Podcast appearances and mentions of holly moore

In this episode of Facially Conscious, we dive into the often confusing world of pregnancy-safe skincare with expert Holly Moore. We uncover the shocking truth about ingredient safety, the lack of research on skincare during pregnancy, and why even doctors struggle to give clear answers. Holly explains which ingredients are truly safe, which ones to avoid, and why some brands falsely claim to be pregnancy-safe. We also discuss the precautionary principle, how skin care affects the body during pregnancy and breastfeeding, and what expectant mothers should consider when choosing products. Whether you're pregnant, planning to be, or just passionate about skincare science, this is an eye-opening conversation you won't want to miss!

Who's a commitmentphobe? Who's initiating divorce these days? What? She's paying HIM spousal support? What it takes to stay together.

In this special episode we are joined by Barry Matthews, Group Deputy General Counsel at the Pennon Group Plc, and Holly Moore, Legal Advisor in the in-house legal team at broadcaster ITV. We explore how you can develop a career path as an in-house lawyer, how the role differs from other types of legal practice, the opportunities such pathways offer, the skills which help you to succeed as an in-house lawyer, and how the role is changing. In this episode, Barry and Holly explain how they each developed their career paths to in-house legal roles and what attracted them to this area of legal practice.  For Barry, this was a route via private practice in a City law firm, whilst Holly gained an in-house solicitor apprentice role and went directly into in-house practice.  Areas discussed include the diversity of the roles and opportunities, and the closeness of the in-house legal role to the commercial business you are advising. Holly speaks about the fast-moving, and varied work at ITV from commercial negotiations to drafting and brand protection work.  Also Holly discusses how the in-house role gives a great “helicopter view” of the business as her role rotated through different departments during training.  Barry also emphasises the variety of his in-house work at a senior level, ranging from the legal and commercial strategy work to collaborating with academic partner organisations on societal issues such as water supply resilience.  Both guests talk about skills such as agility, project management and relationship building as being key to success – and how they see in-house legal functions developing in the future. Actions and resources for listeners:·         Check this webpage to find out some differences between working as an  in-house lawyer and in private practice.On this list of “10 Business Skills every in-house lawyer should master”, where are you already strong, and which 1 skill could you work more to develop? 

Join us as we kick off an engaging discussion with Holly's co-host for this episode, Heather Agan de Visser, as we share the exhilarating build up to AIP 2024. Together, we reflect on the journey of event planning, the joy of welcoming both familiar and new faces, and the significance of tailoring the conference experience to personal growth goals. Listen in as we explore the various expert-led sessions designed to guide attendees through career, fitness, or lifestyle aspirations, offering the tools to set and achieve big dreams while pushing past self-imposed barriers. This conversation takes a more personal turn as Heather opens up about her own challenges with maintaining fitness habits, confronting burnout, and the pursuit of self-acceptance. With a candid recount of Holly's experience with OCD and perfectionism, we discuss the mental and physical toll of overworking and the importance of resilience. As we anticipate the insightful discussions at the conference on topics like body image and adversity, emphasising the impact of gut-brain health on mood and motivation, and the commitment to personal reflection post-conference to truly embrace the theme of self-acceptance. Finally, we shift focus to the transformative power of kindness in both business and personal development. Holly reflects on the evolution of her own leadership style and decision-making processes, and they discuss the balancing act of tough business choices with the value of understanding diverse perspectives. Highlighting the necessity of self-compassion and the benefits of disconnecting from technology, they delve into the role inner kindness plays in our lives. Whether you're a business owner grappling with tech addiction, or an expectant parent navigating the emotional landscape of pregnancy, this episode promises to offer insights and inspiration for embracing life's journey with grace and self-acceptance. (00:00) - AIP Recap and 2024 Preview(07:17) - Self-Acceptance and Personal Growth(19:10) - Navigating High Achievement and Self-Value(26:30) - Career Evolution and Self-Rediscovery(36:01) - Evolution of Fulfillment in Coaching(39:35) - The Power of Kindness and Self-Acceptance(45:38) - Disconnect From Tech as Business Owner(49:46) - Pregnancy Experience and Surrender Follow Heather on socials: Instagram: https://www.instagram.com/iamheatheragandevisser/Website: https://linktr.ee/heatheragandevisser Instagram: https://www.instagram.com/anythingispossiblegroup/?hl=enTikTok: https://www.tiktok.com/@anythingispossiblegroupJoin our Facebook community: https://www.facebook.com/groups/2168215153350448Subscribe to our YouTube: https://www.youtube.com/@anythingispossiblepodcast/featuredListen on: Spotify: https://open.spotify.com/show/6dq6JhY... Apple Podcasts: https://podcasts.apple.com/us/podcast... Sign up to our newsletter: https://anythingispossiblegroup.co.uk...Buy tickets to AIP Live 2024: https://anythingispossiblegroup.co.uk...

Leadership expert, Holly Moore, shared with me that one of the ways to improve team communication is for us individually to become more self-aware. When we speak, for us it naturally feels like we communicated clearly and properly.   But that is not always the case for those on the receiving end.   Holly recommends that it ... The post The Need for Self-Awareness appeared first on Unconventional Business Network.

