbury Tracie Addy and PAITE (Personal Assessment of Inclusive Teaching for Effectiveness) Education Northwest — research on trauma and attendance (Shannon Davidson) Teaching Solidarity: Critical Race Reading, by Malini Johar Schueller The Essential Gwendolyn Brooks Episode 357: Sandie Morgan and Warren Doody on Elizabeth Leonard’s interdisciplinary legacy Bread and War: A Ukrainian Story of Food, Bravery and Hope, by Felicity Spector Flour Power (Felicity Spector’s Substack) The Gap (Ira Glass), video by Daniel Sax on Vimeo The Gap — PKM in Action, by Bonni Stachowiak Poll Everywhere

On this week's Defense & Aerospace Report Washington Roundtable, Dr. Patrick Cronin of the Hudson Institute think tank, Michael Herson of American Defense International, former DoD Europe chief Jim Townsend of the Center for a New American Security, and former Pentagon Comptroller Dr. Dov Zakheim of the Center for Strategic and International Studies join Defense & Aerospace Report Editor Vago Muradian to discuss Senate passage of the $70 billion Reconciliation 2.0 package and what it means for the $350 Reconciliation 3.0 measure for the Pentagon; the House Armed Services Committee's National Defense Authorization Act and chairman's markup of the administration's $1.15 trillion 2027 defense spending request; House passage of war powers resolution; outlook for US-Iran talks as two sides trade fire; Trump orders Israel to not strike Beirut to prevent collapse of talks with Iran, prompting Israel and Lebanon to strike new ceasefire; House approval of $8 billion in new Ukraine aid; Kyiv struck St. Petersburg oil facilities as Vladimir Putin convened his annual economic forum where Saudi Arabia was a special guest; Moscow's $25 billion Iran nuclear deal; Washington's decision to block Tomahawk cruise missiles for Germany to avoid provoking Moscow as Norway joined France's European nuclear deterrent initiative; Chinese coercive maritime behavior; Japan's quasi-alliances with Australia, the Philippines and — perhaps — SouthKorea; undersea warfare and uncrewed technologies become the first AUKUS Pillar II elements; the 17-nation Guiding Principles for Underwater Infrastructure Defence Exchanges; impact of Trump's proposal to elevate Federal Housing Finance Agency as well as Fannie Mae and Freddie Mac boss Bill Pulte as acting Director of National Intelligence on renewal of the Foreign Intelligence Surveillance Act; and US politics.

Bible commentaries describe Psalm 101 as King David's strategy for ruling in accordance with God's righteous rule. Within the Psalm's eight verses are guiding principles such as, “I will conduct the affairs of my house with a blameless heart,” (verse 2) and “I hate what faithless people do; I will have no part in it.” ... The post Guiding Principles appeared first on Unconventional Business Network.

This is a workshop of the Guiding Principles book within Narcotics Anonymous. We invite you to come along this journey with us. Please get your book, a highlighter, and a pen/pencil.

After a long break, kicking the show off again. 

Welcome to The Times of Israel's Daily Briefing, your 20-minute audio update on what's happening in Israel, the Middle East and the Jewish world. Editor David Horovitz joins host Amanda Borschel-Dan for today's episode. Prime Minister Benjamin Netanyahu’s coalition on Wednesday submitted a bill to dissolve the Knesset and trigger elections, as the government competed with the opposition to control the process of disbanding parliament and determining when voters will go to the ballot box. The bill did not specify an election date. Horovitz weighs in on the complexities and delves into the timing of the upcoming elections. Netanyahu announced yesterday that he had made a secretive visit to the United Arab Emirates and met with its leader, President Sheikh Mohammed bin Zayed, during the US-Israeli war with Iran earlier this year. For its part, the UAE has strongly denied that this visit took place. What's happening here? The Board of Peace’s Gaza envoy Nickolay Mladenov said at a briefing with foreign reporters in Jerusalem yesterday that Hamas is consolidating its power in the Strip, while dragging its feet in agreeing to a US-backed framework for handing over its weapons that has led to the stalling of plans to rebuild the war-damaged enclave. Horovitz explores these harsh truths. The New York Times published an opinion piece that alleged widespread rape of Palestinian prisoners in Israeli jails, including by dogs. Backlash, calling the entire article a "blood libel," has noted that Nicholas Kristof's article relied on sources that have alleged ties to the Hamas terror group or have praised it. Horovitz discusses the multi-layered issues surrounding this oped and how The Times of Israel has covered the allegations in it. To close out the program, we hear about The Times of Israel's policy on labeling the territories occupied by Israel since 1967 as the "West Bank," versus Judea and Samaria. Check out The Times of Israel's ongoing liveblog for more updates. For further reading: Bring it on? Why the ultra-Orthodox, the opposition, and maybe Netanyahu think earlier elections will work for them Coalition files bill to dissolve Knesset, doesn’t set an election date Netanyahu says he secretly visited the UAE during the Iran war, hails ‘historic breakthrough’ Accused of ‘blood libel,’ NYT defends column alleging Israeli rape of Palestinian inmates ‘Blood libel’: Israel rejects NYT column alleging widespread rape of Palestinian inmates Subscribe to The Times of Israel Daily Briefing on Apple Podcasts, Spotify, YouTube, or wherever you get your podcasts. This episode was produced by Yitzchak Ledee.See omnystudio.com/listener for privacy information.

