Podcasts about hardest job

Benita Fitzgerald Mosley, the new CEO of the U.S. Center for Safe Sport and the 1984 Olympic gold medalist in the women’s 100m hurdles, sat down with Sarah during the Milan Cortina Winter Olympics to discuss why she decided to take on such a hard job, her biggest priorities for the organization as it tackles more cases than ever before, and Safe Sport’s role looking ahead to the 2028 Los Angeles Games. Plus, we check back in to hear about Benita’s first 100 days on the job. Read the Associated Press’s investigation into Sean Gardner here Read about Gardner’s recent guilty plea here Sign up to attend the State of SafeSport 2026 virtual forum here The investment site for The Sports Bra is here You can now WATCH Sarah’s interviews! Subscribe to @iHeartWomensSports on YouTube and check out the Good Game playlist here Leave us a voicemail at 872-204-5070 or send us a note at goodgame@wondermedianetwork.com Follow Sarah on social! Bluesky: @sarahspain.com Instagram: @Spain2323 Follow producer Alex Azzi! Bluesky: @byalexazzi.bsky.social Instagram: @AzziArtwork Follow producer Bianca Hillier! Bluesky: @biancahillier.bsky.social See omnystudio.com/listener for privacy information.

Should we just read the latest parenting book until we have it memorized? Should we call our own parents every time we have an issue?