[00:00:00] Lynn Erdman: If you want to work for somebody your entire career, be a Physician's Assistant. And so I thought, okay, that makes me think I'm going to do a nurse. So he was also instrumental and at least helped me think through the process. +++++++++++++++++++++++++ [00:00:15] Tommy Thomas: Our guest today is Lynn Erdman. Lynn started her career as a nurse, but it didn't take long for her leadership skills to be recognized. She rose through the ranks of nursing and moved into healthcare administration and ultimately into senior leadership in the nonprofit sector. Lynn holds a Bachelor of Science degree in Nursing from the University of North Carolina Greensboro and a Master's in Nursing from the University of South Carolina. She served as the Vice President of Medical Affairs for the American Cancer Society and the Vice-President of Community Health for Susan G. Komen for The Cure. She was the CEO of the Association of Women's Health Obstetric and Neonatal Nurses. And most recently the Executive Director for Carolina Breasts Friends in Charlotte, an organization that provides education, compassion, and support to people experiencing breast cancer. She's an adjunct faculty member at UNC Charlotte School of Nursing and a member of the consulting faculty at the Duke University School of Nursing. When she retired from her role at Carolina Breast Friends, she returned to her first love of nursing, where she is the nurse for a thriving healthcare nonprofit in Charlotte. Let's pick up on that conversation now. So, what are people always surprised to learn about you? [00:01:41] Lynn Erdman: I think people are surprised that I don't like surprises. I like to know what's going on, what's going to happen. And surprising me doesn't always work. [00:01:54] Tommy Thomas: I interviewed a nurse. I guess the third episode of my podcast was Holly Moore. She started out in nursing and got over into, I think, as I remember, she was the first female vice president of a large pharmaceutical company. She thought that a nursing career was one of the best careers that anybody in senior leadership could have because of the forced decision-making and the methodical decision-making. What are your thoughts on that? It's the creativity and the ability to figure out problems that I like the most in nursing.  You've got a patient who's struggling, you've got a team of people that can't figure out what to do with the patient, and yet together you come up with an idea and it solves the problem.  [00:02:26] Lynn Erdman: I certainly think there's some decision-making in there, but I think it's the creativity and the ability to figure out problems that I like the most in nursing. You've got a problem in front of you. You've got a patient who's struggling, you've got a team of people that can't figure out what to do with the patient, and yet you can come up with an idea and it solves the problem. So the ability to work with lots of different people and to have the ability to question things and look for a different solution has always been something I liked about nursing. [00:03:08] Tommy Thomas: So, think back to your first management job when you actually had people reporting to you. What are your memories? [00:03:16] Lynn Erdman: My memories are that I didn't do a very good job. I wasn't sure what a leader was supposed to do. I thought if I just set the direction and said, this is what we're going to do for this particular project, that people would follow. That doesn't really work. So, I had to sit down and think and say, all right that didn't work. What do I need to do? And realized pretty quickly, that the more buy-in and input I get from the team members, the better off. Whatever project it is that we're working on, the outcome is going to be a lot better if I've got some buy-in and some input.  And people at least know what they're supposed to do and they feel like they are making a difference there. [00:04:01] Tommy Thomas: Successful people are often asked, what makes you so successful? I like to frame the question this way. What's a factor that's helped you succeed that most people on the outside wouldn't realize? One of the things that has helped me most in my career is learning from my mistakes.  Making a mistake, owning the mistake, learning from the mistake. [00:04:12] Lynn Erdman: Oh, my goodness. I think lots of things have helped me succeed, but probably making mistakes has been one of the things that's helped me succeed the most. I've made lots of mistakes in my career where I've looked at something and thought this was the path to go down and found out that it wasn't. But I think owning up to the mistake and then saying, okay, what did I learn from that? And asking how could I do that differently in the future has been something that has helped my career and not being afraid to make a mistake and to take a risk. That's one of the things that I think has made me successful. I'm willing to try something. [00:04:53] Tommy Thomas: It's been said that we often learn more by our mistakes or our failures.  If that's the case, why are most of us so afraid to make a mistake or fail? [00:05:06] Lynn Erdman: I think that it's the fear of being judged. Somebody is going to look and say I'm putting you in that category or wow, I wouldn't have done that. And it's how it reflects. [00:05:21] Tommy Thomas: You being from the south, you would understand the expression having your medal tested.  Take us to a time in your career when your medal was tested and how did you come out of it? [00:05:33] Lynn Erdman: I can remember an early time in my career. I had just I'd finished graduate school about a year before that, had worked on a research project that I was proud of, had worked with three other people on the project, and really wanted to get that published. And so, I worked with them. Nobody wanted to do it. They were finished with graduate school. They were moving on. And so, I wrote up the paper, sent it to all of them, and they said, we're not interested. Just leave our names off. We're not interested. Anyway, to make a long story short, the journal that I turned it into accepted the article. It was an international journal, regarded. I sent them a letter saying, we've been accepted, and they said, oh, then we want our names on it and we want them in alphabetical order which meant my name moved down the list. I can remember being so devastated thinking all right, am I even going to do this? Am I going to publish this article just, you know, out of spite or anger or whatever else? The article was published. It was published in alphabetical order, but from there, I learned not only if you communicate, it doesn't always solve the problem. You've got to just decide, I can accept things certain ways and move on. ++++++++++++++++++ [00:07:02] Tommy Thomas: Richard Paul Evans, a novelist that I read a lot, says sometimes the greatest hope in our lives is just a second chance to do what we should have done right in the first place. What's going on in your mind and your heart when you think about giving a staff member a second chance? [00:07:20] Lynn Erdman: Always looking at where are they in the workforce. How long have they been working with me? That's not a determining factor, but what are they contributing to what we're doing and to the mission here? And what is the reason that they've made a mistake? Is it something that they regret? Are they remorseful at all? Those types of things. I'm looking for all of that. But I always want somebody to have a second chance if they're interested in having a second chance. And I found that there are times when the employee just does not want a second chance. They're so embarrassed by whatever the mistake was that they would rather leave the organization than stay and work and deal with kind of recovering from the episode. [00:08:18] Tommy Thomas: So many leaders have been in leadership roles where the experience was very different than they expected. Has this happened to you? And if so, what'd you learn? [00:08:30] Lynn Erdman: Oh yes. I can remember accepting a position. I was working in Chicago at that point in time and I started on my first day, I got there, I'd read the job description, and I'd done interviews with a number of people who had described the position thoroughly. It was a totally different role than I had expected and a totally different set of responsibilities. And so, I can remember talking to the person who had hired me and said this is not what we discussed, and I want to make sure I can do it. Because I'm happy to have the job, I'm excited to have the job, but if I can't perform at the level, I want to be able to perform to meet all these goals, then I want to relook. We ended up working things out, it all worked fine. But yes, I was surprised that these additional ten things were on the list, and they were more important than what we talked about in the interview. [00:09:33] Tommy Thomas: So, I guess maybe that taught you a little bit about when you're hiring people to make sure that everything is spelled out? [00:09:39] Lynn Erdman:  Yes, it's not fair to people if they don't know what they're coming in and being responsible for. [00:09:48] Tommy Thomas: You've progressed up through nursing through all kinds of senior positions. How do you decide what a good leadership role looks like for you? [00:09:58] Lynn Erdman: I've actually turned down two CEO roles during my career and those were hard choices in my life to try to decide. I had gotten all the way through the interview process, and they were ready to offer me the position and I sat down reading through everything again. And I thought I don't think I can do exactly what they want me to do and be successful in the way. That I want to be successful here. And so, I think I would be better served to look at a different avenue, look at a different type of position. It was a particular area of specialty that I had great knowledge in, but I had not had a lot of experience in. So, it's a wonderful opportunity, but I decided on that. I can remember the board being very disappointed at that type of thing, but I know it was the right decision to move on. But those are the things I don't always see people have the ability to make that type of decision. They'll go in and they'll take something, and they'll just be there and not be able to deliver on the job and that's never a good thing. [00:11:22] Tommy Thomas: At what point in your career did you begin to feel comfortable in your leadership skin? [00:11:28] Lynn Erdman: I'm not sure that I ever got completely comfortable. I'm always learning. I love to read articles on leadership or look at different things and obviously, I'd love to have a mento. I've been a mentor to a lot of people, but I always have someone that I think I can learn from and look at how they manage certain things and learn from them. I think I can always learn. I'm certainly comfortable in the leadership role now. But again, I think it's something you can always get better.  [00:12:07] Tommy Thomas:  What do you remember about your first mentor? [00:12:12] Lynn Erdman:   My first mentor was the person who hired me at Presbyterian Hospital. He was the CEO there. And I remember the reason he was part of the interview process is because I was their first clinical nurse specialist that they had ever hired at this large hospital. And so, he wanted to be in on the process because he said, I don't even know what a clinical nurse specialist does. If I'm going to have one of these on my team, with 450 plus employees, then I want to know what she's going to do. So that was very interesting. I developed a relationship with him and he was one that taught me a variety of things about how to care for people. He was an amazing leader at that hospital and I just watched him be respectful and caring of any and everybody that he came in contact with and that made a huge impression on me. And he used to always say, I live by the golden rule. And I think he really did. You do unto others like you would have them do to you. [00:13:23] Tommy Thomas: So, was that more of an informal process, or did y'all set up a weekly tutorial? [00:13:28] Lynn Erdman: We met a lot. Yeah. He ended up moving me from the oncology clinical nurse specialist after I'd done that position for several years and in that position, I was consulting with physicians. So, if there was a person in the hospital who was having an issue or had just been diagnosed with cancer, then I was the one called in to say, would you please come talk to this patient and family? I was the intermediary and the liaison between the physician, the patient, and the family. But after I'd done that several years the president of the hospital called me down and he said, I want to form a cancer center. I really want to build a cancer center here. And he ended up putting me in charge of the cancer center. So, I was the founding director of the cancer center at this large hospital. And that's when I developed a lot of my leadership skills and responsibility. [00:14:23] Tommy Thomas:   You've had several CEO slots in different kinds of organizations. Is it fair to ask you what's been your favorite senior leadership position? [00:14:36] Lynn Erdman: I think my most favorite was the director of the cancer center at this large hospital. I did that for a number of years, built it from the ground up, hired the physicians, hired the researchers, hired the social workers, the chaplains, opened the first inpatient hospice unit in the state, opened a pain management or palliative care unit, just a number of different things. And so, the learning and the experience in that time was overwhelmingly rewarding, and all the patients that I worked with during that time. So yes, I would label that as the top one. [00:15:16] Tommy Thomas:   Was that one of your early P&L responsibilities where you had a budget to manage? [00:15:22] Lynn Erdman: Oh, I had a huge budget to manage. Yes, and that was great learning. Lots of work with the CFO and the whole finance team, and yes, adding lots of different experiences and knowledge to the nursing background, essentially worked all the way through an MBA course without having to sit in the classroom, but getting it the other way. Spent time at Wharton during that time and went through the huge management course for hospital administrators, those types of things.  +++++++++++++++++++ [00:16:00] Tommy Thomas: Maybe not in your current job, but in maybe one of your previous CEO jobs, if I had to come along and you let me be in a staff meeting and we had dismissed you and I got a chance to be with your direct reports, what do you think they would have said would have been the most trying part of working with you? [00:16:18] Lynn Erdman: That I would listen to all aspects of a situation and then I would make a decision, instead of making one as a gut reaction or a knee-jerk reaction. This is on fire. Make a decision. Instead, I want to know if this is on fire, what else, what started the fire, what happened, what's around it, what's going to impact it. And then I'll make the decision as to what we need to do. And if so, fire might be a little bit exaggerated because obviously, you go put the fire out. But I would want to know all the aspects before making a decision. I think that was frustrating to people. They wanted me to just instantly decide what I wanted to do. [00:17:05] Tommy Thomas: Let's flip that. What would they have said was the most rewarding part of being on your team? [00:17:11] Lynn Erdman: Oh, that I had lots of empathy and understanding. I always knew what was going on in their personal lives for what they would share. And was extremely concerned about whether they took time off for themselves. Had they taken their vacation? If they were sick, how were they? I'm texting them to see how they are. Are the children okay? Those types of things.  I think the compassionate understanding when things go wrong in life, that you can still roll with it. [00:17:42] Tommy Thomas:   You mentioned earlier that you're a risk taker. Frederick Wilcox said that progress always involves risk. You can't steal second base with your foot on first. What's the biggest risk you've ever taken and how did it come out? [00:17:56] Lynn Erdman: The biggest risk I have ever taken was to start a completely new operation when I was the CEO of a large national nursing organization in Washington, D.C. and decided that I had heard comments from the board, we had talked through things and decided that we needed a new part of our organization to be able to meet the needs of a wide variety of nurses that were beginning to have a special interest in an area that we were covering. We started that and we needed to back it up and actually regroup several times within the project itself. It was a huge risk, not only because of the money that was going to cost to get it started, but was the revenue or the outcome going to be where we wanted? And were we going to be able to make a difference for the people that we were creating all this for, which ultimately were the patients. And it turned out that it was fine, but it was a very rocky road there for a period of time. Ended up pulling in people from all over the country into several talk sessions, think tanks, and those types of things to make the process move forward. [00:19:26] Tommy Thomas: What's been your greatest failure and what did you learn from it? [00:19:32] Lynn Erdman: My biggest failure, let's see I've had several where I had to back the truck up. I would say my biggest failure was choosing not to communicate with someone who I knew was very upset with the decision that I had made and tried to reach out to them. They didn't respond. And so, I just said I'm just going to put this to rest. And it turned out that we should have had a conversation. I should have pushed, and we should have talked all of that through, which happened later, but all of the in-between should not have happened. [00:20:15] Tommy Thomas: I interviewed a guy recently, and he said he was writing a book on the burdens of leadership.  The burdens of leadership that only the president or the CEO bear. If you were writing such a book, what would you cover? [00:20:29] Lynn Erdman: Oh, my goodness. Things that you see that you know need attention, but you're not sure how to deal with them. People that bring you problems and just dump them in your lap because you are at the top of the heap and expect you to solve them, but don't expect to have any part in solving them. In other words, they don't come with a solution, they come with a problem.  To me, that's one of the hardest roles within CEO. But the other biggest burden is not having anyone to talk with. It's a very lonely role at the top. Because you can't just say I'm going to talk to the board chair. Because it might be something that you actually shouldn't be sharing with the board chair. You need to figure out how all this is going to work before you do that. And so not having that person within the organization, I think, is one of the hardest. It's a big burden. So, you have to find your resources outside of the organization that you can trust and share with. [00:21:40] Tommy Thomas: What's the most dangerous behavior that you've seen derail leaders' careers? [00:21:46] Lynn Erdman: Lying, just being dishonest. When it happens the integrity of everything is destroyed. And I've certainly seen that with people, lack of communication, trying to think that I can just move forward. It's my decision. Or taking credit for others' work. When that happens, that is, these people are sitting in your audience and you are taking credit for something and you didn't do that work, they did. But you're not calling them out and saying, I'm really thrilled that this team came up with all these great ideas. ++++++++++++++++++++ [00:22:27] Tommy Thomas: Let's go to a little something lighter maybe. If you were a judge on a nonprofit Shark Tank, and some of these young entrepreneurs were coming to your panel of wealthy investors with these ideas.  What have you got to know before you open your pocketbook? [00:22:47] Lynn Erdman: I want to know what their mission is. I want to know what they've invested in this nonprofit. And I want to know who their other sponsors are. And if they don't get the money from Shark Tank or whoever is giving it, what's plan B? How are they going to move forward? And once, even if they get this money, what's the sustainability afterward? When this runs out, how are they going to keep the project going? [00:23:24] Tommy Thomas: In the same vein, if you were building a dashboard to look at the health of nonprofits, what would your dashboard monitor? [00:23:32] Lynn Erdman: Oh, I think it would monitor volunteers.  How many do they have?  Who's following their organization? Social media, how much money do they have coming in? If I'm looking at a dashboard and how many people are reaching out for their services, I always want to know. It could sound great. But if nobody is calling and needing their services, but they are continuing to raise the money, then there's a big red flag and a question about how much is this really needed. And then volunteers and staff as well. Are they dedicated to the mission? Have they got the right people in the right seats? Those types of things. [00:24:15] Tommy Thomas: I'd like you to respond to a few quotes before I go over into board service. I came across this quote this week. I attributed it to Mark Twain but who knows who originally said it. The only person who likes change is a baby with a wet diaper. [00:24:28] Lynn Erdman: True. [00:24:30] Tommy Thomas: Obviously you've been through a lot of change in health care over the years. What have you learned about change and how to get through it? Change is constant. If we are going to keep up and be innovative, we must change. [00:24:39] Lynn Erdman: Change is constant. We used to call the American Cancer Society when I worked there, “always changing something”. That's what it stood for ACS, always changing something, which was indeed true. But when I look back, I think part of the reason was things change in the world and if we were going to keep up and be innovative then we best be doing the same thing as well. I think we don't like change because we get comfortable with a particular way of doing things. And then all of a sudden when that's gone or doesn't look the same, then wait, how am I going to find that? I think we all struggle with change, although it makes the world go round, it's good for us. [00:25:24] Tommy Thomas: You won't rise to the occasion; you will sink to your level of preparedness. [00:25:31] Lynn Erdman: Yeah. That's true. That often happens. You've got to rise to the occasion many times. If you just stay with what you're prepared for, you will make absolutely no progress. So you've got to do something. I can remember when I was asked when I was at Northeast Medical Center and I was Vice President of Women's and Cancer Services and the President of the hospital called me one day and he said, I've got a project for you. And I thought all right, this would be something in cancer or women's services. Let's talk. And he looked at me over his desk and he said, I want you to change the culture in this hospital. And I thought, excuse me? This was a huge medical center, part of the Atrium system. And I looked at him. And I thought I know this isn't in my job description. I didn't say that out loud, but I thought it. And he said, I know you can do it and I'm putting you in charge. You can pick your team, but I want to turn around patient satisfaction and culture in this entire facility.  I left his office thinking I have an open book, a completely open drawing table. And I don't know where to go. I remember going back to my office thinking, all right, he believes in me. I'm sure I can do it. And I ended up pulling together a committee. A pretty big committee, because I wanted people from all over the hospital. And then a team, an executive team, that was going to do the work. We did training at Disney, and went through their whole program. Anyway, it was just fascinating. But I can remember sitting back across from this president in his office saying, you will do the training with the employees. Because if we're making this change, you have to be part of it. Because if you're not part of it, none of the rest of the employees think it's important to them or feel that they're going to need to do this. He went to both trainings and did the trainings as well in the hospital for all the employees. It was an incredible project. I worked on it for more than two years in addition to doing the job that I had which was to be over the cancer center and all the women's services in the hospital. When I think back that was one of the most rewarding things too that I have ever done in my career because not only did I watch myself grow in that process, but I also realized that somebody saw something in me that I did not see. And I didn't just turn my back and say I just can't do that. I went with it and it happened and the scores changed dramatically. We were written up all over the country for the incredible change that it made in patient satisfaction scores. We had Press Ganey coming to visit our hospital to find out what had been done. And to this day, I still have lunch with the four people that were part of that team. And none of us live in this area. We all come back in together and we get together at least six times a year. So, it's amazing sometimes what people see that you don't see. [00:29:07] Tommy Thomas: President Eisenhower said, I guess when he was a General, in preparing for battle, I've always found that plans are useless, but planning is indispensable. [00:29:18] Lynn Erdman: How true. Yes, the plans. Many times I throw the plans out the window because I've written them down. I've thought, okay, this is exactly what we need to do. And then you start working and it's not working. So you throw those out, you pull the team together, you get the best ideas and you move forward. [00:29:42] Tommy Thomas: From one of President Eisenhower's peers, General George Patton, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity”. [00:29:55] Lynn Erdman: This is true. I can remember when we needed to redo all of the programming. We just didn't have people attending programming for women with breast cancer and we had a plan, we had put things together, and it just wasn't working. And so we sat down and said, all right, here are all the different options, go be creative and come back with a solution. And wow, it looked so much better and so different than what we had ever started with. And that was when we had plans and threw them out the window and recreated and had something that people were flocking to. So yes I definitely agree.   Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn  