This week, Pastor Brad opens up the word to one of his favorite passages: 1 Thessalonians 2:3-12. This is a passage that the Lord has used to shape him in ministry, and he shares with us how God calls us to live in a worthy manner in light of his kingdom and glory, by being transparent, caring for others, being of the same character in public and in private, and calling others around us to live in the calling that God has called them to.  Brad challenges us to use these principles as a guide for our lives. If you're not already, what would it look like to make these principles YOUR guide? It is hard, but it is GOOD. This is what you were made for, and the life that God has called you to.  This sermon is from 5/10/2026

This is a workshop of the Guiding Principles book within Narcotics Anonymous. We invite you to come along this journey with us. Please get your book, a highlighter, and a pen/pencil.

Looking for useful games and materials for your classroom? In this episode, Pam and Kim discuss some of the classroom materials and games they love and what makes them great.Talking Points:Games and resources that do NOT lead towards an algorithmThe value of games with strategy choice and without time/speed Hand2mind Foundations for StrategiesNumber Hive games for differentiation and to practice factsMath For Love gamesNumberClub games to build understanding Wipebooks for Rich TasksHand2mind Webinar: https://bit.ly/hand2mindmifCheck out our social mediaTwitter: @PWHarrisInstagram: Pam Harris_mathFacebook: Pam Harris, author, mathematics educationLinkedin: Pam Harris Consulting LLC 

In today's episode, Mike talks about guiding principles and personal mission statements -- their value and how they help us discern the will of God.  One definition: Guiding Principles are broad, strategic guidelines that help people make decisions and operate in alignment with their core values and mission. They serve as a framework for behavior and decision-making."    "Be completely humble and gentle. Make every effort to keep the unity of the Spirit through the bond of peace."  -- Ephesians 4

Joanne Chitwood, a nurse practitioner and author, discusses the sensitive topic of end of life care. This medical education focuses on guiding family support and nurses through the journey of a dying patient. She also touches on the importance of hospice and palliative care in providing comfort.visit: www.joannechitwood.com/visit: www.TheRawVibe.com00:00 Understanding the Dying Process01:42 The Sacred Journey of End-of-Life Care04:22 Recognizing Signs of Approaching Death07:03 Emotional and Physical Signs of Dying09:37 The Importance of Communication in Caregiving12:03 The Role of DNR in End-of-Life Decisions20:04 Navigating End-of-Life Decisions23:06 Creating a Peaceful Environment for Dying27:39 The Importance of Communication in Dying30:38 Guiding Principles for the Dying and Their Families36:13 Preparing for the Dying Process

Building AI with Clear GuardrailsIn this clip, John Hearty, Vice President & Head of AI Governance at Mastercard, explains how Mastercard ensures responsible AI development through strong guiding principles.Their systems are built around being functional, inclusive, and transparent, creating a shared foundation for everyone involved.

The world's seventh largest healthcare company based on revenue shares how it validates AI models as safe for approvals and denials. 

This is a workshop of the Guiding Principles book within Narcotics Anonymous. We invite you to come along this journey with us. Please get your book, a highlighter, and a pen/pencil.