Sometimes leadership is modeled in small ways — like leaving work at 4 p.m. and meaning it. Not because the job's done — but because you're showing your team that life outside of work matters too. SUMMARY In this Long Blue Leadership podcast, Mark Michalek '99, human capital director for the FBI, shares leadership tips for more resilient teams.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   MARK'S TOP LEADERSHIP TAKEAWAYS 1. Transforming trauma into purpose Turning childhood loss and adversity into a lifelong calling in public safety, service and leadership 2. Post-traumatic growth vs. post-traumatic stress Reframing exposure to trauma as a potential catalyst for growth, resilience and deeper empathy in leaders 3. Whole-person leadership Leading people as complete humans — on duty, off duty, past and present — rather than just as job roles 4. Mental fitness as performance, not weakness Positioning counseling, wellness and psychological support as tools to optimize performance, not signs of failure 5. Modeling the behavior you want to see Leaders leaving at 4 p.m. for family, openly seeing counselors and visibly prioritizing health to give others “permission” to do the same 6. Leading in high-consequence environments Staying the “steady hand to land the plane” during crises like mass casualty events, while empowering experts on the ground 7. From doing the work to leading the work Shifting from frontline case work (violent crime agent) to enterprise-level leadership that shapes culture and systems 8. The power of networks and extended family in uniform Leveraging the Long Blue Line and law enforcement community as a lifelong support, mentorship and resilience network 9. Discipline, recovery and sustainable performance Rest, running and intentional unplugging as essential leadership disciplines — not optional extras 10. Long-view leadership and legacy Seeing careers (military, FBI) as chapters, focusing on integrity, service and excellence, and building organizations your kids would proudly join   CHAPTERS 00:00:00 – Welcome & Introduction 00:00:30 – Early Life and Father's Suicide 00:02:00 – Finding an Extended Family in Law Enforcement 00:03:00 – Civil Air Patrol, Flying and the Path to USAFA 00:04:15 – Cadet Years, Setbacks and First Responder Leadership 00:07:25 – Choosing Security Forces and First Leadership in Nuclear Convoys 00:09:45 – From Military to FBI: Mental Fitness and Post-Traumatic Growth 00:15:15 – Balancing Family, Leadership Loneliness and Modeling Self-Care 00:19:15 – Leading Through Crisis: Inside the Boulder Attack Response 00:27:30 – Lessons, Legacy and Advice for Future Leaders   ABOUT MARK BIO Mark Michalek is a senior leader in the Federal Bureau of Investigation, currently serving as human capital director, a role to which he was appointed by Pam Bondi, former U.S. attorney general. In this capacity, Michalek leads enterprise policy and strategy for human resources, security, internal affairs, compliance and training across the Bureau's 38,000-person global workforce. A 1999 graduate of the U.S. Air Force Academy, Michalek previously served as special agent in charge of the FBI's Denver field office, where he oversaw operations throughout Colorado and Wyoming. He is the highest-ranking FBI special agent who is also a military veteran.   CONNECT WITH MARK LINKEDIN   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS FULL TRANSCRIPT SPEAKERS Guest, Mark Machalek '99  |  Host, Lt. Col. (ret.) Naviere Walkewicz '99   Col. Naviere Walkewicz  00:11 Well, Mark, welcome to Long Blue Leadership. This is truly an honor, as your classmate, Class of '99. We go back, gosh, 30 years.   Mark Michalek  0:18 It is so exciting to see you again and to be here at USAFA; to have this conversation is just priceless. So thank you.   Col. Naviere Walkewicz  00:27 Who knew we'd be doing this this many years?   Mark Michalek  00:28 That's right.   Col. Naviere Walkewicz  00:31 Many may not know you've been in security forces as an active-duty officer, you went into the FBI, and you've really been in this public safety kind of realm. But we're going to dive in with, I think, a moment in time that really shaped you, and just in something I learned about you just recently. So you're 5 years old, and you shared with me that your dad actually, he took his life — death by suicide, right? And it shaped you in a way, when you're thinking about your role in public safety. Do you mind kind of sharing that with us?   Mark Michalek  01:00 When I was 5 years old, my dad died by suicide, and I was an only child, and he was my absolute hero. He was a local police officer, so my earliest memories of childhood were wearing his uniform and seeing the squad car and being around officers. And I think that really solidified my future in public safety.   Col. Naviere Walkewicz  01:26 Your hero, something that you were exposed to. Tell me, as a 5-year-old, what did that start to look like? Where did you see that show up in, you know, in school, in your sports, like, just in the way you lived? How did, how did you navigate that?   Mark Michalek  01:40 So quickly I had an extended family. As I went to the playground and were around town, squad cars would show up,and police officers would come by and, you know, give me a pop or come in and check with me and see how I was doing and see how my mom was doing. And that really laid a foundation for me of a sense of an extended family of the police department being more than just a job in the balance of that. That sense of camaraderie and togetherness with the mission, I think, really shaped my childhood. I became very, very active. And I don't know if that was by design or divine intervention, or what, but it was kind of, you know, the object in motion stays in motion. I was on the run, literally on the run. Loved to run long distance. I quickly got into Civil Air Patrol as soon as I was old enough to do so, and got exposed to the Air Force that way. I got my private pilot's license at 17, I soloed before I got my driver's license and was destined to come to the Academy.   Col. Naviere Walkewicz  02:48 Wow. I mean, you were accomplishing so much so quickly. Were you always like that was, did you see others in your life like that? Was your dad that way?   Mark Michalek  02:59 It's interesting in retrospect, to see if that was inherited or that was kind of a response to the trauma. I kind of think it was a response. I'm the only person in my family to have moved outside of Flint, Michigan. So folks were very stable and stayed where they were, but I was just constantly moving. You know. As we're talking, I remember I was the youngest Red Cross CPR instructor for the county at 15. I formed a K-9 search-and-rescue unit for police departments to train dogs to help find missing people. And I guess that was just a response to what had happened, and it really planted a seed in me that life is short, and I've had this drive to just leave it all on the field, to keep moving forward, to do more and more, to be able to, you know, focus on public safety and to protect people.   Col. Naviere Walkewicz  03:54 So you showed up at USAFA. You knew — you went to Civil Air Patrol and USAFA was in your sights. I remember you as a cadet, and you're always a go-getter as well. Let's talk about a little bit your cadet years, and maybe some of where you saw that evolution of yourself as a leader, but also maybe how it showed up through, you know, go-getting and continually pushing that.   Mark Michalek  04:16 My first setback was I wasn't initially accepted. I got a Falcon Foundation scholarship. And it was really a fork-in-the-road decision — “Do you kind of take a year off and go this route and reapply, or do you go another route?” I ended up going, obviously the Falcon Foundation route. Went to Marion Military Institute, and I'm so glad I did, because it set me up to be a cadet and to be in the same class as you. You know, that cadet experience is just such a sensory overload. I wasn't an athlete. I joke that my athletics were just kind of graduating, like I just needed to focus on academics and surviving the day. But then I started to see some kind of opportunities to give back. And I kind of see these themes throughout my life. Myself and two of our classmates formed the cadet first responder team back in '97, I think. And that was really just, again, interest in public safety and a recognition that we needed some more kind of support for cadet-related activities. You know, 24/7 we've got the fire department and EMS here, but to understand the cadet experience and to be able to help out. So my sponsor was a paramedic in Colorado Springs, and a lot of ride time with him.   Col. Naviere Walkewicz  05:37 That kind of worked out really well.   Mark Michalek  05:39 Again, divine intervention. And so we formed this team. We got our EMT certification on nights, and we're able to help out, and, you know, provide practical experience. If you remember that Class of 2001 was absolutely decimated during Recognition. Remember, we had to have a timeout. There was — we had to have a time to say, “Look, like, we got to, you know, we got to rein this in,” and so we were able to provide a lot of support there. But as I progressed in the Academy, you know, public safety, protecting people, continued to resonate with me, and was one of the reasons I chose behavioral science as a as a track, partly…   Col. Naviere Walkewicz  06:19 Not because you didn't love math?   Mark Michalek  06:21 Partly because I probably wouldn't have graduated.   Col. Naviere Walkewicz  06:24 I was right here — social sciences too.   Mark Michalek  06:28 Yeah, you know, you got to go where you're strong, right? But I knew that regardless, we'd be working with people. And then to tie it back to my dad to understand why somebody with a family would take their own life was still something that I was struggling with, and so that really led me to a psychology track. But this drumbeat of public safety really continued to resonate with me, and it's really the main reason that I chose security forces as a career field. I mean, I was medically qualified to fly. Already had a private pilot's license.   Col. Naviere Walkewicz  06:59 Right. That was actually what I was gonna ask you, because you had that.   Mark Michalek  07:03 Partly because although I have my license, I get horrifically air sick, which is a weird dynamic.   Col. Naviere Walkewicz  07:11 And yet you kept pushing yourself. Amazing.   Mark Michalek  07:12 Yeah. So if I'm flying, I don't get sick, but if I'm a passenger, then I get sick. So I didn't want that as a career choice for me, but I wanted to lead people where they were. I wanted to lead on the ground in the public safety space, and so that's why I chose security forces.   Col. Naviere Walkewicz  07:28 So let's talk about that a little bit. You know, as a security forces officer, you saw many things. I'm certain of it. But was there a moment when you actually had a leadership kind of moment for yourself that you grew — different from when you're a cadet — but in the moment leading some security forces, men and women, was there a moment that you grew that way?   Mark Michalek  07:49 Yeah, I think right out of the gate, because as soon as you're a second lieutenant in security forces, you are leading airmen. So my first assignment was at F.E. Warren as a nuclear weapon convoy commander — a team of 40 airmen. So there's no diffusion responsibility, there's nowhere to hide. Like, you are it. And that was the first practical application of leadership for me. Theoretically, and you know, within the Cadet Wing, you're kind of in this microcosm to test some things out and develop who you're going to be as a leader. But once you hit the ground, like, that is it. And to be able to motivate, inspire a team of people in a mission to protect nuclear weapons when there hasn't been a direct attack in our history is difficult, but now I look back as a 23-year-old lieutenant running a nuclear weapon convoy with the world's most important weapon on the open highways is an incredible responsibility. But that's really, I think, where the rubber meets the road, where you start to see what leadership looks like for you. It's not the same for everybody, right? You take bits and pieces of people and in theories and apply really what the moment requires. And in security forces, you really start to see the value of the senior noncommissioned officers, and although you have the authority, they have the reputation and the ability to deliver and so it's more art than science. And so I learned that very quick, right out of the gate.   Col. Naviere Walkewicz  09:12 That makes a lot of sense. And something that you said, I think, is really important. You know that that human piece of it, when I think about the pace in which security forces and a lot of our law enforcement roles live in. My question for you might be, how did you help those handle kind of challenging moments or stress, right? You kind of go towards, “Give me more,” take on more, stay busy. Not everyone is wired the same. So did you have airmen that struggled in how they dealt with, you know, things, trauma, etc., and how did you coach or lead them through that?   Mark Michalek  09:45 Back then, there really wasn't a lot of support. There really wasn't a recognition. There was still a stigma, both in the military and law enforcement, of “I can't disclose that I'm having a problem. You're going to take my secure clearance, you know, you're going to take my weapon, I'm going to lose my job, I'm going to be embarrassed.” And so at that time, there really wasn't a safety net or an openness to discuss it, so you kind of just dealt with it. So it was more of telegraphing as a leader of what your values were, in hopes that people would kind of, you know, reach out if they needed help. In my time in the FBI, I was able to influence decisions and policies, to be able to be more accommodating, to kind of focus on the whole person and look at our individual followers as a function of performance, as opposed to, you know, you're my responsibility when you're in uniform from 9 to 5 and then you're off duty. You know, life is not my concern as a leader.   Col. Naviere Walkewicz  10:47 You know there are times when you're leading folks and you might have the authority to do some things. Did you start to implement some of those programs or support resources, etc., as an agent, or when you were at a higher-level authority?   Mark Michalek  11:00 In FBI, it was at a higher level. So, you know, one of the reasons I left the Air Force after six years, it was a tough decision. And it wasn't running away from something, it was running towards something. And I recognized, you know, when we were company-grade officers, the trajectory is kind of baked in. You will continue to promote, but you will lead people. I wanted to do the work. I didn't want to just lead the people doing the work. I wanted to do the work for myself, and that was one of the reasons I joined the FBI. But going through as a case agent for 13 years on a violent crime squad and being exposed to some of the different things that my dad was exposed to, that others were exposed to, it really laid a foundation as I pursued leadership to be able to have greater influence as I moved up the organization, to set that culture towards mental fitness and resilience and really as a function of optimizing performance.   Naviere Walkewicz  11:55 Can you talk about that a little bit more? Tell me what you mean by mental fitness and resilience.   Mark Michalek  12:00 So, you know, law enforcement and military both, over the past 20 years, have made significant progress in kind of chipping away at that stigma. We're not where we need to be yet, but we're making really, really good progress. I equate our work to that of an Olympic athlete. It's not just running the race. Olympic athletes are obsessed with their craft, whether it is nutrition, sleep, mental imagery, you know, different types of runs to test different types of muscles and stamina and endurance, but they look at the whole person. So too should we in law enforcement and in the military. So as I got into leadership positions, you kind of block and tackle for your people and let them run, and you set the trajectory of your unit, your squad, your team, your division, your organization, on how they move forward. And so I really push that whole-person concept, that you are a whole person, not just your 9-to-5, but your off duty, your on duty, your past, your present, and all of that needs to be optimized for you to perform the mission. I was very fortunate at our entry level senior executive service position to be at our headquarters and be responsible for — it's called our employee health and performance section, but the clinical staff at the FBI, the psychologists, psychiatrists, doctors, nurses, social workers, to be able to drive that culture and to move from post-traumatic stress to post-traumatic growth. And I needed to experience that as an agent. I needed to be on mass casualty scenes. I needed to be engaged with victims of crime to understand what that looked like, what that felt like, to project what my dad had experienced, but to recognize as humans, we are not wired to see what we are requiring our people to see and do time and time again, and we just require them to go out, to go out, to go out — instead, to provide mental health counseling, which in the FBI, we do, not only for the employee, but for their spouse, which I think is very important, and kids, for that matter, to be able to recognize that, yeah, like, you're not super human. It's OK to not be OK. You're not going to lose your clearance and your gun. People that lose their clearance do so because they compensate in maladaptive ways, whether that's drugs or alcohol or anything like that. And so that's been rewarding to drive that culture, to push the creation of employee assistance, counselors, these are mental health practitioners, chaplains, peers, just to be able to let that culture permeate, and to be able to demonstrate from the top, I'm very open about my dad and how that has shaped my life, to be able to telegraph that, you know, post-traumatic growth is possible, and there are a variety of resources out there now. And there's science and research, and there's just a recognition that the way that we are wired, you can't just keep going 100 miles an hour. You've got to go back to being that Olympic athlete and have a rest in a work and schedule and to be able to push yourself and to relax and just think holistically.   Col. Naviere Walkewicz  15:16 The term itself post-traumatic growth is one that I'm not familiar with. But when you explain it that way, it's very clear. And my question to you might be, how have you for yourself, personally — you know, you're a husband, you're a father, you know, you have seen things, and then you go home and while you do have counseling for family members and for yourselves as well, what does that look like, this post-traumatic growth, when you go home personally.   Mark Michalek  15:45 You know, it's really tough to practice what you preach. We're really good about setting a vision for an organization as leaders and taking care of other people, but not taking care of ourselves. And what really flipped the switch for me was reframing the perspective on telegraphing for others to create the permission structure that it's OK, and when they see you do that, then they know it's OK. So for example, in FBI culture, same for the military, like if the boss is in the office, you've got to stay there, or you've got to be there till 5 o'clock. That's fine if you have work to do, but what sense does it make to sit there just because you know your boss is there? So one of the things that I did as I approached senior leadership was I left every day at 4 o'clock, and I made sure they saw me leave. And it's not — I'm going out to go play golf or whatever, but I am going back to be with my family. And in all the assignments I've had — I've moved several times in the FBI — I've made it a point to be home for dinner, and that is the stability for the family, for my girls, for me, and we'll have our dinner and put the kids to bed, and I'll get back and do more work, but being able to telegraph that, you know — I was the special agent in charge of our Denver field office — and as you move into the senior ranks, it's an incredibly lonely job. When you are at the top, there's no way you can talk to you can't gripe to people below you, you know, you've got to have a strong peer network, and you've got to put on the oxygen mask first to be able to help others, and that takes consistent kind of messaging. It takes some consistent actions to be able to show we're putting our money where our mouth is, and then engaging with employee assistance counselors. I talked regularly with ours, and I wanted people to see that, yeah, it's confidential, and there's no shame in that. You would have no problem putting on your squad calendar that you're going to a dentist appointment at 10 o'clock tomorrow. We want to get to a point where that's all “I'm going to go talk to the counselor.”   Col. Naviere Walkewicz  17:49 Have you seen the benefits of that, since the agency has made some of these changes?   Mark Michalek  17:55 I have, you know, over the past 20 years, the scale, speed and scope of critical incidents is just unimaginable. It's now commonplace for mass shootings. You know, when we were here at the Air Force Academy — Columbine —   Col. Naviere Walkewicz  17:49 I was just thinking that when you brought that up.   Mark Michalek  17:55   And now it's almost every single week. The FBI is very similar to the military in that we are mission focused. You know, our job is to protect the American people and uphold the Constitution and the threat spectrum has exponentially changed. We have to deliver again. There is nowhere to hide. There's no diffusion of responsibility. When I was the special agent in charge for the Denver field office, we were the FBI for Colorado and Wyoming, and whatever happened, we had to deliver. And so we're not afforded the luxury to not respond. And it takes principled decision making in the development of culture to practice and plan and prepare and create that permission structure, because you know what's going to happen, and when it happens, it hits hard, and we've got to deliver. We have to be mission focused and get the job done, but we have to take care of ourselves on the back end, and that takes purposeful decision making by leaders to carve out that time and say, “Nope, we're going to take a timeout.”   Col. Naviere Walkewicz  19:19 Well, let's talk a little bit about that actual example, but let's talk about the Boulder attack. And you know, what was your role and approach as the leader, you know, in that lonely role as a leader, but to really kind of navigate that. Can you talk about that with us?   Mark Michalek  19:37 Unfortunately, the Denver Field Office has had their fair share of critical instances to respond to. So we've got our reps in over the course of time, but that performance just doesn't happen overnight. It takes a lot of work in policy development, in exercises, in pressure testing assumptions to be able to deliver when the moment requires it. The Boulder attack happened on June 1, on a Sunday. And so many things happen at one time. You know, our society has changed where, you know, it's a 24/7, news cycle, and things are happening in real time. You no longer have the built-in delays, because you've got to get to a phone to make a call, and so this is happening, unfolding in front of you in real time, and there's so many things you're responsible for as the leader. I think when it comes to times of crisis, people want stability. They want reassurances. They want a steady hand to land the plane. And that's what my focus was on, that although I have the same emotions, anxiety, stress that is happening, we need to be the steady hand to land the plane. We focused the culture in Denver on direct community impact and supporting partners. I think there's a misperception with the FBI that we have to be the lead. And you know, when the feds come in, they take it over, and, you know, here we go. But that's not the case. We can prop up local law enforcement and to provide the forensic, technical, analytic, tactical, behavioral expertise that they may not have or may be overwhelmed due to the size of the incident. And thankfully, we have a strong relationship with the Boulder Police Department. And so the chief called me personally as he was, I could hear the siren in the background as he was rolling to the scene. So we have plans in place, just like the military when there's a crisis and you send that flare up, and you execute the crisis-management plan, and you work in real time. Everything's moving at 100 miles an hour. Being the leader in that situation, you are getting torn in multiple directions. So you have your employees responding to the scene. You have local law enforcement. You have elected leaders here in Colorado, they want to know what's happening. You have elected leaders in D.C. that want to know what's happening to the point where my phone broke. So many phone calls at once, like, it was fried. And so again, like focusing on — I've got to be the steady drumbeat. I've got to be measured here, to telegraph that we've got this, but also a trust and confidence that your people do have it and to get out of the way. They're the experts. I'll block and tackle for them and let them run, and I telegraphed that in our culture, and let them run, and they did phenomenal. And I focused on what my responsibility was on, was not on being at the scene and seeing what's going on in that, it was engaging with executive leaders to be able to understand what we have, what resources we need, and to be able to deliver now at that time. Given the context of what was happening overseas, we knew this would be an international — of international interest immediately, so it could either go very well and controlled, or it could be absolutely horrible. And so that's another layer of pressure. And when you go back to the fundamentals at the Air Force Academy, of when it matters most, that you buckle your chinstrap on the helmet, and you just get to it, and you immediately go into that mode and distance your emotions and thoughts and anxieties, and put those to the side and focus on the mission at hand. And we knew when we were giving statements in the press that it would be carried internationally, so a different layer of stress as a leader. You know, we had simultaneous operations. We had the scene — the subject had a makeshift flamethrower and threw Molotov cocktails. There was about 15 victims at the time that were transported. Luckily, he was arrested by a Boulder police officer on the scene. But we also had activity in Colorado Springs, where his house was. So generate search warrants and everything for that, and then a mobile command post to assist Boulder PD. But nowadays, you know, we're running leads all over the world, because what we don't know at the macro level is, is this a distraction? Is there another attack happening? Is this part of a pattern that we've got to figure out in very short order?   Col. Naviere Walkewicz  24:20 I'm curious, because I remember the reason why you left active duty, or you transitioned from active duty to the FBI, because you wanted to be in the things doing, the things you find yourself now in, positions where you're leading. How have you grown as a leader yourself? What have you learned about yourself in this? Not being able to be the one doing, but like you said, blocking and tackling? Like, how have you grown yourself?   Mark Michalek  24:42 So I was a violent crime agent when I first graduated from Quantico, and I did that for about 12 years, and it was all about impact for me. So I worked bank robbery and armored car robbery scenes. And I remember this. I remember these scenes as we're talking, but I — you go to a chaotic scene like that, with yellow tape and local law enforcement there, and people crying and physical evidence and blood on the ground, and people are looking for somebody to take control. And I remember walking out of my car with that gun and badge on my hip, and you could feel it. “Here comes the FBI.” OK, they've got this and to be able to turn order into chaos, or chaos into order, and create, you know, develop evidence, make a case, prosecute it, provide that sense of closure for victims. That was the juice for me, in that direct community impact. But then I started to feel the calling of leadership from the military, and I started to see that as you move up the ranks, you're able to make more and more impact with a greater group of people. And that became the juice for me. And so in the FBI, it's not as linear as the military, where you, you know, you just move up here, you can kind of go up and down or sideways. But that really motivated me to be able to give back that public safety kind of motivation in larger and larger groups of people. And often when it comes to leadership, whether you're in the military or the FBI, there's kind of this imposter syndrome of like, “Do I really have this?” But you look back and say, “Look at all the things I've been doing, look at all the experiences I've had, all the different places I've led all over the world, and it's turned out just fine. I've got this.” And to move up and up the ranks and to make decisions and lead larger and larger groups of people and learn from those decisions — that was my spark. And then at that point, I just continued down the pipeline. I'm at a point now where I'm operating and leading at the enterprise level, which is impactful, stressful, humbling and rewarding, but that special agent in charge position, that was the ideal position, because you're directly connected with the people. We've got about 500 employees between the two states, and are ingrained in the community to be able just to help more and more people.   Col. Naviere Walkewicz  27:09 So you're driven a bit by adrenaline. We've talked about this. I'm curious what's next? I mean, you're at the enterprise level. Do you stay here? How do you continue to fill your sense of impact that your leading or making a difference for when you've kind of continued to really, you know, rise in that way?   Mark Michalek  27:29 At the enterprise level, it's a different perspective of leadership — you're obviously leading through several layers of leaders. So you know what you know with the company grade or the supervisory special agent level, you kind of keep the train on the tracks and keep the trains running on time. The enterprise perspective, then you're laying down enough track for that train to keep moving forward. And so it takes a little bit of a shift. I'm enjoying my time right now. It's really impactful to see the subtle things. Change culture, people reaching out when they need help, direct community impact. Where you weren't directly involved in that, but you laid a foundation for that to grow. You know, that said, like, there's only one FBI director, so there's really no other opportunities. It's just continuing to give back at this level, but whether it's military or FBI, it's, you know, the similarities are leading in high-consequence environments where the stakes are high and the margin for error is small, and I think there's opportunities for that to continue to lead in those environments outside of government as well.   Col. Naviere Walkewicz  28:50 So I think about some of the things you shared about, you know, why you've made certain decisions and leading through different levels. I'm curious about how leadership has shown up in your house as a dad and as a husband, thinking about what you experience with your dad, how do you navigate that in your home life?   Mark Michalek  29:09 You know, it's interesting as you grow older and you gain experience and maturity and in a world view, and you really start to see the forest through the trees, and leadership manifests in different ways, but as you get married and have kids, then you start to appreciate what your employees are experiencing, stresses and joys as well. It forces you to be disciplined and to focus on what your priorities are. And it's tough when you're in a high-consequence environment to say, “Yep, families first — can't do that.” Well, there's a mass shooting, like, you're going to have to go. So there has to be a little bit of flexibility. But all things equal, focusing on the family is really the sunlight, you know that helps us grow, and it shifts your mind towards giving back. Like, in preparing the future generations, which just happened in the blink of an eye for us— as I'm driving in, we go past the buff where we were commissioned. I'm like, my god, 27 years have passed. So now the focus shifts on providing for the family and thinking, “What kind of world do I want my girls to live in?” And it equates to the FBI, because I want the FBI to be an organization that agents and analysts and professional support staff folks not only serve for 20 years, but that my daughters want to join, and they want to do 20 years. So a pendulum shift more towards not just delivering results for today, but continuing to grow on what the future looks like.   Col. Naviere Walkewicz  30:43 Pulling that a little bit further, what do you hope that your girls see in you as a leader? You know, the way that your dad was your hero and you looked up to him? What do you what are you hoping your girls see in you the traits?   Mark Michalek  30:56 You know, it's funny. They're 9 now, so I think they could care less.   Col. Naviere Walkewicz  31:01 Maybe what they don't want to see you doing.   Mark Michalek  31:02 I'm just kidding. But, you know, in the future, I want them to be able to see the value of integrity, of service and of excellence, in this recognition that life is so precious and short, and I want them to leave it all on the field. And you know when their day comes to be able to say, “You know what I did, I lived a full life. I was supported, loved…” You know, whatever it is they want to get into, it doesn't have to be law enforcement or anything like — I just want them to excel and enjoy themselves, but just recognize how phenomenal life is and how short it is, and you just got to find your spark and just go for it.   Col. Naviere Walkewicz  31:50 That's amazing. And I think about your comment earlier about we're really good at helping others know what they should be doing, but maybe not the best at taking our own advice. How are you doing that and taking care of yourself today?   Mark Michalek  32:01 So for me, it's running. Everybody's got something that they need to unplug, decompress from my time, from high school through the Academy, military and now it's running. It gets a little slower as we get older.   Col. Naviere Walkewicz  32:17 Note to self, do not plan to go running with Mark. Got it.   Mark Michalek  32:21 But it just — everybody needs time to unplug and take off all the masks. FBI agent, Air Force member, husband, parent, friend. You just need to take the mask off and you just need to breathe. And that's what does it for me, being outside and breathing. And one of my assignments was in our San Diego field office, which was spectacular. But being in water was another area that I really found energized me and, you know, and made me whole. But, yeah, running is what does it now. And I make it a point that no matter how busy I am, I've got to run at least once a week.   Col. Naviere Walkewicz  33:05 OK, what's your distance that you're running to give yourself this time to unplug in?   Mark Michalek  33:09 Now, not fast. Now, this isn't a sprint; it's more of a marathon, but I haven't done any marathons. That's a little too much for me. I'm in the in the 5- to 8-mile range. That seems to be the sweet spot. And then here in Colorado, it's being out in nature, but in D.C., to be able to run the monuments every single time — and I've done it hundreds of times — but every time you go past those monuments, and you put your hand on the Washington Monument, or you go up to the Lincoln Memorial, and you stand where Dr. Martin Luther King stood and you see that perspective, I just get this sense of history and appreciate the decisions that were made and the consequential events that happened over time in the stability of institutions, in that you know leaders way above us stood the test of time, were resilient and were able to navigate unthinkable challenges, then so too should we, and I find a sense of, I guess, comfort or shared experience, although that's a whole different level for those level of leaders, but that really helps fuel me.   Col. Naviere Walkewicz  34:17 I can actually see that. Just picture you doing that. You know, I want to ask you, what is something you're doing every day to be better at “fill in the blank,” your leadership, your craft? What's something you're doing every day?   Mark Michalek  34:32 I think it's being disciplined and focused, definitely running and being physical, but balancing the time with family and friends in work, it sometimes — it comes across as selfish. I think particularly people who are service oriented consider that selfish. But again, like they say, when you're on the plane, you've got to put on your oxygen mask first before you can help others. So that's not selfish. You're telegraphing to others to take care of themselves. When I run, I listen to presidential biographies.   Col. Naviere Walkewicz  35:05 Really, I was going to ask you, what's in your ear? Now — I'm just kidding.   Mark Michalek  35:09 I don't know if it's the cadence of the — but again, to understand decisions from the past, and when you know our country was at pivotal points, how we responded, that helps fulfill me. I think, you know, becoming a student of leadership, from being a cadet to now, and finding different ways and understanding whether it's private sector, other public sector entities, how they navigate things, because it's very, very similar when it comes to, you know, motivating people, managing programs, delivering results, you know, grappling with emerging tech, new different types of threats. So I do a lot of reading in that space, to be able to be a more kind of holistic leader and not have on horse blinders, just specific to government.   Col. Naviere Walkewicz  36:00 Has there been one lately that's really stuck with you, or that you've listened to while you're running, or that you read that has continued to evolve the way you're thinking — you approach leadership?   Mark Michalek  36:11 I think it's — John Dickerson has a book called The Hardest Job in the World, and it's about the presidency, and it's not one individual president, it across party lines and in decades. But it's more of those themes that when you think back, they didn't have the technology we did. But like these fundamental themes are the same of, how do you motivate people? How do you respond to the operating environment? How do you handle complex challenges? Again, like I just felt a sense of reassurance or support and understanding on things, you know, through the course of time that we may not have all the answers, but collectively, people are the potential energy of the organizations, and they're going to deliver. They're going to hit it out of the park. You just have to support them.   Col. Naviere Walkewicz  36:58 Well, we have viewers and listeners that kind of span from, you know, young cadet hopefuls, cadets, you know, graduates and family members. What's something that, if you could tell yourself years ago, maybe as a cadet, that you should say you should be thinking about this now, because in 27 years from now, it's gonna matter? What would you share?   Mark Michalek  37:18 You know, I think, first of all, I wish I would have had more fun.   Col. Naviere Walkewicz  37:25 I think I've seen you smile more now.   Mark Michalek  37:28 I mean, it's just such a pressure cooker, and you don't want to let anybody down, and you don't know what the future holds. And, you know, “I've got to do this, I gotta do that. I gotta…” It's just breathe a little bit and enjoy it. Like, you don't recognize you're really in a pivotal point in your life. So that, I think that's one thing. I think the other for cadets and prospective cadets to recognize is, like, the FBI, like, the military is temporary. You're going to retire, probably young. You know, you do 20 years in the way our systems are set up, in the way the world is now. Rarely are you just going to go fishing at age 40 or 50. You know, you may have a second act, you may have a third act, and so you've got to really have the long view in mind, and it's OK not to have all the answers. You know, life will throw you some curve balls here and there. You've got to do what fulfills you at the time and doors will open. But you just got to have that faith that things are going to work out.   Col. Naviere Walkewicz  38:35 Did you have that, you think, back then, or you, just looking back on it now, recognize that?   Mark Michalek  38:41 I don't know. I think partially I had it then. Those Academy years are really, really tough. And like, we were chatting before, like, well, you know, once you leave, that was it. I had no intention of coming back. And it's kind of like a boomerang. Distance and time makes the heart grow fonder, and then you recognize, you know, what you've learned here and how special this place was. And I think back, I think staying busy and active is what got me through. There's nothing worse than that first holiday break in December, right when you go back to your friends and they're at local schools, and you see all the stuff they're doing, and then you've got to come back. I mean, that is such a — the comeback piece. Do you have the, you know, intestinal fortitude to come back? You know, that was really, really tough, but now I see that the Academy, you know, left an indelible mark on me and changed the trajectory of my life. And I think back, you know, like I said, I'm the only person in my family to have ever left Michigan, and what life would have been, you know… You think the Earth is flat until get out and see there's a whole big world out there and a ton of opportunities. And as I've gotten in this role, particularly as a special agent in charge in Denver, I interact more with military leaders here in Colorado and Wyoming, and start to reconnect with people and see that this Long Blue Line, it spans everything. We are everywhere across the world. But you have no idea what good stuff lies ahead if you just stay the course, and your life will be changed in fundamentally spectacular ways.   Col. Naviere Walkewicz  40:29 You couldn't end it better than that. I guess I want to just ask you this final question. Is there anything we didn't talk about today that you would like to make sure you make mention of?   Mark Michalek  40:34 No, but let me give one piece of advice for future cadets and cadets. And this — I think I read this in a book before I came but this is what helped me survive. Go to bed every night at 10 o'clock. You know, there's folks that try to do the all-nighters. I didn't. Every night, I went to bed at 10 o'clock and dealt with the consequences on the back end. And I think that ability to recharge and rest served me well.   Col. Naviere Walkewicz  41:00 Do you still go to bed at 10 o'clock now?   Mark Michalek  41:02 I try. Now it's more like 9 or 8:30 as I've gotten older, but I think you've got to recharge and sleep. And that's one of the things the Academy teaches you, is you are not going to get everything done. You're not going to muscle your way through this. You can try. You're going to end up tired. But this is a team sport. Life is a team sport. You've got to do the best you can and get up and do it again the next day. But you are not you're just not going to get it all done. So you got to take care of yourself.   Col. Naviere Walkewicz  41:30 Well, that really does kind of bring it home. Does that this time that you've been kind of experiencing in your life through the active-duty service, through the FBI, you know, you said it yourself, you kind of look back at, you know, maybe why your dad made some decisions. Do you feel like you've gotten to a point where you've had closure now?   Mark Michalek  41:49 Yes and no. I think I've gotten to a point where I've got all the answers I can but I'm at peace with what had happened. And I just, I try to, you know, leverage the time I have with my wife and girls to be present and to be a good role model and just to be able to support them and help them thrive.   Col. Naviere Walkewicz  42:12 Well, I think you've been an incredible role model. You've been an incredible friend through all these years. This conversation has been one that's been really rooted and just understanding who you are, where you're at, and then how to navigate from that place. And I think that's why you've been one of the reasons why you've been just so successful, and why you're able to lead so many people through so many different crises. So I thank you for being on Long Blue Leadership. This has been a true treat for me, but again, I know that all of our listeners and our viewers have enjoyed this as well.   Mark Michalek  42:39 Oh, thank you, Naviere, I really appreciate the opportunity.   Col. Naviere Walkewicz  42:43 As I think back on our conversation today, you know, there are several things that stand out. I think one thread that we really need to think about is taking care of ourselves and others, knowing where we're at, thinking about mental resilience and really post traumatic growth, being able to move forward and seek help when you need it. I think part of our conversation today as leaders is not everything is easy, and certainly you have a network that supports you, and so one of the ways that my classmate Mark has really highlighted to me is lean into your network, you know, utilize the resources that are there for you, and then you can not only help yourself, but you can help others as well. So it's been an incredible conversation, one that I look forward to listening to again and sharing with others as well.   KEYWORDS Public safety leadership, law enforcement leadership, military leadership, FBI leadership, crisis leadership, trauma-informed leadership, mental resilience, post-traumatic growth, whole-person leadership, high-consequence environments, leading under pressure, servant leadership, organizational culture change, resilience culture, mental fitness for first responders, leader self-care, work-life balance for leaders, empowering frontline teams, interagency collaboration, leadership in crisis response.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