Holly was raised in a wonderful Catholic family. Her chastity was of prime importance to her. When Holly went away to college and attended Mass, she noticed there weren't many college students there. Holly fell away from the Sacraments.  Holly learned “when we fall away from the Sacraments we stop receiving the graces that help us make good choices.” Holly met a guy she thought she could fix. He was handsome, charming…all the things.  Just a few months into their relationship Holly was pregnant. Soon thereafter she became a single mom. In addition to carrying her precious son, Holly was carrying unforgiveness in her heart. Hear Holly's story of God's forgiveness and redemption—she describes it as “beauty from ashes.” Holly says, “We can still make a beautiful offering from the mess, we just have to be open to it."

In the first episode of Season Four of the Downtown Den Podcast, DIB boss Frank Mckenna chats with Managing Director of Make Events, Holly Moore. In a fascinating conversation which looks at Holly's career and personal motivations, they touch on how 'Live Events' coped during and after lockdown, hybrid and virtual events, the struggle of employing the right staff and what the future holds for Holly. Catch up on old Downtown Den podcasts with Holly Moore below. https://downtowninbusiness.podbean.com/e/series-2-ep-1-holly-moore/ https://downtowninbusiness.podbean.com/e/ep52-downtown-den-a-frank-conversation-with-holly-moore/   Find out more about Holly's podcast 'Anything is Possible' at the below link. https://makeevents.co.uk/portfolio/anything-is-possible-podcast/

Today I'm chatting with Founder of The Ingredientist, Holly Moore, the powerhouse behind product development for some of your favorite cosmetic products on the market today. In this episode we'll cover:Holly's journey to becoming a sought after product developer in the cosmetics worldA peek behind-the-scenes of what it's like for brands that are creating the products we add to cartSustainability, what it means, how brands contend with current challengesMarketing claims: Holly is super transparent about what's involved in those claims, how she guides brands (and their marketing teams) when creating the promises we as consumers, see on product pagesWhat she sees as the future of cosmetics from biotech to synthetic biology and then someYou can learn more about Holly here: https://www.theingredientist.com/Thank you for spending time with me! Don't forget to rate and review wherever you listen to podcasts.Thanks for your support. I'll be back soon with some more inspiring conversations with inspiring humans...-BrittCleaning up your routine? Check out my baby: TheStyleShaker.comYou can also follow me for more on Instagram @brittwitkin