Find Your Leadership Confidence Podcast Host: Vicki Noethling Returning Guest: Ray Martin Episode Title: Ten Guiding Principles What if leadership wasn't about doing more—but about being more present, intentional, and aligned? In this powerful return conversation, Vicki Noethling welcomes back Ray Martin, aka The Daily Explorer—entrepreneur, award-winning business leader, mindfulness teacher, and torchbearer for greater human consciousness. Ray's work bridges leadership, mindfulness, and authentic living, empowering people to lead with clarity, compassion, and purpose. In this episode, Ray unpacks his Ten Guiding Principles—a practical and deeply human framework for leaders, entrepreneurs, and changemakers who want to live and lead with intention while creating meaningful impact in the world. Together, Vicki and Ray explore how presence, self-trust, connection, and well-being are not “soft skills,” but essential leadership practices in today's fast-paced, high-pressure world. In this conversation, you'll hear: Why Ray is deeply passionate about conscious leadership and authentic living A high-level overview of his Ten Guiding Principles How Presence transforms decision-making and leadership influence Why Self-Acceptance is foundational to confidence and growth The power of Non-Attachment and Self-Trust in navigating uncertainty How Wisdom, Lightness, and Minimalism create clarity and focus Why Connection and Contribution are critical for fulfillment and impact How Health and Well-Being underpin sustainable leadership success This episode is an invitation to slow down, reflect, and reconnect with what truly matters—so you can lead with confidence, purpose, and joy.

Robyn Openshaw reads the Guiding Principles, and half the Intro, of her NEW BOOK, an expose on the supplements industry, here. Subscribe so that you can listen to upcoming subsequent chapters, as she reads the whole book. Or, get the professionally recorded and edited version on Audible, where British co-author Mike Fairclough narrates half the chapters! Connect With Me: Blog Website LINKS AND RESOURCES: Watch Video Version Here: Youtube Video- Subscribe now! Robyn's Substack– Subscribe HERE! Get your Take Daily Come DETOX with Robyn! Join Robyn’s personal-interaction Health Coaching Group Join Robyn for a free class for Bitcoin Insiders **Get this episode's resources: The post Ep. 360: Take Daily: How Supplements Hijack Our Health. First Chapter Author Reads appeared first on GreenSmoothieGirl.

Attention might be the ultimate commodity in a capitalist economy—and nowhere is that more obvious (or more dangerous) than in health. In this solo episode, Freddie Kimmel introduces Healthfluence: influence used in the direction of genuine well-being. Not “how do I go viral,” but how do we help people get better outcomes without getting misled. He breaks down why most wellness advice feels noisy, why “othering” (those guys are bad, we are good) is often tribal persuasion masquerading as truth, and why better questions—trade-offs, constraints, who it's for and who it's not—create real clarity. Freddie then shares his framework for ethical health influence: embodiment + knowledge + reproducibility, why your comeback story can be real without becoming a universal protocol, and how incentive bias (likes, money, belonging, the feeling of being right) demands radical transparency in both holistic and conventional worlds. He looks ahead to personalized health—guided by terrain markers, nervous system tone, genetics, and functional data—while admitting we're not fully there yet at scale. Until then, the “safe zone” remains the fundamentals that move the needle for almost everyone: movement, quality sleep, sun exposure and natural rhythms, sweating/heat (sauna as a practice), conscious language, and narrating your story in a way that supports agency—because the gap in modern health isn't knowledge, it's implementation, environment, and attention.   Episode Highlights [00:00]- Introduction to Beautifully Broken Podcast [02:20]- The Impact of Social Media on Health [05:34]- Guiding Principles for Health Influence [09:34]- The Importance of Transparency in Health [14:11]- Staying Within Your Scope in Health [17:24]- Foundational Principles of Health Fluence   Links & Resources Get Silver Biotics: bit.ly/3JnxyDD — 30% off with Code: BEAUTIFULLYBROKEN Try CatchBio: https://catchbio.com — Code: BEAUTIFULLYBROKEN LightPathLED: https://lightpathled.pxf.io/c/3438432/2059835/25794 — Code: beautifullybroken StemRegen: stemregen.co/products/stemregen?_ef_transaction_id=&oid=1&affid=52 CONNECT WITH FREDDIEWork with Me: https://www.beautifullybroken.world/biological-blueprintWebsite and Store: (http://www.beautifullybroken.world) Instagram: (https://www.instagram.com/freddie.kimmelYouTube: https://www.youtube.com/@beautifullybrokenworld Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This is a workshop of the Guiding Principles book within Narcotics Anonymous. We invite you to come along this journey with us. Please get your book, a highlighter, and a pen/pencil.