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Episode 117Leading from the wreckage. When you inherit the hardest job in the roomEPISODE DESCRIPTIONSome leaders are handed a vision and the resources to deliver it. Others are handed the wreckage and told to rebuild it while everyone watches.In this episode of The Lonely Leader, James Rule draws on his experience as CEO of two professional rugby clubs to explore one of the most debilitating pressures in senior leadership: being asked to perform when your best resources are unavailable, your credibility is on the line, and the people around you don't fully understand the constraints you're operating in.This episode is for the leader who has walked into an organisation in crisis. Who inherited someone else's decisions. Who is trying to lift a team that's exhausted, rebuild a culture that's been damaged, and restore confidence in leadership all at the same time.James unpacks why the hardest part of leading through a crisis isn't the strategy or the culture, it's the isolation. The specific, relentless weight of carrying the full picture when nobody around you can carry it with you.WHO THIS EPISODE IS FORThis episode will resonate if you are:A newly appointed senior leader walking into an underperforming or damaged organisation.A CEO, COO, or Director managing external scrutiny while navigating internal complexity.A leader carrying a level of pressure and responsibility that the people around you don't fully see.Someone who has been asked to deliver results in conditions that make delivery genuinely difficult.A high performer who is starting to feel the cumulative weight of leading alone.ABOUT THE HOST James is an experienced mentor, coach and thought leader who works with a range of clients from FTSE 100 companies, SME´s the NHS and wider public and not for profit sectors.His twenty year career in elite sport initially as a professional rugby player but predominantly as a chief executive has given him an invaluable insight in managing the success, failures and pressures associated with leadership at the highest level.As a high performance coach James specialises in enhancing resilience and leadership development. He is a passionate advocate of the notion that to find lasting fulfilment we need to take a holistic view of high performance. EPISODES TO CHECK OUT NEXTEpisode 115 - The standard you tolerate: How your environment impacts your leadership.Episode 110 - My enough is enough moment and how it changed me as a person.Episode 103 - Escaping leadership loneliness: The art of building powerful support networks CONNECT & CONTACT Website www.thelonelyleader.co.ukThe Lonely Leader's LinkedIn James' LinkedInInstagramEmail: hello@thelonelyleader.co.uk NEWSLETTERSign Up to The Leadership Accelerator Newsletter for advice, inspiration and ideas, you'll also receive James' Tackling Imposter Syndrome guide.THIS SHOW WAS BROUGHT TO YOU BY LONELY LEADER MEDIA Hosted on Acast. See acast.com/privacy for more information.