[00:00:00] Barry Corey: It was almost like every 10 years I entered this new stage, but when I turned 20 and was captivated by higher education and scholarship, became an English major, that was a decade where I would say I lived this adventure of scholarship thinking and writing and growing and finishing all my degrees during my twenties. And then when I hit 30, Bob Cooley said, why don't you come and work for me? And that was my decade of apprenticeship when I feel like I was to be the apprentice of a master. And I spent really the better part of my thirties learning at the feet of someone who is really good at what he did and cared enough to allow me to apprentice under him. Scholarship in my twenties, apprenticeship in my thirties, and then it hit my forties. It was leadership. +++++++++++++++++++ [00:00:50] Tommy Thomas: Our guest today is Barry Corey, the president of Biola University. My friendship with Barry goes back almost 17 years when I led the search that brought Barry to Biola. That was an interesting search in many ways, but I believe that's the only search I've conducted where a trustee at the place where the candidate worked encouraged me to recruit him to another place. But that's what happened. Barry was leading the Advancement Department at Gordon Conwell Seminary. When I launched the search, I sent the announcement to my good friend Joyce Godwin. Who, unbeknownst to me, was also a trustee at Gordon Conwell. And Joyce called me and told me of the excellent work that Barry was doing at Gordon Conwell and suggested that he'd make an outstanding president at Biola. So, Barry, I guess at some level we have Joyce Godwin to thank for this chapter of your life. [00:01:42] Barry Corey: If there's someone I want to thank, Joyce is a great one to do. [00:01:47] Tommy Thomas: Thank you for joining us today. Before I jump into this, you and I have discussed this before, and I think it was an interesting part of the search. I've done searches where the board kind of rubber-stamped the search committee's work, and I've done searches where it was like a Senate confirmation hearing. And I think yours go to the end of the Senate confirmation hearing. Maybe it's a little bit of humor. Maybe tell our listeners your recollections of that? [00:02:15] Barry Corey: Thank you for bringing that up. I don't have too much PTSD over that, I will say. When Biola University launched its search for the eighth president it was following the 25-year presidency of my predecessor, who was just an outstanding leader, Clyde Cook. And I think that meant that most of these trustees had never been through a search process before. The only ones that had would have been the ones that had been on there for 25 years or more. And to that, I will add that in then the 100-year history of Biola, 115-16 years now they had never hired from the outside. They always cultivated their presence from within. I was 45 years old, so I was rather young. I was at a seminary, not at a university. I came from a theological tradition that Biola needed to be thinking a little bit more about. I wasn't nationally known. There were just lots of reasons why their due diligence needed to be pretty carefully done. So, I saw it as, let's go through all the hard conversations before the decision so that after the decision, those questions don't come up. So, they left no stone unturned. And I actually think that's a good process for boards to go through, to think through in great detail prior to the conversation about making an offer. [00:03:36] Tommy Thomas: I totally agree.  I thought they saw you in multiple venues. They saw you in the boardroom, they saw you at dinner and breakfast. And I just think it takes a while to get to know somebody. I'm a fan of that. I know it was probably a little bit painful at the moment, but I like that. I applaud boards that take that kind of due diligence.  Before I dig into your professional career, take me back to your childhood and what was it like to grow up in the Corey family? [00:04:02] Barry Corey: I was one of two kids, the younger of two. My sister is a year and a half older than I am. And we grew up in a very love-filled home. My father was a Pentecostal preacher in a hardscrabble town outside of Boston, Massachusetts. And by the time I was six, he went into some kind of supervisory role over the denomination. We had a lot of love in our family. My father was, I don't know the best way to put it, a little bit more of a mystic than a cleric. He just had this way of seeing people. What they needed to be seen. And he would equate it as being prompted by God to love everyone he came in contact with, even if he wasn't loved back. And that's why probably his theme verse for his life was Matthew 10:40, where Jesus says, whoever receives you receives me and whoever sees me receives the one who sent me. So, there are a lot of awkward moments, Tommy, in my life when he would hug the Islamic gas station attendant. I would slink down in the backseat of the Pontiac Bonneville, or he would pray over the counter with the Armenian cobbler. Or one time he had the audacity to hold Ruben's face in his hand. Ruben was this Jewish furniture merchant, and he just told him he loved him. And all those moments were awkward to me. But later on in life, as I reflected back, he wasn't being weird. He was actually being receivable, which Jesus says in Matthew 10:40, we are to be. A little snapshot of my family. [00:05:30] Tommy Thomas: What was high school like for you and your sister? My parents did an unorthodox thing and allowed me to go to an all-boys Catholic preparatory school. [00:05:31] Barry Corey:  High school years were pretty good. We were active in our youth group. My parents did an unorthodox thing and allowed me to go to an all-boys Catholic preparatory school called St. John's in Shrewsbury, Massachusetts. Had a great education there. The great contributions that Catholics have made to education and virtues and morals and the values that needed to be embedded in education. So that kind of set me on a bit of a trajectory to realize that faith-based education is a good thing. So, by the time I was thinking about going to college, I looked at a number of faith-based colleges and ended up at a midsize liberal arts college connected to our denomination in the middle of the country. [00:06:17] Tommy Thomas: How did you decide on your major or was it pretty determined? [00:06:22] Barry Corey: No, I went to be a Bible major, but I had as many stories as other students would say, I had a professor who saw something in me. I didn't see it myself. And he was an English professor. He said, hey, you seem to be a halfway decent writer. Why don't you take another class in composition and rhetoric and then in literature? And I ended up I think falling in love with literature as a major and I became an English major because of the professor who believed in me was an English professor. Now, if he was a physics professor, that might not have been the same case for me. Being an English major was good preparation for being a critical thinker, good writer, articulate speaker, problem solver, and team builder. But that was the reason why people would ask, what are you going to do with your English major? And I didn't really know. But, God makes crooked roads straight, and I see in retrospect how that major was so preparatory for how I can be a critical thinker, a good writer, an articulate speaker, a problem solver, and a team builder. So much is wrapped up in being a literature or English major that really pays dividends in all aspects of life, and I tell English majors this at Biola University today. +++++++++++++++++ [00:07:29] Tommy Thomas: How does an English major get into fundraising? [00:07:34] Barry Corey: I made a decision when I was 19 years old that this transformational experience I had at a Christian college if God so willed, I would enter that as a career and went on and pursued a master's degree in American Studies at Boston College, got hired by a former professor of mine who became the president of a small Christian college outside of Philadelphia, just where I cut my teeth on. Higher education administration. And part of it was a process of elimination. I didn't have an MBA, wasn't a business major. So, entering higher education through the finance channel was not an option. I didn't really think I had the scholarship aptitude to be a professor. I didn't actually think I was smart enough to be one. And I ruled out doing a Ph.D. in English Literature or American Literature. And so, I eliminated that, a few other things. Maybe by default the advancement side, I really enjoyed because it was articulating the vision of Christian higher education to those who would become investors to make it possible for students to attend. And I defaulted there, both at the school where I was working in Philadelphia, and then ended up being mentored by an extraordinary leader at Gordon Conwell Theological Seminary, and that was where I spent 16 years of my life. The first half of my first 16 years of my real serious post-doctoral career, I did a Ph.D. in Higher Education Administration at Boston College. I think that's probably what happened, and I started in fundraising at Gordon Conwell, but actually ended up as the Academic Dean of the Faculty and Vice President for Education. So, I got over the academic side, but in a rather unorthodox way. [00:09:32] Tommy Thomas: Thinking back to your first management job when you actually had to manage somebody, what do you remember? [00:09:41] Barry Corey: I think I probably learned through a lot of mistakes I made as a young leader. Kept a lot of notes on what I did right and what I did wrong and realize I probably wanted to treat people the way I wanted to be treated. To see my gifts, be honest with me about where I have shortcomings, and help me be more prepared for what's next. [00:10:03] Tommy Thomas: At what time did you, I guess in your career, did you become, I'm going to say comfortable in your professional skin or your professional voice? When did you realize that maybe I have the makings of a leader? [00:10:19] Barry Corey: I don't know. I think I wanted to be a decision-maker. I didn't know where that would lead me. Bob Cooley was a futurist, and he made a deal that if I started working at Gordon Conwell Seminary, even though I wasn't reporting to him, he would mentor me. And there were those that maybe saw some things in me, like I mentioned earlier, Tommy, that I didn't necessarily see in myself. I had three remarkable mentors, one being my father, who I mentioned earlier, one being Bob Cooley, the longtime president of Gordon Conwell Seminary, who was a futurist, and he made a deal that if I started working at Gordon Conwell Seminary, even though I wasn't reporting to him, he would mentor me. And he did that until the day he died, and Leighton Ford and I eulogized him at his funeral just two years ago in Charlottesville. For 30 years he had been my mentor. And then his successor was a guy named Walt Kaiser. Many know Walt Kaiser as one of the leading Old Testament theologians. Being mentored by good leaders was something that I sought out and something today I feel I have an obligation to give out. He became the president of Gordon Conwell and in a very different way, he mentored me also. So, I think being mentored by good leaders was something that I sought out and something today I feel I have an obligation to give out. [00:11:25] Tommy Thomas: So you say Dr. Cooley was a futurist. I remember hearing him speak at your inaugural inauguration. It was amazing. What does a futurist look like in his life?  [00:11:39] Barry Corey: I think he could see things coming that others couldn't see. And he, I think, helped many of us look beyond the horizons of reality at what might be some new ways in which education is going to be delivered or boards are going to be governing, or faculty are going to be researching and teaching. He could just see things that we couldn't see. And he was a great help and he cared enough that he was willing to spend a lot of time with those under his tutelage, like me, and invest of himself. And if I look back at my own life, Tommy, because I know you're talking a lot about leadership here. It was almost like every 10 years I entered this new stage, but when I turned 20 and was captivated by higher education and scholarship, became an English major, that was a decade where I would say I lived this adventure of scholarship thinking and writing and growing and finishing all my degrees during my twenties. And then when I hit 30, Bob Cooley said, why don't you come and work for me? And that was my decade of apprenticeship when I feel like I was to be the apprentice of a master. And I spent really the better part of my thirties learning at the feet of someone who is really good at what he did and cared enough to allow me to apprentice under him.  When I hit 30, Bob Cooley said, “Why don't you come and work for me?” And that was my decade of apprenticeship when I feel like I was to be the apprentice of a master. Scholarship in my twenties, apprenticeship in my thirties, and then it hit my forties. It was leadership. I became the academic dean at a seminary. And then a few years later became the president of Biola University when I was 45 and, I think the scholarship and the apprenticeship prepared me for the leadership that I was experiencing in my forties, starting new things. And I just felt God had paved the way through people who believed in me and took chances on me, even when I had stumbled along the way. And then when I hit my fifties, I thought, it's time for me to start paying it forward. Maybe it's the decade of mentorship from scholarship to apprenticeship, to leadership, to mentorship. Who am I investing in the rising generation so I can pay it forward for those who invested in me? They had nothing to gain by investing in me, and I had everything to gain. So now I'm in my 60s, and it's a new ship.  ++++++++++++++++++ [00:14:01] Tommy Thomas: I know your time at Biola and Gordon Conwell, for the most part, people would say, man, Barry's been riding a crest, but I'm sure there have been times that tested your mettle.  Can you take us into one of those, and how did you come out of it? [00:14:16] Barry Corey: I'm writing a book now on the burdens of leadership which are burdens that top leaders of organizations uniquely bear. And that organization could be a Fortune 500 company, it could be a military unit, it could be the senior partner of a law firm, it could be a pastor of a church, or president of a university, or an owner of a family business. But it's where you have on the organizational structure, that one box at the top that person occupies. And when I stepped into this role as a leader of an organization, Biola has about a thousand employees, 500 students, and a 200-plus million-dollar budget. It was far bigger than anything I had ever experienced before. And I just realized that though I had worked alongside leaders, and I'd heard them talk about burdens. I finally understood them, not just intellectually, but existentially. And so that's the long lead into your question, Tommy. And there have been some real burdens that I've had to bear in this role. One of them is just this burden of loneliness. You're never alone, but you're the only one in your organization that has no peer. And so, friendships are different. The ways in which you relate to people are different and wrestle through that sometimes through trial and error. I've had situations where I was the recipient of legal lawsuits and litigation and just those kinds of burdens that come with leadership. There's the burden of surprises that you don't see things coming and when COVID came it was not anticipated. And of the 3,141 counties in America, only one county, Los Angeles County, where we are, completely shuttered every college and university in the county for 18 months, and we just couldn't get around that. And that was a tough season for us, but leaders have to be able to say we're going to get through this. We're going to overcome it. I've had sleepless nights and stressful times, but you have to live in this balance of reality and hope and communicate that to your own constituents that there is hope without being Pollyanna-ish. But this is also the reality of where we are. And that's another burden we bear is communicating hope with reality to our communities. That we're going to get through this. We're going to be strong on the other side. But sometimes it's hard to even believe it yourself. [00:16:51] Tommy Thomas: You mentioned the loneliness factor and I'm thinking of the board-chair-president relationship. Does that relationship alleviate that or do you still have an isolation piece there? [00:17:04] Barry Corey: No, I think it does, Tommy. Thanks for asking that. There have been four board chairs since I've been at Biola University. And, on a related note, I've often joked to say I'm in my fourth presidency of the same institution because the institution changes during the times that you're there. Now that I've entered my 17th year at Biola there are challenges that I'm facing now that I didn't face then, but the board chair-president relationship is vital and every board chair is going to have a different definition of what that looks like. And I thank God we've had four great chairs that were the right chairs for the right season that we are in. This morning I just finished an over an hour-long conversation, one-on-one with our board chair. And every two weeks, we cover the ground, but some of it's small talk, some it's how you're doing, and some of it's preparing for board meetings and others are like, what are the stressful issues that you're dealing with right now and how can we help? So, I think those Presidents or CEOs that I know have less communication with their board chairs. I just think they're in a tougher place. And I would just say I'm just so thankful for the board chair that Biola has and our ability to just be in regular contact with each other. He also chairs the committee on the president. At Biola University, which is the care and feeding of the president. And to a certain degree, you have to be able to talk honestly about some of the challenges that you're facing, but I will say, Tommy, that the board chair is not like your spiritual accountability partner. There's got to be those, including your own spouse in your life where you just let it all hang out. These are the things that I'm struggling with and dealing with. And these are my own depravity and everything else. So that's really not what the board chair needs to be. You need to be honest enough about the stresses of work and sometimes the stresses of home. But I would be careful not to substitute that with your own spiritual, encouraging, accountable brother or sister. [00:19:10] Tommy Thomas: 16 years, four chairs. So do y'all have a four-year term limit on the chair or has it just turned out that way? [00:19:16] Barry Corey: It's turned out that way.  I think six years, so I inherited the final two years of the previous chair, and we're in the first few years of the current chair.  [00:19:30] Tommy Thomas: All right. Do you and your cabinet create the agenda for the board meeting or how do you do it at Biola? [00:19:39] Barry Corey: Yeah, as it relates to board meetings, we have board meetings three times a year and we've made some changes. I think there are some essential dimensions of a board meeting that we have really been helped by. This might not be true for every nonprofit, but it certainly is true for us. One is that we spend a lot of time on board education. An educated board is an effective board. So, when I started at Biola, there would be four one-day meetings a year. And it was just pretty much, get through the agenda, lots of show and tell if there's a crisis, how are we going to deal with it? And then, we're in Southern California. So, people who wanted to be on the road by four o'clock, so they didn't get in all the traffic. Now we have three, two-day meetings. And I think two-day meetings are so important because it allows some of the discussion happening one day to be reflected on overnight. A governing body is dealing with and responsible for two things. One is financial solvency and the other is missional fidelity. And sometimes with that gestation period or whatever, it's fermenting in your own mind overnight. It allows you to think about things and maybe not rush through issues as much. And so, we spent a lot of time on board education sessions and spent a lot of time on what are the major accomplishments that we need to make sure that the board as a governing body, not an administrative body, but a governing body is dealing with and the board ultimately is, in my mind, responsible for two things. One is financial solvency and the other is missional fidelity. Sometimes you have missional fidelity, but if you're not financially solvent, a lot of good that's going to do sometimes you get financial solvency, but if you're not missionally faithful, then you're a bit like a rudderless ship. So, everything in our board conversations ultimately comes down to that. How are we staying missionally faithful? Sometimes that means dealing with legal aspects that are happening in our culture, in our state in Washington. Legislation that's going through. We're in a pretty bright blue state here in California, and we're a conservative Christian university, and we have to operate differently in many ways than if we were a conservative Christian university in a more sympathetic state. So, the board is so key to helping us deal with these kinds of missional fidelity and fiscal solvency issues. [00:21:55] Tommy Thomas: Does your board get involved in the overall risk management of the university, or do you keep that at the cabinet level? [00:22:01] Barry Corey: On a micro way, we keep it within the administration on risk management. On a macro level, the board is intimately involved in this because there are certainly viable threats to our business model that would be considered under the category of risk management. And that could be, how are we operating within our budget and how are we stewarding our resources and our quasi-endowment for long-term sustainability? How are we anticipating legislation or legal action that might jeopardize our deeply held convictions? Those are all risk management issues. So at the macro level, the board is very involved in those conversations. But as it relates to should we have skateboards on campus? The board's not. [00:22:49] Tommy Thomas: All right. That's good. Okay. So would you say your board is, if the Carver model is on one end of the continuum and whatever might be on the other end of the continuum, where do y'all operate on that as a board? [00:23:06] Barry Corey: We are somewhat of a policy-driven board, but I think policy becomes a little bit of the fallback. Let's not spend so much time developing policy that we're not thinking about our own future. And so, we probably have a balance on our board between, do we have the right policies in place? And are we dreaming and thinking about what kind of board we need to be in the future and what kind of university we need to be in the future that doesn't lock us into a kind of strict board parameters that prohibit us from maybe letting our imaginations go and basically thinking about what a new wineskin looks like at Biola. And I've often thought about this, is maybe a bit of a tangent, Tommy, but I think it's germane. Boards and Presidents can make two historical mistakes: They can be nostalgic – this is the way we have always done it. They can be amnesic – they forget about their founding principles. And that is I think that there are one of two historical mistakes that presidents can make, and boards can make. They can be nostalgic. Basically saying, hey, the way we've always done things is in essence who we are, therefore we're going to keep on doing things the same way. And that can lead really to being irrelevant or maybe mistaking that your methods are synonymous with your mission. So being nostalgic can be a real detriment to future thinking leadership of a board and of a president. But another mistake that presidents and boards can make, it's not just being nostalgic, but it's being amnesic. And by amnesic, they forget about their founding principles. They forget about their values and virtues and why was the institution established in the first place, and going back to the founders' vision and trying to embody and encase that. I spent three days undercover at a well-known college that has been around for 177 years or so. And they do this well. They haven't wavered from their founding mission, and I think that's what's made them so strong today. Because I think colleges and universities need not to blend in, but stand out and they don't need to be indistinguishable. They need to be distinguishable. And part of that is like, why did we start in the first place? And how are boards and presidents talking about that founding vision and founding mission in a way that keeps the board focused on the distinctiveness of Biola University that our world needs more than ever before? +++++++++++++++++ [00:25:36] Tommy Thomas: What's the most creative thing y'all have done at Biola that worked? [00:25:41] Barry Corey: We took a chance a number of years ago of really expanding our cinema and media arts program. We're located close to Hollywood, and we thought, we need four things. We need students to come here and not go elsewhere where they're not going to get a solid Christian-based education. Two, we need a visionary dean that is the leader that will take us there so that it comes out of the industry. Three is we need faculty that have great experience in the industry but are committed to the virtues of Biola University. And four, we needed a studio building to encompass this. And, by God's grace, this is all happening. Our program is growing like crazy. It's now ranked in the top 20 by variety in the country. And we just got like far and away, our largest gift. More than twice what we've ever received in Biola's history. And that was to help us build this building. And we're now going to have a building as part of the Snyder School of Cinema and Media Arts, the Snyder family being the founding family of In-N-Out Burger, who many people know, located here in Southern California honoring the Snyder family and their commitment to not just to media but their commitment to innovation, to opportune entrepreneurship, and certainly the commitment to the gospel. [00:26:57] Tommy Thomas: What's the most dangerous behavior that you've observed that derailed leaders' careers? [00:27:06] Barry Corey: Let me think about that for a second. I certainly feel like where I try to protect myself is to try not to think too highly of myself, but more highly of the office that I hold. And I think that sense of equating your own self-worth with your position and again, the ego and can get wrapped up in that can be very unhealthy to leaders. And it often leads to slacking off on moral and ethical standards because you think you deserve something. So I think that is it. I even try to do small things, Tommy, like I try not to talk about my vice presidents or my faculty or my board chair. They're not mine. They're the university's faculty, the university's vice presidents, the university's board, and the university's board chair. I even try not to say, come to my office to somebody else, they come to the president's office. It's an office that I have been asked to steward during this season and be a good custodian of it. But when I start thinking it's mine, I just think, in my mind at least, unhealthy fruit can be born out of that. So that's one bit of advice I keep on reminding myself, that I am a steward of this office for the season that God has called me to it. And I will say a little story about that, we used to have this big portrait outside of our residence hall of my predecessor, Clyde Cook, 25 years, just a beloved president. And I'd walk down there sometimes. And I'd say, who's that? And they say, I don't know. And I don't say that to disparage my predecessor. I say that to remind myself that, four years after I'm gone, rotate through one class of students. No one's going to know who I am. So, live faithfully the years that you've been entrusted with. Do the best you can. Stay missionally faithful, be innovative, take some risks, but just realize that you and the title you hold are not synonymous. I've got a bookmark on my desk that says, imagine what you would try if you knew you couldn't fail. [00:29:14] Tommy Thomas: If it's true that most of us learn from our failures more than we learn from successes, why are most of us so afraid to fail? [00:29:24] Barry Corey: I think for the same reason I tell students, it's just because you fail doesn't mean you're a failure. And I've got a bookmark on my desk that says, imagine what you would try if you knew you couldn't fail. So I do think that there's a fine line. If everything you try doesn't work out, then it sounds like the board needs a new president. But I do think if you're so risk-averse, then you're not stewarding well the office that you've been called to hold.  [00:29:51] Tommy Thomas: If you could go back and tell a younger version of yourself something, what would you tell him? [00:29:59] Barry Corey: Oh, you know what? I probably wouldn't tell him anything. I'm afraid if I told him something, then he might be more risk-averse. I'm just glad no older version of me told the younger version of me anything. Are there mistakes that I made that I wished I hadn't and things I would have avoided? Yeah, probably, but I like looking back at the crooked roads that I didn't see coming. And how Jesus and Isaiah say that God makes crooked roads straight and that which looks like it's twisting and turning when I'm going through it in the rearview mirror, it all seems to make sense.  And I guess that's just providence. ++++++++++++++++++++++++ Next week will be the 100th episode of NextGen Nonprofit Leadership with Tommy Thomas. When I began the podcast, my podcast mentor told me that there was bad news and good news about early podcast episodes. The bad news is that the early episodes won't be very good. The good news is that you won't have very many listeners either. I agree that my part of the early podcast was not that good. It took me a while to get comfortable in front of the microphone and hear my voice in a recording. I'm so grateful to Bob Lonac, Jim Lowschieder, Holly Moore, Christine Talbot, David Dockery, and the other early guests who endeared my learning curve. I'm also grateful to Bob Tiede and his blog Leading with Questions.  Bob has taught me so much about asking good interview questions. I do think the quality has improved a little.  Hardly a week goes by that I don't receive an email from someone telling me how much they enjoyed a recent episode. Although our target audience is NextGen Leaders, I'm continually amazed at how many seasoned Board Chairs and CEOs tell me that they're regular listeners. So, thank you, both guests and listeners, for helping us make it to Episode 100. I'm looking forward to next week. Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas Biola University Biola University - About President Barry H. Corey  Connect Tommy Thomas - tthomas@jobfitmatters.com Tommy's LinkedIn Profile Barry Corey's LinkedIn Profile  