Connecting people to a life-changing relationship with Jesus.

Connecting people to a life-changing relationship with Jesus.

This is a workshop of the Guiding Principles book within Narcotics Anonymous. We invite you to come along this journey with us. Please get your book, a highlighter, and a pen/pencil.

Every person, organization, team, business, family, and church will face major problems. There is no such thing as a problem-free life. The real question is this: How will you respond in these times, and what will be your source for decision-making?Whatever the situation, we must do the right thing in the right way to God's glory. Teams, organizations, businesses, families, churches, and each of us can be in our greatest seasons, but suddenly a major problem emerges that jeopardizes almost everything. This problem is serious and demands immediate attention. So what do we do? How do we get through this critical issue? We need to know and then follow some guiding principles to solve the major problems we are experiencing. The first guiding principle to follow is…

Ever feel like decisions in your nonprofit take forever… or worse, no one knows who's actually supposed to make them? In this episode, I break down why unclear decision-making slows your organization to a crawl, how to fix confusion between staff and the board, and the simple tools that help teams move faster without chaos. If delays are costing you time, money, and client well-being, this one will bring some welcome clarity. Episode Highlights 00:00 Introduction and Funny Story 01:51 Today's Topic: Decision Making in Organizations 04:43 Clarifying Board Decision Making 07:53 Guiding Principles for Decision Making 11:23 Functions and Outcomes in Nonprofits 13:16 Heads and Hands Roles in Teams 16:30 Conclusion and Further Resources Resource The Board Clarity Club A monthly membership for boards that provides training and live expert support to help your board have total clarity on how to be the best board possible. Learn More >> About Your Host Have you seen Casino Royale? That moment when Vespa slides in elegantly, opposite James, all charming smile, razor-sharp wit and mighty brainpower, and says, "I'm the money"? Well, your host, Sarah Olivieri has been likened to Vespa by one of her clients – not just because she's charming, beautiful and brainy– but because that bold statement "I'm the money" was, as it turned out, right ON the money. Sarah helps nonprofits transform their organizations from failing to thriving. And she's very, very good at it. She's brought nonprofits back from the brink of insolvency. She's averted major cash-flow crises, solved funding droughts, board conflicts and everything in between… and so she has literally become "the money" for many of the organizations she works with. As the former director of 3 nonprofits and founder of 5 for-profit businesses, she understands, deeply, the challenges and complexities facing organizations and she's created a framework, called The Impact Method®️, which can help you simplify operations, build aligned teams and make a bigger impact without getting overwhelmed or burning out – and Every. Single. One. Of her clients that have implemented her methodologies have achieved the most incredible results. Sarah is also a #1 international bestselling author, holds a BA from the University of Chicago with a focus on globalization and its effect on marginalized cultures, and a master's degree in Humanistic and Multicultural Education from SUNY New Paltz. Access additional training at www.pivotground.com/funding-secrets or apply for the THRiVE Program for personalized support at www.pivotground.com/application Be sure to subscribe to Inspired Nonprofit Leadership so that you don't miss a single episode, and while you're at it, won't you take a moment to write a short review and rate our show? It would be greatly appreciated! Let us know the topics or questions you would like to hear about in a future episode. You can do that and follow us on LinkedIn.

On episode 724 of the 40+ Fitness Podcast, Coach Allan sits down with mindset coach and fitness mentor Jolie Glassman, author of 101 Rules for Being the Champion of Your Own Life According to the Rules of Boxing. Together, they dive into how the principles of boxing translate into powerful lessons for living your best life, especially as we age. Boxers are known for their incredible strength, resilience, and commitment—and Jolie shares how adopting a champion's mindset, facing your fears head-on, and building integrity are essential ingredients for real transformation, both in and out of the gym. From practical strategies to overcome temptation, to the importance of building strong routines and never giving up, Jolie brings over 30 years of experience helping people unlock strength, balance, and confidence at any age. Time Stamps 04:49 Intense Boxing Training Insights 09:14 No Excuses, Full Commitment 12:36 Fear, Motivation, and Action 13:50 Know When to Surrender 17:07 Late-Night Eating Triggers 20:22 Patience Starts With Yourself 25:39 Book Reading and Patience Advice 27:50 Be an Anomaly 29:31 Fun as Life's Guiding Principle https://JolieGlassman.com

Recorded live at the Practice Management Symposium, Dave Butler, Co-CEO of Dimensional Fund Advisors talks with Catherine Williams, Dimensional's Head of Practice Management, about developing and sustaining an organization's mission, vision, and values and why this work matters to advisors. Dave discusses how guiding principles shape culture, decision-making, and the client experience and offers insight into staying aligned as teams grow and evolve. He also highlights how advisors can translate these principles into daily practice, strengthen firm identity across generations, and communicate a clear, consistent message to clients.