In this episode, we dive into a topic that resonates deeply with working mums: the invisible burden of the mental load and the necessity of establishing healthy boundaries. Studies show women spend an average of 4.5 hours per day on unpaid work compared to 2.5 hours for men, leading to stress and burnout. "A mother's brain makes over 1000 micro decision daily. There is no job in the world harder on the human brain, not a surgeon, not a politician, not a lawyer. Mothering is the only job where the brain never clocks out, even when asleep." shares Fiorenza.Fiorenza explores practical strategies to help you reduce this burden, establish boundaries, and create vital space for self-care and creativity.Key topics explored:* Defining Mental Load (02:15): It's the invisible burden of planning, organising, and remembering tasks (from school bags to household chores). It includes the constant thinking and worrying, on top of the execution of the tasks.* The Mother's Brain: Fiorenza shares a powerful post from Anna Whitehouse (Mother Puka) (03:42), citing UCL research that a mother's brain makes over 1000 micro-decisions daily, making it a 24/7 job that never clocks out.* Sharing the Load - The Big 3 Activity (06:06): A quick exercise inviting you to list the 3 tasks that weigh most heavily on your mind and brainstorm ways to share those responsibilities with your partner or family.* Practical Strategies for Mental Load Reduction (07:00):* Communication & Systems: Surfacing invisible tasks and having open conversations with your partner.* Fair Play Card System: A playful, powerful tool to make the mental load visible and decide who holds which responsibilities. This is a topic from a previous podcast episode with Sam Kennedy Christian.* Scheduled Check-ins: Conversations should not be a one-off; schedule check-ins to ensure responsibilities remain evenly distributed.* Establishing Boundaries (08:07):* Workday Buffer: Create a small buffer (10-15 minutes) at the start and end of your workday to transition smoothly between home mode and work mode.* Communicate & Prioritise: Be clear about your availability, communicate your time commitments, and practice saying no to tasks that don't align with your priorities.* Self-Care & Creative Activities (11:51):* Separate Self-Care from Creativity: Self-care is about looking after your body and mind (e.g., nutritious food, physical activity like yoga/pilates). Creative activities (e.g., sewing, which Fiorenza enjoys) are for engaging in flow states that boost mental health and often generate ideas for other areas of life/work.* Prioritise Time: Acknowledge that finding time for creative activities often involves a trade-off, especially on weekends, but keep it on your radar and don't be afraid to try something new.* Societal influences, Gender Roles and Expression: * A study on ScienceDirect suggests that the expression of traditional gender roles (identifying as femme) can influence who takes on more of the mental load at home: not surprisingly, cultural norms often position mothers as the default caregiver.* Advocacy for policies like shared parental leave helps reduce the gender gap in unpaid work.* Fostering Belonging: Celebrate small wins, practice self-compassion, and connect with other mums to feel less alone. Community plays a crucial role.⭐⭐⭐⭐⭐ If you've enjoyed this episode, please leave a rating and review!About your host Fiorenza RossiniFiorenza started building her coaching business in 2016 while still working in investment banking. When her first child was born in 2019, she knew something had to give. Like many parents, she realised she couldn't keep growing her career in the same way while also being the parent she wanted to be. Her priorities became clearer, and she chose to leave corporate life to focus fully on her coaching work. Today, Fiorenza supports driven professionals & leaders who are also parents of young children, who find themselves to be at a pivot point - whether that's returning to work, stepping into leadership, or rethinking what career growth now looks like.

Bob Galen and Josh Anderson connect two worlds most people keep separate: caregiving and elite organizational leadership. Using 8 skills that dementia caregivers build every day — from rapid decision-making and emotional intelligence to resilience and compassionate leadership — this episode challenges leaders to see themselves through a very different lens. What if the hardest job you'll ever face is also the best leadership school that exists?The Original Post That Sparked This Episode - Samantha Bates (Samantha B.) — Caregiver Coach on LinkedInStay Connected and Informed with Our NewslettersJosh Anderson's "Leadership Lighthouse"Dive deeper into the world of Agile leadership and management with Josh Anderson's "Leadership Lighthouse." This bi-weekly newsletter offers insights, tips, and personal stories to help you navigate the complexities of leadership in today's fast-paced tech environment. Whether you're a new manager or a seasoned leader, you'll find valuable guidance and practical advice to enhance your leadership skills. Subscribe to "Leadership Lighthouse" for the latest articles and exclusive content right to your inbox.Subscribe hereBob Galen's "Agile Moose"Bob Galen's "Agile Moose" is a must-read for anyone interested in Agile practices, team dynamics, and personal growth within the tech industry. The newsletter features in-depth analysis, case studies, and actionable tips to help you excel in your Agile journey. Bob brings his extensive experience and thoughtful perspectives directly to you, covering everything from foundational Agile concepts to advanced techniques. Join a community of Agile enthusiasts and practitioners by subscribing to "Agile Moose."Subscribe hereDo More Than Listen:We publish video versions of every episode and post them on our YouTube page.Help Us Spread The Word: Love our content? Help us out by sharing on social media, rating our podcast/episodes on iTunes, or by giving to our Patreon campaign. Every time you give, in any way, you empower our mission of helping as many agilists as possible. Thanks for sharing!

THURSDAY HR 4 Moe DeWitt in studio! Moe For the Weekend. What to do in Central Florida this weekend. Juici Patties!! New location in Orlando. News From The Headlines Toughest Job In America

THURSDAY HR 4 Moe DeWitt in studio! Moe For the Weekend. What to do in Central Florida this weekend. Juici Patties!! New location in Orlando. News From The Headlines Toughest Job In America See omnystudio.com/listener for privacy information.

6 Steps to Kickstart Your Retirement Transformation https://bit.ly/3HFivoy In this episode, we unpack why not working can quietly become one of the hardest jobs you will ever have. After decades of structure, deadlines, meetings, and built in purpose, stepping away from a career can leave you feeling lost, low energy, and surprisingly disoriented. We talk about the hidden challenges of retirement including too much unstructured freedom, decision fatigue, shrinking social arenas, loss of pre assigned purpose, and the trap of comfort that leads to drift instead of growth. We share how building purpose instead of waiting to find it, creating structure around your week, protecting your energy, continuing to learn, and intentionally growing your relationships can transform retirement into what we call the discovery years. #retirement_transformed #retirementcouple #retirement BUY MARK'S BOOK! The Evolving Man: Life Virtues Men Don't Talk About USEFUL FINANCIAL TOOLS https://geni.us/new_retirement Use this link for a FREE 14 Day Trial! [Get the FREE Downsizing Guide] How to prepare to downsize your home CONNECT: Engage in our Free Facebook Community ✔️ Facebook: https://www.facebook.com/retirementtransformed ✔️ Instagram: https://www.instagram.com/retirementtransformed ✔️ LinkedIn: https://www.linkedin.com/company/retirementtransformed ✔️ Amazon Shop: https://www.amazon.com/shop/retirementtransformed ABOUT RETIREMENT TRANSFORMED Husband and wife duo, Mark & Jody Rollins, inspire and serve as personal guides to meaningful, transformational journeys for individuals who are planning for, going through or are living in retirement. This is everything in retirement beyond your financial plan. We are not financial advisors or medical experts. Any advice we give is our own and should not be taken as professional advice. This video is for informational and entertainment purposes only. Please seek professional assistance before making any financial decisions or changes that can affect your physical or mental health. FTC: Some links mentioned above may be affiliate links, which means we earn a small commission if you buy a product from the specific link. This video is not sponsored. All Content and video segments are the copyright and owned by ©Retirement Transformed and cannot be used without permission.