Welcome to the Anything Is Possible Podcast! In today's episode, our host Holly Moore takes the spotlight and goes solo to share some exciting updates and reflections. Join us as we dive into Holly's personal journey of growth and transformation.As we enter a new quarter, Holly reflects on the changes she has made in her life and the progress she has achieved. She shares her insights on the importance of self-reflection, setting goals, and taking intentional steps towards personal and professional development.During this episode, Holly takes a moment to look back at the memorable Anything Is Possible Conference that took place in March. She discusses the inspiring moments, the valuable lessons learned, and the incredible impact it had on her and the attendees. Get ready to relive the magic and be reminded that anything is truly possible.But that's not all—Holly has some exciting announcements to make about the next 12 months. She unveils her plans, goals, and upcoming projects that will shape the future of the podcast and its community. Stay tuned for a sneak peek into what's in store!Join us for this special episode as we embark on a journey of self-reflection, inspiration, and anticipation for what lies ahead. Holly's heartfelt sharing and exciting announcements are sure to leave you feeling empowered and ready to embrace the limitless possibilities in your own life.If you're enjoying the Anything Is Possible podcast, we kindly invite you to head over to Apple Podcasts and show your support by leaving us a 5-star rating and a review. Your feedback helps us reach new listeners and attract more amazing guests to inspire and uplift our growing community. Together, let's spread the message that anything is possible!

In this episode, your host, Holly Moore, sits down with Paul Brown, the visionary founder of BOL Foods. Join us as we delve into Paul's journey, uncovering how he has masterfully cultivated an exceptional organisational culture within BOL Foods, anchored in trust. We'll also delve into his experiences at Innocent Food and the invaluable lessons he learned along the way. Paul goes beyond the surface to share insights on smashing life, navigating tough times in business, setting goals, finding purpose, and being present. And of course, we'll learn more about the delicious BOL food products. Get ready to be inspired as we discover the endless possibilities that lie within the world of big brands. This episode of "Decoding the big brand workplace" offers invaluable insights into building a thriving organisational culture, overcoming challenges, and embracing a mindset where anything is possible. Whether you're an aspiring entrepreneur, a business professional seeking inspiration, or simply curious about the secrets of success, this episode will leave you inspired and equipped with practical strategies to apply in your own life and endeavours.

All of us have the ability to develop as leaders. Even if you don't see yourself as a leader, you likely are around people throughout the week, and have opportunities to influence them. That's leadership! In this episode, Mike sits down with leadership coach and consultant Holly Moore of Hollis Strategies. Holly shares her leadership journey – including the story of someone who encouraged and propelled her by expressing a belief in her when she was a college student. In this episode, she explains that we each have opportunities to “call people up” into leadership and help them discover their God-ordained calling in life.Holly Moore is an accomplished senior executive with more than 25 years of diverse leadership experience in a publicly traded corporation, as well as both large and start-up non-profit organizations.   Holly is the President of Hollis Strategies, where she collaborates with individuals and organizations to help them implement effective and scalable people development solutions and strategies for growth. She is also a sought-after speaker and leadership coach who uses her expertise as a GiANT Consultant and Certified Myers Briggs Practitioner to discuss personality-based communication patterns and how they apply to leadership, relationships, and team performance. Holly has spoken to audiences throughout the United States as well in Egypt, Brazil, Zambia, Mexico, Dominican Republic, Costa Rica and Singapore. Holly has over 14 years of executive experience with non-profit organizations, including serving as the Vice President of Advancement for Mercy Ships. During her tenure there, she spearheaded development and marketing efforts in the United States to launch the world's largest privately funded hospital ship providing free medical care in some of the poorest nations on earth.  Connect with Holly on LinkedIn

All of us have the ability to develop as leaders. Even if you don't see yourself as a leader, you likely are around people throughout the week, and have opportunities to influence them. That's leadership! In this episode, Mike sits down with leadership coach and consultant Holly Moore of Hollis Strategies. Holly shares her leadership journey – including the story of someone who encouraged and propelled her by expressing a belief in her when she was a college student. In this episode, she explains that we each have opportunities to “call people up” into leadership and help them discover their God-ordained calling in life.Holly Moore is an accomplished senior executive with more than 25 years of diverse leadership experience in a publicly traded corporation, as well as both large and start-up non-profit organizations.   Holly is the President of Hollis Strategies, where she collaborates with individuals and organizations to help them implement effective and scalable people development solutions and strategies for growth. She is also a sought-after speaker and leadership coach who uses her expertise as a GiANT Consultant and Certified Myers Briggs Practitioner to discuss personality-based communication patterns and how they apply to leadership, relationships, and team performance. Holly has spoken to audiences throughout the United States as well in Egypt, Brazil, Zambia, Mexico, Dominican Republic, Costa Rica and Singapore. Holly has over 14 years of executive experience with non-profit organizations, including serving as the Vice President of Advancement for Mercy Ships. During her tenure there, she spearheaded development and marketing efforts in the United States to launch the world's largest privately funded hospital ship providing free medical care in some of the poorest nations on earth.  Connect with Holly on LinkedIn

Holly Moore sits down with Janet Hadley, founder of Choose Sunrise, who has achieved tremendous success in both her personal and professional life, all while staying committed to her sobriety. https://choosesunrise.co.uk/@choose_sunrise on Instagram Throughout this episode, Janet shares her journey to sobriety, including all the challenges and victories along the way. She also shares her insights on building a successful company, including her tips and tricks for staying focused, motivated, and productive despite personal challenges. As a sober entrepreneur, Janet brings a unique perspective to the podcast, inspiring listeners to pursue their passions and dreams while staying true to their sobriety. Her story is one of perseverance and resilience, and she offers practical advice for those who are also on the journey to success and sobriety. Her message is one of empowerment and the power of choice in creating the life you want to live. "Sobriety and Success with Janet Hadley" is a must-listen for anyone seeking inspiration and practical advice on maintaining sobriety while also pursuing personal and professional success. Stay tuned for more engaging content by following us on Youtube and Instagram If you're enjoying the Anything Is Possible podcast please head over to Apple Podcasts and leave us a 5 star rating and a review, this helps us reach new listeners and more amazing guests!