In this episode, we discuss the recent debate between Dave Smith and Liquid Zulu regarding the essence of true libertarianism. We delve into the relevance and impact of libertarian theory versus pragmatic action in today's political climate. The conversation highlights the challenges libertarians face in connecting with the broader public and the importance of balancing ideological purity with practical solutions. Tune in for a critical analysis of libertarian thought and its place in real-world politics. 00:00 Introduction: Dave Smith and Libertarian Criticism 00:34 Libertarian Theory Debate: In the Weeds 01:13 Relevance of Libertarianism Today 02:31 Libertarianism vs. Real World Problems 04:26 Theory Bros vs. Pragmatists 04:59 The Importance of Guiding Principles 08:48 Converting People to Libertarianism 13:13 Ron Paul's Influence and Personal Journey 20:11 Practical Libertarian Solutions 21:31 Conclusion: Small Steps in the Right Direction  

Parker and Landon return after a brief hiatus to break down the latest NASCAR playoff drama, reflecting on fan fatigue with the current format and the impact of social media negativity. They debate the playoff system's effect on star power, compare NASCAR's identity to other motorsports, and discuss the need to reconnect with the sport's roots. The hosts also touch on F1 and IndyCar storylines, make their Las Vegas race picks, and share industry rumors with their signature humor. The episode wraps with listener feedback and a call for authentic ngagement from NASCAR's passionate fan base. Leave us a voicemail! https://moneylap.com Or email us! friends@themoneylap.com Timestamps: 00:00 - Intro 02:51 - Playoff Fatigue: Negativity in NASCAR 08:11 - Prominent Voices and Playoff Criticism 09:36 - Social Media's Role in Shaping NASCAR Narratives 12:10 - Playoff Format and Fan Fatigue 15:14 - Steve O'Donnell's Comments on Playoff Changes 19:25 - 100% Rule and Team Orders in Playoffs 23:21 - Collusion, Team Tactics, and Historical Precedents 28:41 - Star Power in Other Sports vs. NASCAR 35:34 - Nostalgia and Calls to Return to Basics 39:58 - Playoff Format: Roots vs. Reaction 42:36 - What Defines Stock Car Racing? 44:55 - Guiding Principles for NASCAR's Future 48:19 - 23XI/FRM Lawsuit and Mediation News 53:14 - 750 Horsepower Announcement 54:26 - Rumor Control: Parker's JRM Xfinity Ride 57:28 - Xfinity Playoff Elimination: Austin Hill 59:02 - Harrison Burton's Future & AM Racing 1:00:06 - F1 & IndyCar Updates: McLaren, Max, and Legal Drama 1:05:10 - Race Picks for Las Vegas 1:09:16 - Listener Feedback & Show Reviews 1:11:48 - Outro (Timestamps are a rough timing and may require a little scrubbing to find the start of the topic) The Money Lap is the ultimate motorsport show (not a podcast) with Parker Kligerman and Landon Cassill professional racecar drivers and hilarious hosts taking you through the world of motorsports. Covering NASCAR, F1, Indycar, and more, they'll provide the scoop, gossip, laughs, and stories from the racing biz. With over 1900 unique products currently in stock, Spoiler Diecast boasts one of the largest inventories in the industry. We are NASCAR focused, offering a wide range of diecast and apparel options. But that's not all. We've expanded our catalog to include diecast for dirt/sprint cars, Indycar, and F1. As passionate racing fans ourselves, we're constantly growing our offerings to cater to different forms of racing. Use promo code "moneylap" for free shipping. https://www.spoilerdiecast.com/ Copyright 2025, Pixel Racing, LLC. All Rights Reserved.