Samantha Spencer oversees both landside and airside operations at South Bend International Airport—meaning she's responsible for everything from FAA and TSA compliance to snow ops, badging, construction coordination, and daily airfield safety. She explains why airport operations has no “typical day”: her team can handle a fuel spill, a raccoon on a runway, a runway closure, a diverted aircraft, and pilot deviation reporting all before lunch—then make it look smooth anyway. She also breaks down what it's like to lead young in an industry that often equates leadership with age. Instead of trying to look older or act tougher, she builds credibility through preparation, consistency, and stepping in wherever needed. She shares wins like driving strong compliance results and staying active in the industry through professional programs and young professional leadership—while pushing back on the idea that you have to “move out to move up” to be qualified. Looking forward, Samantha talks about how airports are modernizing fast—massive infrastructure projects, bigger aircraft capability, sustainability upgrades, and safer airfield geometry. She argues the next decade will demand leaders who kill the “that's how we've always done it” mindset, take ownership, and invest in the next generation early—because the workforce pipeline is thinning and aviation needs new talent to step up. CHAPTERS(00:00) Running airside + landside(01:38) Modernization pressure is real(04:44) Meet Samantha Spencer(05:34) No background, chose aviation(08:12) Finding airport ops path(10:45) Young leader, proving herself(17:19) SMS without reinventing wheels(22:43) “Controlled chaos” before lunch(25:58) Notre Dame surge and “Irish apron”(39:47) Be happy, humble, know worth SPONSOR ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Atlantic Aviation⁠⁠⁠⁠ | ⁠⁠⁠⁠atlanticaviation.com⁠⁠⁠⁠ WORK WITH SHAESTAFor bookings and inquiries, visit: https://shaestawaiz.com/book MORE ABOUT SAMANTHA SPENCERLinkedIn: Samantha Spencer, C.M., ACE MORE ABOUT SHAESTA WAIZ  Website: ⁠⁠⁠⁠shaestawaiz.com⁠⁠⁠⁠  Instagram: ⁠⁠⁠⁠@shaesta.waiz⁠⁠⁠⁠ LinkedIn: ⁠⁠⁠⁠Shaesta Waiz⁠⁠⁠⁠ YouTube: ⁠⁠⁠⁠www.youtube.com/@aviateplatform⁠⁠⁠⁠ TikTok: ⁠⁠⁠⁠@shaestawaiz⁠⁠⁠⁠ Threads: ⁠⁠⁠⁠@shaesta.waiz⁠⁠⁠⁠ Production, Distribution, and Marketing By Massif & Kroo Website:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MassifKroo.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ For inquiries/sponsoring: email hello@MassifKroo.com Learn more about your ad choices. Visit megaphone.fm/adchoices

What if the United States wasn't just influenced by cult-like thinking, but shaped by it from the very beginning? This week on Simplify, Caitlin Schiller speaks with journalist and author Jane Borden, whose book Cults Like Us: Why Doomsday Thinking Drives America explores how cult dynamics show up across U.S. history, politics, consumer culture, and self-help. From Puritan theology to superhero movies, Borden argues that cults aren't fringe phenomena—they're extreme versions of patterns baked so deep into American culture that they came over in the metaphorical sourdough starter brought over on the Mayflower. Together, Caitlin and Jane unpack why Americans are so drawn to comfort, certainty, and strongmen—and what it costs us when we give up agency in exchange for reassurance. You'll also hear about Caitlin's new least favorite figure in history (spoilers: it's the compunctionless Edward Bernays), dismantle the stories about power we're told, learn how the desire for comfort slowly erodes democracy, and where we should turn—if not to a singular outside "hero"—to save the day. Resources Cults Like Us by Jane Borden The American Monomyth by Robert Jewett & John Shelton Lawrence Caitlin's rec: The Hardest Job in the World by John Dickerson Ben's rec: Bowling Alone by Robert D. Putnam Let us know what you thought of this episode! Find us on instagram at @simplifypod. Subscribe to our newsletter here—this week, a take on hero worship & Bad Bunny. You can email us at info@kollomedia.com This episode of Simplify was produced by Caitlin Schiller, Ben Schuman-Stoler, and Ody Constantinou in Berlin, Germany, for Kollo Media.

In this episode, Dan sits down with Mark Curtis—Senior Director of Safety Programs and DPA at Fairwater, and board president of the Washington State Maritime Cooperative—for a deep dive into the planning section. They work through what makes the planning section chief role the hardest job in the incident command post. Dan explains why the documentation unit leader is always his first hire, why an incident action plan without unified command signatures is "just waste paper," and how responder immunity depends on getting those signatures in place. The conversation covers the realities of hybrid command posts, why "digital first" isn't optional anymore, the emerging threat of ship fires and lithium-ion batteries, and the massive stack of plans required on a single vessel. They also touch on the next generation of emergency responders coming out of maritime academies and what the industry needs to do to stay ahead of incidents we haven't trained for yet. Plus: meeting owl troubleshooting, privateering, and the case for bringing cannons back.

So what sex really has it harder? Is it harder walking around everyday as a male or a female? What about being a single parent? Is it harder to be a single mother or a single father? Do we underestimate each others struggles? Tune in as we discuss this and much more in this episode. Feel free to comment and give us feed back on all our social media platforms.Follow, Like and Subscribe pleasehttps://www.facebook.com/profile.php?id=61558577667028&mibextid=kFxxJDOn Facebookhttps://www.tiktok.com/@umlsauce384?_t=8o2vKZ186XP&_r=1On TikTokhttps://www.instagram.com/umls384?igsh=Y2tuZzQ4NmF4cWkw&utm_source=qrOn InstagramUMLSauce384@gmail.comEmailhttps://youtube.com/@umls384?si=cZ9m0G1pBF_x44JzPlease subscribe to us on YouTubehttps://zivo.lifeUse Promo Code: UMLS and receive 30% off

This week on Daily Blue, Weekly: Punters club recap, Embarrassed at the races, The hardest job on the planet is revealed, Fake charity workers & $5000 or drinks with Shane Gillis-Follow the podcast: https://www.instagram.com/dailyblueweekly/?hl=en Subscribe to My Spare Room: / @myspareroomtvFollow My Spare Room: / myspareroom. .-If you need help with organising a loan get in contact with our friends at PK Mortgages:⁠⁠⁠⁠https://pkmortgages.com.au/⁠⁠⁠⁠Or book a phone appointment here: https://form.jotform.com/250557547269872 Hosted on Acast. See acast.com/privacy for more information.

Register for Founder University Japan's kickoff! https://luma.com/cm0x90mkToday's show:*On TWiST, Jason welcomes an all-star VC panel — Deedy Das of Menlo Partners and Jay Eum of GFT Ventures — for a deep dive into the shocking scale of early-stage AI raises, a transitional moment for investors, the growing importance of the “prosumer” market, ChatGPT's insane smile curves, and much much more.IN THIS EPISODEWhat the panelists make of Roelof Botha's exit from Sequoia… and is he really going anywhere…Why Jason says VC is no longer the best way to get rich…Why so many private companies are growing SO HUGE before going public…And much more!Timestamps:(00:03:37) Jason is fresh from surviving Riyadh traffic but he's here and introducing our all star panel(00:04:03) Why Jason compares Riyadh to Silicon Valley in the 1960s(00:05:21) Friend of the Pod Roelof Botha is stepping down at Sequoia… our insiders try to guess what might have happened…(10:00) Crusoe - Crusoe is the AI factory company. Reliable infrastructure and expert support. Visit crusoe.ai/startup to reserve your capacity for the latest GPUs today.(00:13:11) Deedy moved up at Menlo without being a venture native… he shares the secrets behind his rise.(00:19:09) Was Roelof wrong about “return-free risk”? Does more capital always = more great companies?(20:00) Northwest Registered Agent - Form your entire business identity in just 10 clicks and 10 minutes. Get more privacy, more options, and more done—visit https://www.northwestregisteredagent.com/twist today!(00:26:54) With so many private companies growing SO HUGE… when is the right time to go public? Considering the case of Glean and Stripe…(30:00) AWS Marketplace - If you're ready to really accelerate your sales cycle, AWS Marketplace is your next stop. Head to https://aws.com/startups to learn more.(00:30:07) Why Jason says venture capital is no longer the best way to get rich(00:32:34) Why AI apps are so appealing to enterprises after years of paying for SaaS(00:36:32) The growing importance of “prosumers”(00:37:31) Why Deedy says a smile curve is the most beautiful depiction of “Product Market Fit”(00:44:36) Why it's still tough to raise pre-seed money, even during an AI “boom”!(00:46:08) Why Jason says the hardest job in the tech ecosystem is being an investor(00:55:52) “Time is one of the primary drivers of venture capital return.” - Jay Eun(00:57:42) Deedy on the shocking amounts being raised by early-stage AI companies(01:00:21) Just how much DO VCs work compared to founders? The panel compares notes.(01:02:53) Are some investors not doing diligence? Deedy on the speed of some AI deals.(01:16:51) The panel picks their fav portfolio company of the moment (or one of their faves)Subscribe to the TWiST500 newsletter: https://ticker.thisweekinstartups.comCheck out the TWIST500: https://www.twist500.comFollow Alex:X: https://x.com/alexLinkedIn: ⁠https://www.linkedin.com/in/alexwilhelmFollow Jason:X: https://twitter.com/JasonLinkedIn: https://www.linkedin.com/in/jasoncalacanisThank you to our partners:Crusoe - Crusoe is the AI factory company. Reliable infrastructure and expert support. Visit crusoe.ai/startup to reserve your capacity for the latest GPUs today.Northwest Registered Agent - Form your entire business identity in just 10 clicks and 10 minutes. Get more privacy, more options, and more done—visitAWS Marketplace - If you're ready to really accelerate your sales cycle, AWS Marketplace is your next stop. Head to https://aws.com/startups to learn more.Check out Jason's suite of newsletters: https://substack.com/@calacanisFollow TWiST:Twitter: https://twitter.com/TWiStartupsYouTube: https://www.youtube.com/thisweekinInstagram: https://www.instagram.com/thisweekinstartupsTikTok: https://www.tiktok.com/@thisweekinstartupsSubstack: https://twistartups.substack.comSubscribe to the Founder University Podcast: https://www.youtube.com/@founderuniversity1916

From maintaining aircraft records to dealing with bad advice and sub-standard parts, Mike, Paul, and Colleen say being an aircraft owner is one of the hardest jobs in aviation. Email your questions to podcasts@aopa.org for a chance to get on the show. Join the world's largest aviation community at aopa.org/join Full notes below: Randy wants to know if circuit breakers have a life limit. He has a Mooney with about 3,000 hours. He had one that was acting up, and was wondering if he should intentionally exercise or change them on some interval. Paul said he recommends to all his clients that they exercise their breakers every few years, since they do tend to corrode. Just tripping it breaks oxidation off the contacts, he said. If you check the resistance before and after the resistance often goes down. Colleen said she replaces a few breakers during each annual.   Gary owns a Lake Amphibian with a IO-360 and he runs with fine wire plugs. At the last annual he found four of his Champion plugs had infinite resistance. They otherwise seemed to function normally. He's wondering what the implications are? Paul said he has boxes old boxes of new Champion plugs that he can't force himself to throw away, but he refuses to give them away either because he doesn't trust them. The hosts said they've seen many problems with Champion fire wire plugs and the insulators. So they've stopped using them and suggest others do as well. They all endorse the massive electrode Champions are just fine, however.   Chris helps clients establish aircraft logbooks after they buy their first airplane. Paul said: You should keep as much of the maintenance records as possible for value. Old invoices he puts in a bag and sets them aside. He keeps weight and balance history and it's nice to have a 337 record. Only the current equipment list is necessary. He'll recommend customers organize their own logbooks and not pay him to do it. Colleen also keeps a separate spreadsheet for time in service of all the airplane's components. That makes it easy for inspection, replacement, and for ADs. Mike's records include a big Word doc that includes all his maintenance records and a spreadsheet with the weight and balance, equipment list, and so on. Paul suggests only giving your maintenance provider a thumb drive so they can't hold your logbooks hostage, nor do anything else you don't approve of. Then when you're ready to leave, you get the thumb drive and the sticker to go in the logbook when you get home.   Paul read an article that advised against leaning too quickly and leading to washboarding of cylinders. Mike thinks that came from an old service bulletin. He said it needs to be taken in context. They were talking about heating the cylinder too fast. They weren't talking about the transition from rich of peak to lean of peak, but rather a very rich mixture to a slightly less rich mixture. The piston heats faster than the cylinder barrel, and it expands faster than the cylinder. The piston could potentially cause metal to metal contact.

Support the podcast by getting your car mods here! https://martiniworks.com/Today on the podcast we have Austin, from Motovator! Austin has been restoring and creating cars for a long time, and with that has learned a thing or two. Listen in as we dive into car restoration and why picking up that barn find might not seem as fun as it does on paper. #cars #automobile #podcast Check out Motovator Coffee! https://motovator.com/Follow Austin @motovator.incFollow Dakota @dakotastoneFollow Gels @akagels

When you walk into an interview, you know the tough ones are coming.

Jeff Stelling & Ally McCoist look back at a difficult opening weekend for West Ham & Brentford with Graham Potter already under pressure from the Irons fans after the defeat at Sunderland. Photo Credit: Getty Images Hosted on Acast. See acast.com/privacy for more information.