In this podcast, Sara Davison interviews Holly Moore who shares her inspiring story of overcoming obsessive-compulsive disorder (OCD). Holly discusses the challenges she faced while seeking treatment and the tools she used to manage her OCD. Her story provides hope for those struggling with mental health conditions and reminds us that recovery is possible.Holly Moore is the CEO and Founder of Make Events:www.makeevents.co.ukwww.hmevents.co.ukHost of the Anything is Possible Podcast – LISTEN HERE - https://podcasts.apple.com/gb/podcast/anything-is-possible-podcast/id1640844237www.saradavison.com

Welcome to the latest episode of "Anything is Possible" with your host, Holly Moore. In this episode, Holly goes solo and dives deep into the world of personal development, sharing how it has impacted her career and personal life.If you're looking to boost your productivity and mental wellbeing, then this episode is a must-listen. Holly shares her personal development tools and how she has used them to improve not just her work life, but her personal life as well.Join the Anything Is Possible community by tagging us on social media @anythingispossiblebrand @makeeventsltd and @iamhollymooreevents and share your own personal development stories. Follow us on Instagram and YouTube for more personal development hacks.And if you're enjoying the show, please head over to iTunes and leave us a 5-star rating and review. This helps us reach new listeners and bring in more amazing guests to the show.

Tune in to "Anything is Possible" as Holly Moore sits down with the world-renowned fitness expert, Joe Wicks, aka The Body Coach. Discover Joe's inspiring story of success and learn how he became a household name with his effective home fitness methods.@thebodycoachMaximize your home fitness routine with tips and insights from the one and only Joe Wicks. This episode is a must-listen for anyone looking to improve their health and wellness through effective home workouts. You'll learn how Joe's determination and consistency led to his rise to fame, as well as his secrets to better sleep and how he grew his tech business without any investment.Join the fitness community and share your progress by tagging us on social media @anythingispossiblebrand and @iamhollymooreevents. "The Body Coach: Fitness and Wellness with Joe Wicks" is the perfect way to start your journey towards a healthier you. Follow us on Youtube and Instagram for more engaging home fitness content. #HomeFitness #TheBodyCoach #WellnessGoals.If you're enjoying the Anything Is Possible podcast please head over to iTunes and leave us a 5 star rating and a review, this helps us reach new listeners and more amazing guests!

In this episode of the "Anything is Possible" podcast, host Holly Moore welcomes television presenter and charity activist, Nick Ede, to discuss his career journey, philanthropy, and charity work. Nick shares his personal experience of losing his mother to a stroke at a young age and the impact it had on his life and work. He discusses the foundations he has set up, including the annual celebrity fundraising event "A Night With Nick" for The Stroke Association, and Style For Stroke, a charity assisting with the treatment of people who suffer mental or physical illnesses caused by a stroke. Tune in to hear Nick's insights on the world of celebrity, the importance of stroke awareness, and mental health, and don't forget to share your takeaways and tag us on social media: @anythingispossiblebrand @iamhollymooreevents. Season 2, Episode 01: "Philanthropy and Charity with Nick Ede" is a must-listen for fans of Nick's work on Project Catwalk and ITV's Lorraine, and for anyone interested in the inner workings of PR expert and award-winning agency, East of Eden.Make sure to follow us on our socials here:Youtube Instagram

Can you really qualify as a lawyer without having to go down the traditional route? ⁠Alternative pathways to qualifying as a lawyer are gaining popularity as more people look for ways to enter the legal profession without the traditional route of law school...⁠⁠There are lots of alternative roles such as becoming a paralegal or legal secretary within a law firm but with the likes of CILEx and CLC qualifications turning heads as a great alternative to the LPC... is there really another route that could simplify the process for so many youngsters dreaming of a career in law?⁠This week, we're chatting with Holly Moore, founder of 'thatlawblog' and the first in-house solicitor apprentice in the UK working at ITV. As part of her 6-year apprenticeship, she spent 6 months as a secondee at a city law firm, in their intellectual property litigation team. Holly is now a Legal Advisor at ITV, in the brand protection team. She is also a Junior Board Member at The O Shaped Lawyer.

Dr. Costas Papageorgiou & Steve TurnockThis episode explains and deconstructs OCD, a severely misdiagnosed mental health condition. Holly shares this episode with friend Steve Turnock and personal therapist Dr. Costas Papageorgiou. The stories uncovered in this episode, are a true representation of the phrase "Anything is Possible" from raw stories to help and guidance, from those suffering - please listen to this.Don't forget to share your takeaways and tag us on social media: @anythingispossiblebrand @iamhollymooreevents @makeeventsltd @Astoclinics for Twitter @asto_clinics for Instagram @Astoclinics for Facebook https://www.astoclinics.com/Episode 8 In this episode, Steve Turnock, a successful businessman, and Dr. Costas Papageorgiou share their very raw and inspiring stories. Steve Turnock and Holly Moore were once patients of Dr. Costas Papageorgiou, who has since assisted both of them in recovering from OCD, a very misdiagnosed mental health condition.This episode, which is a true testament to the phrase "Anything is Possible," discusses Steve Turnock's struggle with OCD as well as how to find support with the help of Dr. Costas Papageorgiou's professional guidance. Dr. Costas Papageorgiou Dr. Papageorgiou is a highly qualified clinical psychologist with more than 25 years of clinical and research experience working in the areas of OCD, anxiety, and depression across several settings including the National Health Service, private mental health hospitals, and numerous national and international Universities (for further details on Dr Papageorgiou, please visit www.costaspapageorgiou.com). Dr Papageorgiou has dedicated his professional career helping individuals with OCD, anxiety and depression to overcome these problems and improve their quality of life through brief, proven, and pragmatic psychological treatments.In 2007, with the support of Karen Carlile, Sue Thorgaard and other colleagues, Dr Papageorgiou established a longstanding outpatient 12-week OCD Treatment Programme at the Priory Hospital Altrincham, where hundreds of individuals with OCD participated and gained significant benefit.Dr Papageorgiou is delighted to be part of Asto Clinics Charity, which will enable him the opportunity to improve access of effective therapies for OCD to even more people with this problem. Steve Turnock Steve is a retired entrepreneur. Having been involved in a broad range of businesses in many different roles, Steve now wants to dedicate a significant proportion of his time and energy into creating more access to effective treatment for OCD. Having suffered severe clinical OCD himself, Steve understands only too well the challenges an individual faces to overcome such an illness.Steve set up Asto Clinics in 2020, and engaged the services of Dr Papageorgiou and his team in May 2022, in order to provide a pathway to an online group therapy programme for the treatment of OCD. Steve has also held a voluntary board level position with Blackburn Youth Zone, a charity providing youth services in Blackburn. Steve's interests include cycling, skiing and travelling."

The ultimate in terror!Salem's Lot (also known as Salem's Lot: The Movie, Salem's Lot: The Miniseries and Blood Thirst) is a 1979 American miniseries television adaptation of the 1975 horror novel of the same name by Stephen King. Directed by Tobe Hooper and starring David Soul and James Mason, the plot concerns a writer who returns to his hometown and discovers that its citizens are turning into vampires.00:00 Intro02:32 Horror News 07:44 What We've Been Watching20:36 Film Review1:45:22 Name Game1:48:55 Film Rating1:51:25 OutroPodcast - https://podlink.to/horrorhangout​​​Patreon - https://www.patreon.com/horrorhangoutFacebook - https://www.facebook.com/horrorhangoutpodcastTwitter - https://twitter.com/horror_hangout_Website - http://www.hawkandcleaver.com​​​Andy - https://twitter.com/AndyCTWritesAudio credit - Taj Eastonhttp://tajeaston.comSupport this show http://supporter.acast.com/thehorrorhangout. Hosted on Acast. See acast.com/privacy for more information.

This episode shares the incredible story of BetFred owner, and Greater-Manchester based Billionaire Fred Done. As one of Make Events' first ever clients, Holly as an incredible conversation with Fred, talking not just business, but finding your soulmate and finding your feet with fitness, no matter your age. A true embodiment of the Anything is Possible mantra, this episode is packed full of insight, tips and moving moments.Don't forget to share your takeaways and tag us on social media: @anythingispossiblebrand @iamhollymooreevents @makeeventsltd Episode 6 - This week's guest is Fred Done. 'Boss of BetFred,' Fred opened his first bookmaker store 1967 aged 24, with his brother, which they funded by a win on England's victory in 1966 FIFA World Cup the year before. Since then, his incredible journey of scaling, investing and staying true to his business values has seen him stand out as one of the leading UK business owners. But Fred is SO much more than that. He talks candidly about his relationship with his late wife, his soulmate, and what relationships mean to him. In addition, Holly dives in to all things fitness and wellness with Fred, who has an incredible workout routine, at almost 80 years old, that is key to his mindset and zest for life. this episode is packed full of tangible business and entrepeneurship tips, but also words of wisdom empowering you to believe anything is possible for you.Fred Done is a British billionaire businessman and the owner of the bookmaking chain Betfred, which has more than 1,600 betting shops in the UK. After beginning the business through opening the first store funded by an England win, Fred has grown to be a much-loved and iconic member of the Manchester business community, scaling the brand to where it is today alongside investing in a number of additional businesses.Holly Moore and Make Events have worked with Fred Done and BetFred for over a decade, on both corporate and private events, and Fred is a fantastic representation of the mantra 'Anything is Possible.'BIG NEWS! TICKETS FOR THE ANYTHING IS POSSIBLE CONFERENCE 2023 ARE NOW AVAILABLE! You can head to eventbrite and search 'Anything is Possible Conference' to snap yours up - see you there!