Kiera shares with listeners how to run quarterly meetings to get clarity, alignment, and accountability. She touches on the creation of 90-day plans, creating a definition of done, and why instilling a traction cadence is so helpful and practical. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:02) Hello, Dental A Team listeners. This is Kiera and welcome to the podcast today. I hope you're having an amazing day. I hope today's a great day for you. And today we're going to dig into quarterly meetings, ⁓ traction style. So this is based on the framework by Gina Wickman in traction. I've talked about them before. I used to talk about them a lot more and I feel like it's been a hot minute since we brought this up. There's tons of episodes on quarterly meetings. Quarterly meetings are one of my favorite things in the annual planning.   and how to do this because practices who run like this, who operate like this, they truly do so great. Like honest to goodness, so great. And I'm so excited for you to learn how to do these quarterly meetings. ⁓ To me, they're like the guiding principles of a freaking successful practice. So I hope you're excited about it. ⁓ A lot of practices skip these or they run them very loosely. And I want to help you learn how to run these.   very effectively, very efficiently, what they should look like, what you can have. I've been running these for, gosh, I don't know, seven years plus. I've learned a lot through the ways. I have somebody who helps coach our meetings, because I used to self-implement myself, and it's been so beneficial to have somebody help and how much my perspective has changed by having somebody help run them who knows how to do them so well. I love doing this. Yes, we've been trained by traction. We are not traction ourselves.   We do portions of it, but we do Dental A Team's version of it. ⁓ And what I've heard from offices that work with us on them ⁓ is they love that we have the dental background too. So we're able to help solve a lot of their issues, a lot of their problems, but to give the clarity, to give the confidence in these. So I'm excited. We're going to kind of go through how to run a quarterly meeting to get clarity, alignment, and accountability. And that's what it's ultimately for. And two, I feel like give simplicity too. Because once you know like what you're supposed to work on for the quarter, ⁓   Everybody's now aligned, everybody's rowing together. So for that, ⁓ I just want you guys to, I'll kind of walk you through a whole journey of how to do this. So number one, I want you just to go back on last quarter and how did last quarter go for you? What worked, what didn't work, what got done? I think right now you don't even know what happened. Well, it might be time for you to start looking into adding quarterly meetings to your plate. If you do know, rock on, how did you know that? Does your whole team know how you did?   Does the whole leadership team behind it? And then what is like, what are you working on this quarter? Do you know, is there a focus? Is there a plan? ⁓ And so what we're supposed to do is, and I do this with lots of offices and honestly, offices that get this, the leadership team gets more ⁓ honest conversations, more accountability, more peer to peer accountability, more ownership, and the whole organization goes. So the way I break it down is your annual goal is like a mountain. So it's this huge mountain that we're trying to climb and each quarter are the big boulders.   to build up that mountain, so the rocks, and then we have little pebbles and to-dos of the day in, day out. And so every quarter we need to dedicate a full day, yes, a full day, where we actually break away, the leadership team does, and then the leadership team builds what they feel the next quarter needs to be, and then they take it and break it down per departments. So that's kind of like my favorite way to do this. So what we do is we have our mountain, our annual goals, where we're going, we know where we're headed, and then from there we're gonna break it down and build those smaller rocks.   When we're going into a quarterly, we look at where we are based on where we want to be for the year. How did last quarter go? What were the wins? What were the losses? We started having people grade the quarter in the leadership team and that's been real fun. And that's just to see if everybody's aligned. So how do we do on an ABCD? Did we accomplish the things that we set out to do? Are we on track for the year of where we wanted to be? What are we seeing from all that? And what lessons did we learn that we should either do again or not do? I think that's so paramount when I'm going into leadership departments and   working on them with these quarterlies is to see like, what did we do really well and what did we not do and what should we do again and what should we not do again? And when you break it down like that, it's so incredible. And then you go into building your next 90 day plan, if you will, is what these quarterly meetings are. What are the most important three to five things that have to get that in this next quarter that are going to take us three months that are big boulders to help us reach the top mountain point that we've all agreed to is where we want to get to by the end of this year. So if our goal this year is to produce 3 million.   