This episode is about the hardest job , but it's about a lot more than a hard job. It's about struggle, perseverance, learning, benefits, survival, and getting stronger.  Our guest millennial, Chris, join our regulars Dar and Bob to tell three very different stories of their struggles with a hard job and how they coped, benefited and ultimately learned and became stronger. It's true, if it doesn't kill you you can become a better and stronger person, but what factors help make that happen? Listen to Episode 7 and see if you can find out.

Deze keer: wat betekent Donald Trump voor Europa? De Amerikaanse president wil nog niet praten met Ursula von der Leyen, maar Giorgia Meloni was maandag wel in Washington. En hoe moet Europa omgaan met Elon Musk, die zich ook steeds meer met de Europese politiek gaat bemoeien? Tips en verwijzingen uit deze aflevering: - Haroon raadt ‘Eurafrica' van Peo Hansen en Stefan Jonsson aan. https://www.bol.com/nl/nl/f/eu... - Annette tipt de boeken ‘Atlas van de digitale wereld' van Haroon en ‘Tech Coup' van Marietje Schaake.https://www.boom.nl/filosofie/... https://www.atlascontact.nl/bo... - Redacteur Luc tipt ‘The Hardest Job in the World: The American Presidency' van John Dickersonhttps://www.penguinrandomhouse... Annette van Soest is host van Café Europa en presentator voor o.a. Haagsch College en Follow the Money Haroon Sheikh, senior wetenschapper bij de WRR en bijzonder hoogleraar Strategic Governance of Global Technologies aan de VU. De podcast Café Europa is een initiatief van Haagsch College en Studio Europa Maastricht Deze podcast werd mede mogelijk gemaakt door Nieuwspoort

Bruce McCarthy is a renowned product leader at Product Culture, the organization he founded in 2018. He's also the author of two books: Aligned (2024) and Product Roadmaps Relaunched (2018). Bruce sat down with the Product Momentum team for an in-person chat on the heels of his INDUSTRY Global keynote; our conversation focused on – … The post 156 / Bruce McCarthy: Prioritizing Stakeholder Objectives Is the Hardest Job in Product appeared first on ITX Corp..

Liz Cheney sticks to her values under incredible pressure in an old-fashioned Republican way. And she reminded us that Jan 6 is not in the past—but is directly tied to the threat from a presidency where loyalty is built around a lie. Plus, the politicizing of FEMA, Trump's baiting of the media to fact check, more Megyn derangement syndrome, and the longshoremen and job automation. John Dickerson joins Tim Miller for the weekend pod. show notes: The Daily Report on CBS streaming John's book, "The Hardest Job in the World: The American Presidency" Tim's playlist

On today's episode, John Bradshaw gives his best parenting advice for raising children who have a healthy sense of shame, and the potential consequences of toxic shame. Source: John Bradshaw - Healing The Shame That Binds You (fixed)Hosted by Sean CroxtonFollow me on Instagram

[This blog will always be free to read, but it's also how I pay my bills. If you have suggestions or feedback on how I can earn your paid subscription, shoot me an email: cmclymer@gmail.com. And if this is too big of a commitment, I'm always thankful for a simple cup of coffee.]We practiced with caskets that were stored outside our barracks building. To simulate the weight of honored remains, we'd toss several full sandbags into the belly of the casket, and then, for hours and hours, we'd go through our exact movements. Over and over and over and over. Those were hot and humid D.C. summers, and it didn't matter. Drink water. And then back at it. We'd march up crisply, pick up the casket, go through the entire funeral protocol—with an earned coordination that would rival any synchronized swimming team—and then do it again.The first summer I was in the 3rd U.S. Infantry Regiment (The Old Guard), the A/C stopped working in our barracks. Think of the most depressing college dorm you've ever seen and remove air conditioning. We'd wake up in sweat in the middle of the night and open the fridge and stick in our face for a little relief.We'd run through flag-folding drills at night in those hot barracks. We'd stand in the hallway in our casket teams, and we'd fold and fold and fold until we could do it in our sleep. Whatever you've seen in movies doesn't come close. It is an exacting choreography. No movement wasted or erred.Does the flag look perfect in presentation? Are the red and white stripes hidden? Are the stars symmetric? Is the cloth tight in the final form? No? Why the hell not? You'd give this to a mourning relative? Do it again. We will be here all goddamn night until you get this right.Your exhaustion doesn't matter. Better get some sleep. No excuses. I arrived at the unit as a 19 year-old Army private, not even being close to knowing that I didn't know what I didn't know. You sure as hell better learn and quick. Figure it out. Get yourself right. Pray if you're the praying type.Because families are flying in from all across the country for what will be one of the absolute worst days of their lives, shattered, maybe beyond repair, and all we can meagerly offer them is choreographed dignity in place of irreparable loss. It will never be close to enough. Perfection is never enough.We'd spend so much time on our uniforms. There were presses in the basement. You think your barracks room is hot? Go downstairs and be hugged by steam. Learn how to use the press. Get those creases sharp. Eradicate all wrinkles. Ignore the sweat dripping into your eyes.We carried micrometers with us to ceremonial details to ensure our uniforms were right — down to the centimeter. We'd shine every metallic surface on our bodies. What are fingerprints? We don't know. We'd coat the soles of our shoes with edge dressing to turn them from grey to black.I can't believe I'm saying this now, but learning rifle manual and element marching was taking a break from everything else. Tedious as all hell. We wore steel plates on our shoes to click as we marched. They'd bang into our ankles at times, and you'd try not to swear. That was our break.It was constant stress, all day, every day, and yet, we had it easy. If you want hard, go volunteer for the Tomb Guards. Go ahead and throw yourself into the actual deep end and find out if you can swim. Just raise your hand when they ask for volunteers.Go to the Tomb, and work 18-hour days for months and months. You will learn everything there is to know about Arlington. You will memorize pages and pages of information. You will recite it all from memory, or you will fail. You will barely get sleep. You will have no life. There is only the Tomb.I knew, deep down, I wasn't ready for that. I respected it too much to raise my hand. I didn't volunteer. My roommate volunteered. It was a curious decision on his part given that he struggled more than any other private. He definitely wasn't ready, but God bless him for stepping up. It takes nine months to earn the Tomb Badge, which, at the time, in terms of rarity within the U.S. military, was second only to the Astronaut Badge. Only 500 military personnel have earned the Astronaut Badge. Only 864 have earned the Tomb Badge. Walk in space or walk in front of the Tomb. That's rarity.My roommate was back with us in three months. He didn't make the cut. Sink or swim at the Tomb. There is one standard: it is perfection and that's all there is to it. He came back to us and had the sharpest, most squared away uniform in our entire company until the day he got out.But the truth is that the Tomb Guards had it easy, too. We all had it easy. Because the hardest job in Arlington National Cemetery doesn't involve wearing a uniform. The hardest job is being a cemetery official who is given the impossible task of bringing comfort to families.I arrived at the unit in April of 2006. In January of 2007, Pres. Bush announced a dramatic increase in troop deployments to Iraq, now known as the Surge. For three consecutive months that year—April, May, and June—there were over 100 U.S. military fatalities in Iraq — the deadliest year for U.S. service members in the Global War on Terror.They came back in transfer cases on a C-130 at Dover Air Force Base, and I honestly don't know how many of them wound up buried in Arlington. But I know there were a lot. I know we were pretty busy. All day carrying caskets or leading the caisson horses or marching behind them.That's not including the many fatalities in Afghanistan. That's not including the old veterans who had passed and long ago earned the right to be buried there or their family members who qualified for burials, too. Funerals, funerals, and more funerals. That sums up 2007 for The Old Guard. Who leads on caring for the families on one of the worst days of their lives? Who plays the painful combination of clergy and therapist to the aggrieved? Who does whatever they can for the ceremonial units? Who enforces respect for that hallowed ground?Cemetery officials.Day after day, month after month, year after year, it's the cemetery officials, the civilians, some of them veterans, who undertake the ludicrously impossible task of cobbling together comfort and dignity for families who have had their hearts ripped out and stomped on by tragedy.I can't imagine doing what they do. If I were forced to make a choice between the public service they carry out for grieving families OR putting on a uniform to join a marching element, I'm going back to the steam room. At least in that procession, there's an available freedom to be numb.On Monday, according to reporting by NPR's Quil Lawrence and Tom Bowman, a cemetery official was allegedly assaulted and harassed by members of Donald Trump's presidential campaign because the official was enforcing a common sense regulation restricting filming or taking photographs.Cemetery officials had issued clear guidance that only Arlington personnel are permitted to take video or photos in Section 60, the final resting place for those service members who were killed in Iraq or Afghanistan. Trump campaign staffers thought it didn't apply to them. They were wrong.Moreover, Arlington National Cemetery released a public statement confirming a report had been filed over the incident and included this bit:“Federal law prohibits political campaign or election-related activities within Army National Military Cemeteries, to include photographers, content creators or any other persons attending for purposes, or in direct support, of a partisan political candidate's campaign. Arlington National Cemetery reinforced and widely shared this law and its prohibitions with all participants.”What were Trump's campaign staffers attempting to do that was so flagrantly in violation of this law that a cemetery official, in the midst of all their other necessary responsibilities, felt it necessary to step in and put a stop to it?This comes almost two weeks after Trump, during remarks at a campaign stop, called the Presidential Medal of Freedom “better” than the Medal of Honor, a moment so completely and weirdly disrespectful that the VFW National Commander issued a statement condemning him. This comes almost four years, nearly to the day, after reporting by The Atlantic that Trump had called American war dead “losers” and “suckers,” which was corroborated by several other news organizations, a senior official in the Defense Department, and a senior Marine Corps officer.This comes more than eight years after Trump attacked and insulted the parents of U.S. Army Captain Humayun Khan, who was killed in a roadside bomb in Iraq in 2004, drawing widespread condemnation from leaders in his own party.This comes more than nine years after Trump slandered the military service of the late Sen. John McCain, who spent five-and-a-half years in captivity as a prisoner of war, being tortured, refusing to sell-out his fellow service members.As you'll probably recall, Trump stated: “He's not a war hero. He was a war hero because he was captured. I like people who weren't captured.”I fully admit to being a partisan, but for me, none of this is about politics because none of the Republicans or conservatives I have ever known would so much as consider showing anything but respect and admiration for our service members, our veterans, and their families.This is not about favor for any party or campaign because the moment you enter Arlington, politics are to be left at the gate. It's not about you or me or anyone other than those buried in that ground and their loved ones who will never see them again because of their collective sacrifices.But Donald Trump is unwilling or unable to understand that because he cannot conceive of offering the highest degree of selfless service to our nation. The concept of “all gave some, some gave all” is entirely incomprehensible to him. And therefore, he cannot extend proper respect to our military.I cannot wait for the time to come when this self-absorbed coward will permanently exit public life into a tarnished and thoroughly mediocre legacy that will haunt him for the rest of his days.Charlotte's Web Thoughts is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. Get full access to Charlotte's Web Thoughts at charlotteclymer.substack.com/subscribe

In the latest HR Leaders podcast episode, industry experts discussed empowering mid-level managers and enhancing their effectiveness within organizations. This session highlights strategies for aligning management practices with organizational goals, fostering growth, and ensuring sustained success in today's dynamic business environment.Top experts in HR, Talent Management, and Learning & Development shared their insights on creating supportive work environments, the importance of clear communication, and practical tools for prioritizing tasks and managing stress.