Join us for this episode, where we dive into Holly's story of starting her business from scratch at her dining room table, navigating challenges, chasing goals and how to grow as a leader.Don't forget to share your takeaways and tag us on social media: @anythingispossiblebrand @iamhollymooreevents @makeeventsltd @juliettrippeventsEpisode 5 It's time to turn the tables and this week's guest is none other than Holly Moore! This episode with guest host and Strategy Director of Make Events and Anything is Possible, Juliet Tripp, showcases Holly's personal and business story.The episode covers exactly how Holly found the courage to start her business, Make Events, from scratch with no loans, investment or contacts - and how it's grown over the past decade including navigating the pandemic.Holly shares what Anything is Possible means to her and the episode has a whole host of personal development and goal setting tips.Understand how you can manifest your dreams and build a sustainable career, wherever you are in your journey. We discuss what it means to be a woman in business today, the barriers and judgement that exist and how to overcome them. This episode is packed full of tangible advice and is a must-listen for anyone with drive and ambition! BIG NEWS! TICKETS FOR THE ANYTHING IS POSSIBLE CONFERENCE 2023 ARE NOW AVAILABLE! You can head to eventbrite and search 'Anything is Possible Conference' to snap yours up - see you there!Holly is living proof that having a positive mindset and focussing on setting goals can create incredible results. She is also an advocate for overcoming adversity and personal challenges, after recovering from a 5 year battle with OCD.In 2012 Holly set up her events agency Make Events from scratch, which has a client base of global household names, this year celebrating its 10th Anniversary. Anything is Possible is the podcast, conference, training and content empowering you to realise anything is possible for you whatever your age or background.

Tom Riello talks about the Catholic case for labor. Kevin Turley shares the hidden truth the nuns revealed about the Roswell UFO crash. Holly Moore and Sean Dudley give an update on Fidelis and Fraternus. 

Welcome to this episode of the Next Gen Nonprofit Leadership With Tommy Thomas podcast. I'm grateful for all the great and informative guests that have given us their time.  From time to time, I want to have a “best of” episode—a time when we can go back and review what have been some of the highlights from previous episodes.  In this episode, we'll highlight some of our favorite moments with Holly Moore, Bob Lonac, Carl Zylstra, Emily Sarmiento, Jim Loscheider, Jeff Jowdy, and Norm Hall.  You can find links to their full episodes below. Thanks again for joining us today.  If you're listening to an app that lets you leave a review, please do so. A lot of our listeners come to us on the recommendation of a friend or a colleague. If you've heard something today that's worth passing on, please share the show with others.  Enjoy!   Time Stamps [1:51] – Holly Moore reveals what she believes is the most effective thing she's done to mentor those under her. [4:50] – What Bob Lonac learned from his greatest failure. [8:11] – Carl Zylstra addresses whether or not he has a classical orientation when bringing on new board members. [10:34] – This is the technical approach Carl believes is ideal for all boards: having a good board manual. [12:10] – Emily Sarmiento shares her observations about the differences between the corner office and the office she had been in before. [15:07] – Jim Loscheider responds to the metaphor “the chairman and the CEO must learn to dance together. And neither can stray very far from each other's gaze or proceed independently.”  [17:18] – Jeff Jowdy discusses what he learned from Clark Baker. [20:01] – Norm Hall explains how a person from a student development track becomes a fundraiser. [23:53] – Tommy wraps up the conversation.   Resources JobfitMatters – Website   Full Episodes Holly Moore – The Heart of a Teacher: How Holly Moore Is Guiding the Next Generation of Nonprofit Leaders Bob Lonac – Is There Life After Young Life?: How Young Life Equipped Bob Lonac To Be A CEO Carl Zylstra – Leading a Not-for-Profit Board – my conversation with Carl Zylstra Emily Sarmiento: Lessons Learned Along the Way to the Corner Office Talking Stewardship and Generosity with Jim Loscheider Jeff Jowdy: The Art & Science of Fundraising Norm Hall: His Journey To Becoming The President Of Simpson University   Connect tthomas@jobfitmatters.com Follow Tommy on Twitter Follow Tommy on LinkedIn  

David Bonagura discusses being Catholic in the workplace, Kennedy Hall speaks on 2022 will be better. Finally, Sean Dudley and Holly Moore updates us on Fraturnis and Fidelis!

If you've been listening to Next Gen Nonprofit Leadership with Tommy Thomas for a while, you've probably observed that much of what our guests share is more like a compass than a roadmap.  For many of the topics that we discuss, there isn't a right or a wrong way to address the topic.  There are principles that are good to follow.  Seldom is there a one-size-fits-all response. In this episode, you will hear from five of our previous guests sharing their thoughts on what goes into a great hiring decision.   My hope is that you will digest what you hear, contextualize this around your own team and gifts and abilities, and come up with something that works for you.  This episode also serves as a great introduction to our podcast for those you may know who are involved in the hiring process at their respective companies.  Be sure to share it with them as I'm confident they will find many of the talking points very insightful. I hope you enjoy these timeless reflections about hiring great people!   Time Stamps [2:23] – What Dr. Sandra Gray looks for when hiring for senior leadership. [4.55] – Bob Lonac reveals what the highlights are in the long road of hiring. [6:49] – Bob shares a story about using his intuition to hire a Radio Vice President. [8:37] – The most critical thing about the hiring process, according to Jim Loscheider. [10:28] – Jim talks about the differences between hiring from within the company and hiring from the outside. [12:03] – Holly Moore tells us what she believes the primary characteristics are when she's looking to hire someone. [14:36] – The worst mistake hiring managers make, in Holly Moore's experience. [15:58] – This is the one question Holly would ask if she only had five minutes to interview someone. [17:55] – Christine Talbot discusses her experience with recruiting. [20:45] – Tommy recaps some of the major talking points and shares some of his own experience in hiring.   Links and Resources JobfitMatters – Website Episode 7 - Dr. Sandra Gray - Trial By Fire Episode 5 - Christine Talbot - From Kaiser Permanente to World Vision Episode 3 - Holly Moore - The Heart Of A Teacher Episode 2 - Jim Loscheider - Talking Stewardship and Generosity  Bob Lonac Consults - Website

If you haven't made mistakes—some more costly than others—then you are not human.  We've all made mistakes and would all like a second chance. Because I believe second chances are so important, this is one of the questions I frequently ask our guests on our Next Gen Nonprofit Leadership with Tommy Thomas podcast.   I usually frame the question like this: “What would go into your decision about giving an employee who had clearly done something wrong or inappropriate a second chance?” In this episode, we explore how some of our guests responded to this question and we reflect on the life and leadership lessons we've learned from them along the way.  After all, these guests have been there and done that, and—as the saying goes—have the t-shirt to prove it. This episode is a great introductory episode to share with the nonprofit board members you know as it introduces a variety of guests and will hopefully inspire them to further explore these guests in their featured episodes. We hope you enjoy these timeless reflections about second chances!   Time Stamps [0:13] – Tommy Thomas shares some quotes on second chances. [1:58] – We hear how Dr. Sandra Gray confronts second chances.  [4:05] – Dr. Andy Westmoreland reminds us that we've all fallen short. [5:39] – Dr. Westmoreland is inspired to see someone reclaim. [5:53] – Holly Moore presents a few of the questions she considers before determining whether a second chance is worthy. [8:23] – Jim Loscheider gives his board members permission to make mistakes. [9:10] – Jim explains the only mistake he and his board members will not tolerate. [10:47] – Tommy shares an excerpt from an early interview with Dr. Alan Cureton. [11:33] – Dr. Alan Cureton shares what happens if he senses someone is not being sincere with their repentance. [13:10] – Tommy leaves us with some parting words for first-time listeners.   Links and Resources JobfitMatters – Website Episode 7 - Dr. Sandra Gray - Trial By Fire Episode 8 - Dr. Andy Westmoreland Episode 3 - Holly Moore - The Heart Of A Teacher Episode 2 - Jim Loscheider - Talking Stewardship and Generosity  Meet Dr. Alan S. Cureton

Fr William Ryan talks about his missionary work in Togo, Africa. Tom Hoopes discusses his article about John Paul's 5 step plan for our lives. Sean Dudley and Holly Moore talked about the mission of Fraternus and Fidelis. 

Our guest in this episode of the podcast is a dear friend of mine, Holly Moore! I met Holly via one of her early mentors, Fred Smith, and our first meeting (if I remember correctly) was in early 2006. Holly has had an amazing career, having gotten a nursing degree and working in healthcare before rising to Vice President of a large healthcare company where she had a lot of responsibilities and an incredibly large staff to oversee. She then felt a call to ministry and worked with Mercy Ships, Growing Leaders, and then Hollis Strategies. Holly talks on the podcast about some formative events from her childhood such as finding faith in God at a very young age and her father developing addiction to alcohol and prescription pain medications, the latter a hardship that she credits for making her resilient and empathetic. She reflects back on her time in healthcare and how she felt when she first became a Vice President. Being one of the youngest and one of the only female Vice Presidents in her company was major, and she was fearful, but she remained courageous and brave which only worked to her benefit! Holly also gives advice to people who lead younger people such as millennials. She reveals what characteristics and traits she looks for in a new hire and how she would handle a situation in which an employee has done something wrong. She credits her ability to invest in and maintain relationships (not just with family members but also with friendships), and she even shares what she wishes someone would have told her when she first started out. I had such a great time talking with Holly on this episode of the podcast! She had some really sage insight that stems from her many years of experience – insight about so many things when it comes to the world of leadership, and I am very grateful for her time! Join me next time, and don't forget to hit the subscribe button so that you never miss an episode! You should also share the podcast with a friend who would be likely to get something out of it as well!   Time Stamps [1:51] – Tommy introduces Holly Moore as this episode's guest. [3:05] – Holly shares a few formative events from her childhood. [5:23] – Tommy and Holly discuss Holly's career and various positions throughout. [8:24] – Holly reflects on her first management role in healthcare. [10:13] – We learn what skill from her healthcare work has benefitted Holly most now that she does nonprofit work. [12:08] – Holly shares with us how she initially felt when she became one of the youngest and one of the only female Vice Presidents in her company. [13:43] – Holly reveals what she believes she has done best as a mentor. [16:21] – Holly explains how she goes about deciding whether or not someone has potential. [18:03] – We learn a little about Growing Leaders and what Holly learned from being with them for twelve years. [20:55] – Holly lists off the four traits that she looks for in a new hire: character, chemistry, confidence, and credibility. [23:25] – Holly argues that making decisions too quickly is the worst mistake that hiring managers can make. [24:49] – We discover what Holly would ask a potential hire if she only had five minutes to interview them. [26:04] – Holly discusses what would play a role in her deciding whether or not to give an employee who has done something wrong another chance. [28:20] – Holly talks about how she noticed leadership skills within herself as early as when she was a nurse. [29:36] – Holly reveals what personal habit of hers she is proudest of. [30:44] – Holly closes by disclosing what wisdom about leadership she wishes someone had imparted upon her when she was in the early stages of her leadership journey.   Links and Resources JobfitMatters – Website Holly's LinkedIn Page Mercy Ships - Website Growing Leaders - Website Hollis Strategies - Website Hollis Strategies - Meet Holly Hollis Strategies - Facebook Page Hollis Strategies - Instagram Page Get a Complimentary Five Voices Assessment   Listen to Next Gen Nonprofit Leadership with Tommy Thomas on: Apple Podcasts | Spotify | Stitcher | Google Podcasts

Welcome to the next of our special 'guest host' feature episodes!Our CEO Shaun takes the mic to chat to Holly Moore – CEO and Founder of local live events and brand communications agency, Make Events. The Make Events team have worked with big name clients including Puma, Vimto, Twitter, Autotrader, Booking.com, ITV, BetFred and Kellogg’s and since the start of the pandemic, they have pivoted to provide for even more clients.Holly chats to Shaun about how the pandemic led to an expansion of the business beyond just events, how they recently hosted their own ‘Make Events Show’ to showcase their virtual event offering and how they’re managing business in 2021. Find out more about Make Events: Website | Twitter | LinkedIn Find out more about Holly Moore: Website | Twitter | LinkedIn Follow Manchester Central: Twitter | Instagram Find out more about the venue on our website If you have an interesting story to tell about how you or your business have shifted focus or if you have any views on hot topics in the event industry at the moment then get in touch with podcast host, Samantha Pike-Devlin on info@manchestercentral.co.uk.