We've to break that down by quarters. We've got to have projections. Obviously, not every quarter is going to be the same based on the ups and downs within a practice. That's something very common. ⁓ Usually, December is not as high. September is not as high. So let's make sure that we're on track for that. Then we're looking at our overhead. We're looking at big initiatives. So maybe it's an operations manual. Maybe it's hiring an associate. Maybe it's getting all of our assistance CPR certified. Maybe it's getting all of our assistance to where they can do   oral surgery, whatever it is, there's big initiatives. Maybe we need to bring billing in house. Maybe we need to outsource billing. Maybe we need to figure out medical billing. Those are big initiatives that are going to move an organization forward exponentially, depending upon your practices needs. So then we break it down. And what I love to do is when we build these 90 day plans, not just have people like what I used to do, and this is something I've learned that I think can really help you out a quarterly is I don't just set up a like, we need to get an operations manual done in 90 days. No, no, no, no.   What is, and this comes from the book Come Up for Air, what is the definition of done? So that means that every department needs to have a daily, weekly, monthly, quarterly skeleton. We need to have 20 protocols done per person for all the different departments. That's what the definition of done of getting this operations manual done in 90 days looks like. What does onboarding an associate look like or onboarding a front office team member? It means that they know our company core values, they know our company mission, and that they're able to independently do X, and Z.   Well, what's awesome is when we have a definition of done, now everybody knows what that goal is. Is that realistic to get done in 90 days and what the focus is? Now, when I started working with teams and depending upon the size of it, a lot of times rocks are individual and they're individual department focused. But as organizations get larger and larger, sometimes we do what's called like a rallying cry or like a centralized focus. So maybe it's that this whole quarter,   the focus is getting everybody up on par for operations manual. And that's what we're all gonna focus on. If we just got that thing done amongst all departments, the whole organization would move faster. So there's no right or wrong way to do it. I've just found that depending upon the size of the organization and where they're located and what they're focused on, sometimes that whole collective initiative is the right thing to do. Other times the departments need individual focuses. So once we get those rocks or these big boulders with a 90 day plan with a definition of done, who's doing what,   is this realistic? Do we have the capacity to do it? Then from there you move into like solving issues and resolving. And if you set really, really good rocks and quarterly 90 day plans, what I found is a lot of times the issues actually break apart and there's not as many issues and we solve a lot of the issues because they're fixed in our 90 day plan. And it's so incredible. And so like really having solid, solid ways to solve issues.   to set this up and then we work through the issues. That's one thing I love about being a consultant running these is because we have so many resources. So it's like, oh, we're struggling with scheduling. Great. We have scheduling templates. We're struggling with hiring this person. Great. We already have that. We're struggling with this 30, 90, this 30, 60, 90 onboarding. Great. We already have that for you. We're scheduling with hygiene capacity. Great. We have solutions for that. So helping offices then learn how to solve issues independently is also really beautiful.   what the process is for that and how can we do this in different ways that we can make this even better for the offices is something so good. So when you walk out of your quarterly 90 day plan, you should have one, how did we do last quarter? Two, where are we at for the entire year? What does that look like? Are we on track? Are we off track? And if we're off track, do we have a plan to get back on track with our 90 day plan?   what every person and every department is doing for these next 90 days and their specific, measurable, attainable, realistic with a timeframe with a definition of done on all of them. And they're truly the most important things. We've solved issues, we have massive clarity and all of us agree to have healthy debates. And then what we do is we track it every single week. So it becomes so clearing, so clarifying, and especially for practices that are, I think more obsessive with. ⁓   trying to get so many things done, what this forces you to do is to prioritize, to focus. Now, owners, lot of times, like myself included, I have so many great ideas. And I always think like, this is so great and I want to do X, Y, Z and all these different things. Well, what I found is that actually is really hard for my team to ever feel like they're making progress, they're making traction, there's nothing for them to really do. And so with the quarterly plan, all my great ideas get like pinned for next time because the 90 day plans rolled out.   Now, sometimes things happen. Like we might lose a team member unexpectedly. We might have other things that come up. But if I do this really, really well and my quarterly plan is really set up right, then we shouldn't stray even when things happen. And the goal is that 80 % of your boulders or your 90 day plans are accomplished every single quarter. And your office manager, your regional is responsible and accountable for making sure those like get across the goal line. And so   I love working with offices on this. love setting up. It takes eight hours. So you start out, you start out with some fun like trust building or leadership growth things are how you start. We review the quarter. We look to see how that goes for everybody. We give it a rating of how we did it. Then after that, we go through our vision of where the company is going, our core values. Are those all in alignment? We check to see if our team's all in alignment. Do we have any people we need to?   ⁓ rise up or rise out. We review that. We look to make sure our accountability or org chart is correct and that we've got right players, things are clear for all of it. So to me, it's just a good like housekeeping every single quarter. Then we build our 90 day plan. We overcome obstacles, we solve issues, and then we go to work that next quarter and we check it every single week. And saying that seems so simple. And that's actually why I love traction. That's why I love this model. It's why I love ⁓ the cadence of it.   But what's really amazing is if you pair it with Patrick Lanzioni's five dysfunctions of a team and you really start working on that trust and vulnerability and then healthy debate.   But what's really amazing is when you build the clarity with the quarterly, with the plan, ⁓ and you're working on those healthy debates, the peer-to-peer, the ownership, that's when you really start to win. That's when you start to win as an organization. That's when you start to build trust amongst your leaders. That's when you start to make sure that you're really focused on where you wanna go. And so I'm just so obsessive about it. This is what people do in large organizations and...   When I go to conferences and I talk to really brilliant businesses, they're all running on this. And so I'm like, if this is what the best of the best are doing, and I do think it's the easiest, the most consistent, the easiest to follow. But when I said at the beginning, I used to self-implement and I used to run these meetings and having somebody come in and run them, who's not me, has allowed me to sit in the owner seat, to sit in the CEO seat where I don't have to sit here and think about running it.   But I can actually sit back and I can look and watch my leadership team evolve. I can watch the different pieces. I can ⁓ really truly observe. can think I'm not having to sit here and make sure we're putting things together and I'm pushing my own initiatives. But I have somebody who's there that can see my team from a perspective I can't see them from. And it's such an amazing experience. And so I just strongly recommend if you haven't done it, start, start implementing it. If you need help, reach out Hello@TheDentalATeam.com.   We do this for so many offices and it's something just really magical to be able to help you get the clarity and offices that have implemented have told me like, we just feel alignment. We feel traction. We feel clarity. ⁓ Quarters are not as hard. It's easier to hit goals and expectations. All of that becomes easier. And so I just encourage you to try it, to commit to putting it into place. And this is something where if we can help you guys set it up and to run in for you.   something that we do. So reach out hello at thedeadlyteam.com but truly, this is something that I think you, your organization and every team member deserves. And then you go break it down in departments and we make sure that it's clear, it's tracked, it's measured, and it's focused. And you're actually able to like move the company forward so much. So all those big to do projects that you've always wanted to get done, this is how you get them done. So don't hesitate. Don't wait. Be sure to commit to your practice. Start with the quarterlies. This is how to like   a quick overview of how to run them. There's more in depth. You can reach out, ask questions, but truly you, your practice and your whole leadership team and your whole team deserve to have this. Now, if your team's small, that's okay. You can actually start with your whole team. We can get alignment that way. If your team's larger, you can move it into leadership meetings. So there's a certain spot where I actually move it that's recommended, but other times a lot of it is actually like open to the whole team and there's strategy in both ways to do it. So reach out.   Hello@TheDentalATeam.com. Commit to running amazing quarterlies and just get it done guys. That's what this is about. Thank you guys for listening and as always, thanks for listening. I'll catch you next time on The Dental A Team podcast.  

Segment 1: • Is America right to intervene? The Middle East crisis raises tough theological and political questions. • Distinguishing between national Israel and covenant Israel requires careful biblical thinking. • Todd introduces Just War Theory: legitimate government, last resort, just cause — but it's not so simple. Segment 2: • The Just War debate gets even messier when we add goals, methods, and terms of peace. • Terror attacks complicate the moral landscape—how do Christians think clearly here? • Biblical principles demand wisdom, not just reactionary headlines. Segment 3: • A violent attack in Michigan stopped by brave church members — do you have a plan? • Churches must take serious security precautions in an increasingly hostile culture. • Evil doesn't take Sundays off — wise leadership includes protecting the flock. Segment 4: • VBS has morphed — but should kids lead Sunday worship? • Entertainment-driven services may feel fun, but undermine biblical worship. • Worship isn't a Whoopty Doo Fest; it's about glorifying God, not entertaining people. ___ Thanks for listening! Wretched Radio would not be possible without the financial support of our Gospel Partners. If you would like to support Wretched Radio we would be extremely grateful. VISIT https://fortisinstitute.org/donate/ If you are already a Gospel Partner we couldn't be more thankful for you if we tried!