What makes an exceptional leader in the face of monumental challenges? This week, we uncover the profound journey of selecting a successor to Moshe Rabbeinu, the unparalleled leader who parted the sea and stood as an intercessor between the Jewish people and God. Through the lens of Parshas Pinchas, we explore Moshe's heartfelt plea to Hashem for a new leader and the divine selection of Yehoshua (Joshua), the son of Nun. We'll dive into Yehoshua's spiritual and prophetic qualifications, supported by insights from the Medrash, and how the narrative of the daughters of Tzelophehad ties into this succession plan. Discover Moshe's remarkable foresight and the divine benchmarks for leadership.We also delve into Reb Reuven Gerzovsky's insightful perspectives on the story of Balaam and the Jewish community's meticulous organization to prevent sin, emphasizing the power of preparation in achieving spiritual success. Learn how Yehoshua's proactive measures, such as avoiding daily pitfalls, underscored his commitment to righteousness and set him apart as an exemplary leader. From structuring one's life to ensure adherence to the divine will to taking small yet significant steps towards daily spiritual victories, we uncover the secrets to successful Jewish leadership and how these principles can foster similar qualities in our lives. Join us for an episode rich in wisdom and practical spiritual and leadership excellence guidance.Support the Show.Join The Motivation Congregation WhatsApp community for daily motivational Torah content!Elevate your impact by becoming a TMC Emerald Donor! Your much-needed backing is crucial for our mission of disseminating the wisdom of the Torah. Join today for just $18.00 per month. (Use your maaser money!) https://buy.stripe.com/00g8xl5IT8dFcKc5ky------------------Check out our other Torah Podcasts and content! SUBSCRIBE to The Motivation Congregation Podcast for daily motivational Mussar! Listen on Spotify or 24six! Find all Torah talks and listen to featured episodes on our website, themotivationcongregation.org Questions or Comments? Please email me @ michaelbrooke97@gmail.com

We are so distracted by everything that's going on around us that we don't have time to check in with ourselves to see how we are doing, what we're thinking, and how we're feeling! This podcast is about HOW TO REMOVE distractions and conquer yourselves. --- Support this podcast: https://podcasters.spotify.com/pod/show/theenglishzone/support

Take control now, because if you don't, nobody will! Resist distractions, structure your workdays to get the tasks that matter done, grow more of less, endlessly market your business, and streamline everything! Mentions Lisa's Favorite Hat to Beat the Heat! Lisa's Book, Cool Flowers ⁠Shop the TGW Online Store⁠⁠⁠⁠⁠⁠⁠⁠⁠ for all your seeds and supplies!⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠Sign up to receive our weekly Farm News!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ The⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Field and Garden Podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ is produced by Lisa Mason Ziegler, award-winning author of⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Vegetables Love Flowers and Cool Flowers⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, owner of⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Gardener's Workshop⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Flower Farming School Online,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and the publisher of⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Farmer-Florist School Online⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Florist School Online.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Watch⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Lisa's Story⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and connect with Lisa on social media!

Send us a Text Message.being a pool service technician is one of the most physically demanding jobs out there. Imagine this: you're out in the scorching sun, lifting heavy equipment, handling hazardous chemicals, and navigating slippery surfaces—all while maintaining the pristine condition of swimming pools. It's like being a modern-day Hercules, only with less mythology and more chlorine. Your muscles are always in action, whether you're scrubbing tiles, hauling pool covers, or balancing on the edge of a pool with a net in hand.Plus, it's not just about brute strength. You need the finesse of a surgeon when you're diagnosing water chemistry issues, the patience of a saint when explaining pool maintenance to clients, and the resilience of an athlete to keep going day after day. So next time someone thinks it's just about lounging by the pool, remind them that this job requires the heart of a lion and the endurance of a marathon runner! BufferZoneBufferZone has been created by a frustrated pool maintenance companyDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the Show.Thank you so much for listening! You can find us on social media: Facebook Instagram Tik Tok Email us: talkingpools@gmail.com

00:00 - Ennui and another TylerWe know that you come here for philosophical insight and existential explanations, so today we're discussion ennui. Tyler shares… tries to share about this state of listlss… listsles… listlessness and dissatisfaction.After this fun, we welcome our new vocal presence, Tyler Cook. Tyler shares about the secret to connecting with Zoomers. It's all about tier lists and brackets. So today we're going to do a tourney bracket.05:23 - The bracketToday we're exploring niches. We don't want to share any spoilers here in the notes, but here are some opinions that are shared as we process this competition. Concrete is tough.Drywall corners are hard.Flooring is not comfortable work.Spending your day staring upward will do a number on your neck.We don't want to fall off a roof.Dooky's not fun.OSHA keeps telling us not to touch a live wire.Demolition is fun for 30 minutes.Eddie is confident that he's done with roofing.Welding sometimes happens in really dangerous places.If you're interested in jumping straight to some specific first-round debates:6:06 - Carpentry vs. masonry7:40 - Drywall vs. concrete 10:20 - Ceiling vs. flooring16:01 - Roofing vs. HVAC23:37 - Landscaping vs. painting24:48 - Electrical vs. excavation 30:44 - Glass installation vs. demolition33:21 - Semifinals39:15 - FinalsThe takeaway from this process? Man, tradespeople do some tough stuff. Check out the partners that make our show possible.Find Us Online: BrosPodcast.com - LinkedIn - Youtube - Instagram - Facebook - TikTok - Eddie's LinkedIn - Tyler's LinkedInIf you enjoy the podcast, please rate us on Apple Podcasts, Spotify, or wherever you listen to us! Thanks for listening!

Hey everyone! Welcome to The Heartful Parent Podcast. Today, we have an amazing episode lined up with the incredible Yolanda Williams, a conscious parenting coach and social justice instructor.   We dive into the world of conscious parenting and talk about how we can raise socially aware kids through meaningful conversations about race and privilege.   Yolanda will be sharing her personal journey and discussing why inclusivity is so crucial in parenting spaces, especially after the tragic events surrounding George Floyd's murder.   Wel chat about the ups and downs of parenting, the importance of having open discussions about race with our children, and the ways society shapes our parenting experiences. You won't want to miss it! You'll Learn: 0:29 Introduction 3:36 Welcoming Yolanda Williams to the Podcast 4:13 Yolanda's Journey to Parenting Decolonized 9:09 Reflections on Shifts Post- George Floyd's Murder 12:47 The Shift from Gentle Parenting to Conscious Parenting 15:48 The Challenge of White Activism Fatigue 20:04 Urgency for While Parent Coaches to Address Race 23:18 Addressing Difficult Conversations on Police Brutality 23:55 The Essential Conversations 27:33 Revisiting Conscious Parenting 31:25 The True COnscious Parenting Approach 38:04 Embracing Freedom Through Feeling 40:10 From Surviving to Thriving 42:56 The Hardest Job with No Vacation 45:35 Making Real Systemic Changes Connect with Yolanda: https://www.instagram.com/prntgdcolonized/ https://parentingdecolonized.com   Join the Conversation: We'd love to hear your thoughts on this episode! Share your experiences and connect with other parents in our community. Follow us on Instagram and use the hashtag #HeartfulParentPodcast to join the discussion. Subscribe & Review: If you enjoyed this episode, please subscribe and leave us a review on your favorite podcast platform. Your feedback helps us bring more heartful content to parents like you. Tune in next week for another inspiring episode of The Heartful Parent Podcast!  

Alex Boone and Phil Mackey answer your Dumb Football Questions: Who are the best undrafted free agents you've ever played with? Is NFL quarterback the hardest job in the world? Why is run blocking so different than pass blocking? Learn more about your ad choices. Visit podcastchoices.com/adchoices

Who has the hardest job in TV? Can stars tell when they're in a flop? What happens on quiz shows when contestants object to getting a wrong answer? Join Richard and Marina for The Rest Is Entertainment questions (and answers) edition. Twitter: @restisents Instagram: @restisentertainment YouTube: @therestisentertainment Email: therestisentertainment@gmail.com Producers: Neil Fearn + Joey McCarthy Executive Producers: Tony Pastor + Jack Davenport

Call 800-930-2819 for a reading Watch live link https://www.transformationtalkradio.com/watch.html

Call 800-930-2819 for a reading Watch live link https://www.transformationtalkradio.com/watch.html

When our daughter was little, one of her favorite books was Misty of Chincoteague. Now, if you haven't read that classic, let me bring you up-to-date. Chincoteague is an island off the eastern shore of Virginia. And it's known for these beautiful white ponies. They're wild ponies, and that's who Misty was-one of those wild ponies. Now at one point in the story, Phantom, Misty's mother, is in a horse pen on a farm because they have been captured. And the two children in the story who live on this farm are distressed because they see Phantom kicking Misty, her own colt. And so they yell at her to stop! Well, of course, enter Grandma-wise grandma. Those words go together, right? Grandma's always say wise things. And Grandma explains to the two children. She says, "Look, kids, she's not trying to hurt her foal; she's loving her in the hardest way there is. She knows that the time has come for Misty to be on her own." Well, that's pretty good horse sense. And it's always good horse sense to keep that time in mind. I'm Ron Hutchcraft and I want to have A Word With You today about "A Parent's Hardest Job." Now, our word for today from the Word of God comes from Genesis 2:4. It's always good to know your goal, right? If you're a pilot and you're flying a plane, it's good to have your flight plan and to know what airport you're aiming for. If you're running with a football, it's very important you know which goal is yours. It's good to know where your goal is if you're raising your child, too. A parent's final objective is described to the very first parents even before they were parents - Adam and Eve. And our biggest assignment has not changed. Genesis 2:24 - God says, "'For this reason a man will leave his father and mother and be united to his wife, and they will become one flesh.'" These are hard words if you're a parent. "Leave father and mother." Basically, God is telling us here that our children are not ours to keep. Our mission as parents is to prepare them to leave us; to live without us. And that starts very young. You don't come to your child every time they cry or they call, because if you do, they'll never learn to be on their own if you come every time. You don't solve every problem for them. You teach them how to solve a problem. You don't give them an endless supply of money; you teach them that you earn money, and then you plan your spending. When you're out of money, you're out of money. You're not like the girl who said, "I must have more money, I still have more checks." As they grow older you don't make every decision for them, you teach them how to make a good decision and then, if you have to, you let them make some mistakes. You don't give them a rule for every occasion. Instead, you teach them a personal set of principles by which they can make all their moral choices. You don't just give them all the right answers, but you teach them how to ask good questions. Everything in us wants to protect that child from every mistake, every hurt, and to hold on to them even sometimes to tie our identity to theirs. Don't do it. It's just not how God meant parenting to be from the very first parents. We're actually assigned, like that mama horse, to nudge our children slowly but surely toward the gate. The gate's called personal responsibility. And if we do it well, they'll one day rise up and call us blessed. We just don't dare need them too much for our own identity. See, we're supposed to be getting them ready to leave. And that's a parent's hardest responsibility, but it's also one of the most important jobs you will ever have.

A CMO Confidential Interview with Seth Matlins, Managing Director of the Forbes CMO Network, formerly Head of Cultural Strategy and Insights at Endeavor, Global CMO of Live Nation, President of Rock the Vote and Founder of CAA Marketing. Seth discusses his recent "New year, same old Fxxkery about the marketing narrative" post, why it's harder than ever to do good marketing, why marketing needs better marketing, and the irony of marketing doubters driving to work in expensive cars and scrolling through their iPhones while questioning marketing spend. Key topics include why marketers should "think like an entrepreneur," how all marketing is performance based marketing designed to drive profitable growth, the ways marketers sabotage themselves and end up at the "little kids table," and why "tolerance for ambiguity" is so important. Tune in to hear how an octogenarian board member once demanded CMO stop running an due to an exposed navel.00:00 Introduction to CMO Confidential00:38 Guest Introduction: Seth Matlin00:41 The Role and Challenges of a CMO01:12 Discussion on the CMO Narrative02:44 The Impact of Data and Fragmentation on the CMO Role04:31 The Importance of Context in Marketing04:58 The Complexity of the CMO Role05:38 The Challenges of Marketing in Today's World09:31 The Role of the CMO in Driving Growth14:40 The Importance of Internal Marketing16:57 The Role of Creativity in Marketing25:48 The Importance of Service in Marketing33:27 Closing Remarks and Future DiscussionsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Andrew Sillitoe has worked with over 3,000+ billing managers throughout his career helping them to navigate what a lot of people describes as the most challenging job in recruitment.In this episode, you can expect to learn practical leadership strategies and tactics that you can use to maximize your team's productivity and achieve more.-------------------------Follow Andrew: https://www.linkedin.com/in/andrew-sillitoe/-------------------------Watch the episode on YouTube: https://youtu.be/MfwDCEtA5Rc-------------------------Sponsors - Claim your exclusive savings with the links below:Sourcewhale - https://sourcewhale.com/demoFirefish - https://www.firefishsoftware.com/rmp-------------------------Extra Stuff:Learn more about our all-in-one training platform Hector here: https://bit.ly/47hsaxeSign up for our FREE Limitless Learning Newsletter here: https://limitless-learning.thisishector.com/subscribe-------------------------Get in touch:Linkedin: https://www.linkedin.com/in/hishemazzouz/-------------------------Support the show:Support the podcast and leave a review here.

The Utah Jazz have won 6 of their last 8 and are 9-7 over their last 15 games, but now Will Hardy has his hardest job yet in his young coaching career. Hardy has built the team and figured the best ways to use his pieces. However, not all answers vibe together and how to keep everyone putting 15% in the middle of the pot is going to be a challenge for the upstart Utah Jazz. David Locke, radio voice of the Utah Jazz and Jazz NBA Insider, breaks down all the levels and looks at the recent trends of the Utah Jazz Locked On Jazz Podcast

The Utah Jazz have won 6 of their last 8 and are 9-7 over their last 15 games, but now Will Hardy has his hardest job yet in his young coaching career. Hardy has built the team and figured the best ways to use his pieces. However, not all answers vibe together and how to keep everyone putting 15% in the middle of the pot is going to be a challenge for the upstart Utah Jazz.David Locke, radio voice of the Utah Jazz and Jazz NBA Insider, breaks down all the levels and looks at the recent trends of the Utah JazzLocked On Jazz Podcast

This week, Emily Bazelon and David Plotz are reunited with John Dickerson to discuss the Wisconsin Republicans' effort to impeach Justice Janet Protasiewicz and protect their gerrymander; Speaker Kevin McCarthy's decision to start an impeachment inquiry of President Joe Biden and prevent a government shutdown; and Biden's age problem and Donald Trump's battleground-state difficulties. Join us for Political Gabfest Live in Madison, Wisconsin on October 25! Here are some notes and references from this week's show: Scott Bauer for AP: “Why Wisconsin Republicans are talking about impeaching a new state Supreme Court justice” City Cast Madison podcast: “How We Know Wisconsin's Maps are Gerrymandered” Republican Party of Minnesota v. White, 536 U.S. 765 (2002) Luke Broadwater for The New York Times: “What We Know About the Impeachment Case Against Biden” and Carl Hulse and Luke Broadwater: “McCarthy Tries to Leverage Biden Impeachment to Avoid a Shutdown” Nate Cohn for The New York Times: “Trump's Electoral College Edge Seems to Be Fading” and “How to Interpret Polling Showing Biden's Loss of Nonwhite Support” FiveThirtyEight Politics Podcast: “Why Biden Is Losing Support Among Voters Of Color” Paul Waldman for MSNBC: “You can talk about Biden's age. Just not like this.” The Hardest Job in the World: The American Presidency by John Dickerson The Last Politician: Inside Joe Biden's White House and the Struggle for America's Future by Franklin Foer Dan Balz for The Washington Post: “Mitt Romney says he will not seek a second term in the Senate” McKay Coppins for The Atlantic: “What Mitt Romney Saw In The Senate” “Mitt” on Netflix  Laura Vozzella for The Washington Post: “Va. Dem. House candidate performed sex online with husband for tips” Here are this week's chatters: Emily: The Knockout Queen: A Novel by Rufi Thorpe and The Vaster Wilds: A Novel by Lauren Groff John: The Journals of John Cheever edited by Robert Gottlieb; CBS News Sunday Morning; Ted Gioia in The Honest Broker: “Why Is Music Getting Sadder?”; and Chris Dalla Riva: “Tears Are Falling And I Feel The Pain” David: Zhong sauce by Fly By Jing Listener chatter from Ben: Tyler Vigen's “The Mystery of the Bloomfield Bridge” For this week's Slate Plus bonus segment, Emily, John, and David discuss Susanna Gibson, the Virginia Democratic House candidate who “performed sex online with husband for tips.”  In the latest Gabfest Reads, Emily, David, and John talk with Barbara Kingsolver about her best-selling book, Demon Copperhead.  Email your chatters, questions, and comments to gabfest@slate.com or X us @SlateGabfest. (Messages may be quoted by name unless the writer stipulates otherwise.) Podcast production by Jared Downing and Cheyna Roth Research by Julie Huygen Hosts Emily Bazelon, John Dickerson, and David Plotz Follow @SlateGabfest on X / https://twitter.com/SlateGabfest Slate Gabfest on Facebook / https://www.facebook.com/Gabfest/ Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, Emily Bazelon and David Plotz are reunited with John Dickerson to discuss the Wisconsin Republicans' effort to impeach Justice Janet Protasiewicz and protect their gerrymander; Speaker Kevin McCarthy's decision to start an impeachment inquiry of President Joe Biden and prevent a government shutdown; and Biden's age problem and Donald Trump's battleground-state difficulties. Join us for Political Gabfest Live in Madison, Wisconsin on October 25! Here are some notes and references from this week's show: Scott Bauer for AP: “Why Wisconsin Republicans are talking about impeaching a new state Supreme Court justice” City Cast Madison podcast: “How We Know Wisconsin's Maps are Gerrymandered” Republican Party of Minnesota v. White, 536 U.S. 765 (2002) Luke Broadwater for The New York Times: “What We Know About the Impeachment Case Against Biden” and Carl Hulse and Luke Broadwater: “McCarthy Tries to Leverage Biden Impeachment to Avoid a Shutdown” Nate Cohn for The New York Times: “Trump's Electoral College Edge Seems to Be Fading” and “How to Interpret Polling Showing Biden's Loss of Nonwhite Support” FiveThirtyEight Politics Podcast: “Why Biden Is Losing Support Among Voters Of Color” Paul Waldman for MSNBC: “You can talk about Biden's age. Just not like this.” The Hardest Job in the World: The American Presidency by John Dickerson The Last Politician: Inside Joe Biden's White House and the Struggle for America's Future by Franklin Foer Dan Balz for The Washington Post: “Mitt Romney says he will not seek a second term in the Senate” McKay Coppins for The Atlantic: “What Mitt Romney Saw In The Senate” “Mitt” on Netflix  Laura Vozzella for The Washington Post: “Va. Dem. House candidate performed sex online with husband for tips” Here are this week's chatters: Emily: The Knockout Queen: A Novel by Rufi Thorpe and The Vaster Wilds: A Novel by Lauren Groff John: The Journals of John Cheever edited by Robert Gottlieb; CBS News Sunday Morning; Ted Gioia in The Honest Broker: “Why Is Music Getting Sadder?”; and Chris Dalla Riva: “Tears Are Falling And I Feel The Pain” David: Zhong sauce by Fly By Jing Listener chatter from Ben: Tyler Vigen's “The Mystery of the Bloomfield Bridge” For this week's Slate Plus bonus segment, Emily, John, and David discuss Susanna Gibson, the Virginia Democratic House candidate who “performed sex online with husband for tips.”  In the latest Gabfest Reads, Emily, David, and John talk with Barbara Kingsolver about her best-selling book, Demon Copperhead.  Email your chatters, questions, and comments to gabfest@slate.com or X us @SlateGabfest. (Messages may be quoted by name unless the writer stipulates otherwise.) Podcast production by Jared Downing and Cheyna Roth Research by Julie Huygen Hosts Emily Bazelon, John Dickerson, and David Plotz Follow @SlateGabfest on X / https://twitter.com/SlateGabfest Slate Gabfest on Facebook / https://www.facebook.com/Gabfest/ Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, Emily Bazelon and David Plotz are reunited with John Dickerson to discuss the Wisconsin Republicans' effort to impeach Justice Janet Protasiewicz and protect their gerrymander; Speaker Kevin McCarthy's decision to start an impeachment inquiry of President Joe Biden and prevent a government shutdown; and Biden's age problem and Donald Trump's battleground-state difficulties. Join us for Political Gabfest Live in Madison, Wisconsin on October 25! Here are some notes and references from this week's show: Scott Bauer for AP: “Why Wisconsin Republicans are talking about impeaching a new state Supreme Court justice” City Cast Madison podcast: “How We Know Wisconsin's Maps are Gerrymandered” Republican Party of Minnesota v. White, 536 U.S. 765 (2002) Luke Broadwater for The New York Times: “What We Know About the Impeachment Case Against Biden” and Carl Hulse and Luke Broadwater: “McCarthy Tries to Leverage Biden Impeachment to Avoid a Shutdown” Nate Cohn for The New York Times: “Trump's Electoral College Edge Seems to Be Fading” and “How to Interpret Polling Showing Biden's Loss of Nonwhite Support” FiveThirtyEight Politics Podcast: “Why Biden Is Losing Support Among Voters Of Color” Paul Waldman for MSNBC: “You can talk about Biden's age. Just not like this.” The Hardest Job in the World: The American Presidency by John Dickerson The Last Politician: Inside Joe Biden's White House and the Struggle for America's Future by Franklin Foer Dan Balz for The Washington Post: “Mitt Romney says he will not seek a second term in the Senate” McKay Coppins for The Atlantic: “What Mitt Romney Saw In The Senate” “Mitt” on Netflix  Laura Vozzella for The Washington Post: “Va. Dem. House candidate performed sex online with husband for tips” Here are this week's chatters: Emily: The Knockout Queen: A Novel by Rufi Thorpe and The Vaster Wilds: A Novel by Lauren Groff John: The Journals of John Cheever edited by Robert Gottlieb; CBS News Sunday Morning; Ted Gioia in The Honest Broker: “Why Is Music Getting Sadder?”; and Chris Dalla Riva: “Tears Are Falling And I Feel The Pain” David: Zhong sauce by Fly By Jing Listener chatter from Ben: Tyler Vigen's “The Mystery of the Bloomfield Bridge” For this week's Slate Plus bonus segment, Emily, John, and David discuss Susanna Gibson, the Virginia Democratic House candidate who “performed sex online with husband for tips.”  In the latest Gabfest Reads, Emily, David, and John talk with Barbara Kingsolver about her best-selling book, Demon Copperhead.  Email your chatters, questions, and comments to gabfest@slate.com or X us @SlateGabfest. (Messages may be quoted by name unless the writer stipulates otherwise.) Podcast production by Jared Downing and Cheyna Roth Research by Julie Huygen Hosts Emily Bazelon, John Dickerson, and David Plotz Follow @SlateGabfest on X / https://twitter.com/SlateGabfest Slate Gabfest on Facebook / https://www.facebook.com/Gabfest/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Hour 2 kicks off with David and Jessica bonding over their mutual hatred of The Idol and we get a limited fake The Weeknd. Then, Gregg Berhalter is back as the U.S. Men's Soccer coach and Mike Ryan has some thoughts. Plus, Matty Matheson from The Bear joins us to talk the hit show, his journey to the role, and more. Learn more about your ad choices. Visit megaphone.fm/adchoices

Marcellus Wiley, better known as Dat Dude, takes us on a uniquely entertaining journey around the sports-entertainment-cultural landscape. To stay connected with the show, click here: https://linktr.ee/marcelluswiley and follow @marcelluswiley on Instagram, TikTok, Twitter, Facebook, and my Wiley's World Membership on YouTube! And PLEASE make sure to leave a REVIEW and RATING, thx Fam!!! Episode 123 of More To It 00:00 -- What's Up with Dat Dude?! 03:28 -- Sage Steele Lawyer BLASTS ESPN! 07:51 -- Kevin Durant vs Jason McIntyre! 15:20 -- Travis Kelce: "Podcasting is Hardest Job in World!" 21:50 -- Wiley's World ft. Dat Dude & Mikey P | Fu*k Up Some Comments! LeBron & Bronny James to Atlanta Hawks Next Year?! Should Kids Play Tackle Football Before High School?! Alabama Rookie Brandon Miller: Charlotte Hornets Going to NBA Finals! 31:39 -- Wileyism 33:11 -- CloseSupport the Show: https://linktr.ee/marcelluswileySee omnystudio.com/listener for privacy information.

The White House chief of staff is the second most powerful but hardest gig in Washington, D.C. Dick Cheney blamed the job for giving him his first heart attack, during the Ford Administration. A hapless chief of staff can break a Presidency; effective ones get nicknamed the Velvet Hammer. On Friday, the Biden Administration announced that Ron Klain will depart as chief of staff, after two long years in the job. The staff writers Susan B. Glasser, Jane Mayer, and Evan Osnos gather for their weekly conversation to look at what Klain accomplished and what to expect from his replacement, Jeffrey Zients.