Ever been interested in a career or law, or maybe a degree apprenticeship? In our latest episode, we are joined by Solicitor Apprentice at ITV, Holly Moore. Holly is here to share her experience of working in the law industry within the entertainment sector, working on exciting programs such as I'm A Celebrity Get Me Out Of Here and Love Island. We hear her experience from the application process, giving us some of her tops tips from along the way to ensure you get the edge when searching for jobs. Regardless of whether you're interested in a career in law, an apprenticeship or you're going to coming up against some applications in the future, so much of what she shares is highly valuable. Find Holly on Instagram - https://www.instagram.com/thatlawblog/ Head to the E4S website to find student jobs, as well as tips and career advice: www.e4s.co.uk Find us on Instagram and Twitter @e4scouk

After watching Holly PIVOT in 2020 it was an absolute pleasure to host her on the podcast and for her to share her story from behind the scenes. Holly Moore is the Founder and CEO of Make Events, a live events and brand communications agency. Over the last 8 years the business has grown significantly in terms of turnover and staff. As the CEO of Make Events, Holly is responsible for the business strategy, vision and creative direction. Not only has she grown the business from scratch, but she has put together an incredibly talented team of event planning consultants and creative professionals. Holly loves finding out what makes a company or a brand tick, really getting under its skin and showcasing it in all its glory. Holly is also the Director of HM Events which services her exclusive personal clients and is developing her own brand for coaching, speaking and mentoring. Reach out and connect below https://www.linkedin.com/in/makeeventshollymoore/ https://www.makeevents.co.uk/ https://www.hmevents.co.uk/ Instagram - @iamhollymooreevents Basic format – 20 minutes to help you on your leadership journey PLEASE ENJOY Make sure you follow/subscribe to my social media platforms - Facebook - https://www.facebook.com/STARDevelopmentuk/ LinkedIn - https://www.linkedin.com/in/stuart-waddington-1882b4aa/ Instagram - https://www.instagram.com/stuart_waddington/?hl=en YouTube - https://www.youtube.com/c/LeadershipWhatsonyourmind Spotify - #Leadership – What's on your mind? See you next week…..

Downtown CEO, Frank McKenna and Managing Director of Make Events, Holly Moore discuss how the events sector has dealt with the impacts of Covid and how this has impacted peoples mental health. Plus, Frank & Holly discuss how they're looking to the future beyond covid and how the events industry will begin to thrive once again.

Teaching teens gratitude can be tricky amid all of the drama and angst... but our friend Holly has some great tips on how to do it, even during challenging times! Both Penny and Steph left this interview inspired. ⁠ Why gratitude matters Gratitude changes the way you view the world Gratitude helps you during challenging times How to have gratitude in your home during challenging times Allow your kids to feel their emotions. Listen to them. They can't feel gratitude until they've been heard. What does work have to do with gratitude? Why Holly's kids work and pay for things The changes she sees in her kids because of work Work helps us value what we have and see how hard you have to work to get it

A Saulteaux woman says she was wrongfully convicted for murder and is fighting for her freedom after spending more than 25 years in prison. In A Life Sentence - Part 1, John Murray and Holly Moore share the story of Odelia Quewezance, who was convicted of second-degree murder in 1994.

This podcast series brings leaders like you the type of excellent leadership insights offered at the annual Outcomes Conference. In this episode we talk with Holly Moore, President of Hollis Strategies, about how important Jesus in her leadership role everyday. She shares personal leadership insights that will help leaders to honor Jesus in their leadership today. This episode is sponsored by iDonate. https://idonate.com/

COVID-19 has presented business owners with challenges they've never faced before, and that's particularly true for the events industry. This is something the Founder & CEO of Make Events, Holly Moore, knows this all too well, and in the face of the COVID crisis has worked tirelessly to pivot her business model. But the effect of this work is a roller coaster of emotions and decision-making; something which Holly discusses with Paul in this latest episode of Taking Care of Business.

British Columbia’s Okanagan Valley is a beautiful place to raise a family – that is until women start going missing. Holly Moore faces threats and intimidation as she investigates why four women have vanished within an hour’s drive of one another in Enderby, BC. Holly Moore presents Dark Valley, originally aired October 19, 2018.

We're talking Impact, Leadership & Outcomes with Holly Moore of Hollis Strategies – Christian Leadership Alliance Outcomes Conference The post What God's Doing Within Hollis Strategies appeared first on iWork4Him Podcast.

We're talking Impact, Leadership & Outcomes with Holly Moore of Hollis Strategies – Christian Leadership Alliance Outcomes Conference

The cold case of Holly Moore was this a suicide or a murder?

Downtown CEO Frank McKenna has a 'Totally Frank' conversation with Make events CEO, Holly Moore. Holly discusses how and why she started up Make Events, how she is staying positive in the current climate and how she has ensured her staff and their partners feel a part of the 'Make Events' family.

As a Paralegal and a Certified Financial Planner®, Kraig is uniquely able to assist clients with the careful preparation of asset protection and estate plans.  Kraig's team uses a financial-planning approach to ensure that each client obtains the best possible outcomes. With 120 years of combined legal and financial services experience between our team members, we can help you think defensively about protecting your wealth, investments, business intellectual property, and other assets and counsel you through choices you make to prepare for the future. Thanks to the death of private pensions, the devaluation of Social Security benefits and other undeniable retirement factors such as inflation and increased taxes, America is now in a retirement income crisis. Kraig Strom, the host of Personal Pension Radio, is focused on helping you pack your bags for both halves of the retirement journey.  Kraig's mission is help you build & protect your wealth and lifestyle today and generationally. Along the way, Kraig is ready to assist with all matters related to your financial wellbeing as well as your business and family legal needs.  Optimizing Retirement income and protecting your legacy does not happen with a product. You must have an integrated approach. DISCLOSURE:  KRAIG IS THE INCOME ENGINEER BUT HE IS NOT AN ATTORNEY OR A CPA. KRAIG STROM IS A CERTIFIED FINANCIAL PLANNER PROFESSIONAL AND A PARALEGAL. PLEASE DO NOT CONSIDER THINGS ON THIS SHOW AS ADVICE. PLEASE SPEAK WITH A QUALIFIED CERTIFIED FINANCIAL PLANNER OR LEGAL PROFESSIONAL BEFORE MAKING ANY FINANCIAL or LEGAL DECISIONS.

In this episode of the Rocket IT Business Podcast, we sit down with Holly Moore; an entrepreneur whose passion for leadership development and business strategy has led her on a 20-plus year journey through both corporate and nonprofit landscapes. From sailing international waters, to landing in the executive boardroom of a Fortune 500 company, Holly’s management insights have helped organizations expand their brands while increasing revenue growth. And now, with the recent launch of her new business, Hollis Strategies, Holly is looking to share these experiences; equipping like-minded leaders with the tools to grow the influence of their organizations. 

There are certain critical moments that we, as leaders, have a chance to change our minds--to think differently in order to lead better. And when we do, the outcomes for those we lead are extraordinary. In this episode, our Founder and CEO Jenni Catron interviews her friend Holly Moore. With years of varied experience, Holly's insights from her leadership journey are extremely helpful and inspiring...and we get the added bonus of listening in while she does some live coaching with Jenni!About Holly:Holly Moore is an accomplished senior executive with more than twenty years of diverse leadership experience in a publicly traded for-profit company as well as both large and start-up non-profit organizations.  She is the President of Hollis Strategies (www.HollisStrategies.com) where she collaborates with individuals and organizations to develop strategic plans that increase their influence and grow their organizations.  Holly is also a sought-after speaker and leadership coach who uses her expertise as a Certified Myers Briggs Type Indicator Practitioner and a Certified 5 Voices Coach to discuss personality-based communication patterns and how they apply to relationships and team performance. Holly has spoken to audiences throughout the United States as well in Egypt, Brazil, Zambia, Mexico, Costa Rica and Singapore.Holly's passion is to help leaders maximize their influence and impact to exponentially grow their organizations. Some Highlights from Jenni and Holly's conversation:The more I know myself, the better I can lead myself. And then I can lead other people.Consistently pray this prayer: God, give me wisdom, discernment and favor so that I can wisely assess people in situations, I can have discernment about where people's skills and strengths are, and I can have favor to know how to successfully help them navigate different career transitions themselves.The 5 Voices SystemIf you create a culture in which every voice around the table feels deeply heard, deeply valued and respected you're going to make wiser decisions optimize team performance and execute at a much higher level.Have we built the foundation block of being able to communicate well with others, have trusting relationships, people feel that they can share and be heard and that's the bedrock for executing every piece of strategic planning you could ever want to do?Connect with Holly:Hollis StrategiesFree Resource:If you'd like to take a step toward developing the type of self-awareness we talked about today, we have a great FREE resource that I'd love to get into your hands. Click here for the 4 Dimensions of Extraordinary Leadership Assessment. Listen, Review, and Subscribe!Listen to Episode 34, "Change Your Mind--An Interview with Holly Moore."Please rate and review the podcast. This helps us grow our reach and bless others with free leadership content.Subscribe to The Jenni Catron Leadership Podcast via Apple Podcasts, Stitcher, Google Play or your favorite podcast app!

Holly Moore is Managing Director of Make Events. Holly joined us a week after receiving the WOMANC award at this year’s Talk of Manchester business awards. She shared her story of how she’s grown the business from scratch over seven years, built a talented team of event planning consultants and creative professionals and scaled the business rapidly. Tune in to hear Holly explore a range of subjects including: · Why Oprah Winfrey and Tony Robins are her inspirations · The importance of focussing on profit when growing a business · Why employee engagement has been key to the success of the business · How to stand out in a crowded market place and leverage your network · Dealing with mental health and stress

Founder and MD, Holly Moore, from Make Events joined our podcast host, James Dickson, on this week’s episode to discuss the role of women in the event industry as well as her personal journey.  Make Events is a corporate event agency based in Cheshire that revolves around creating the “ultimate experience” for top brands including Garmin, Myprotein and Twitter. Last February, Holly ran an event for her staff. She believes that the best way to drive a message home is through a live event and so she put this into practice for her own team which served as the delegates to the two-day conference.  This event allowed Holly to communicate the agency’s strategy for 2019 as well as remind the team of Make Events’ core values. “The event was two-pronged: to drive the message of Make Events forward for the financial year and to give them [her team] the experience of an event that they loved so that they could sell it to clients,” Holly said. She stressed that the devil is in the detail when it comes to planning. During her event, delegates (her team members) were presented with their favourite beverages and snacks while their favourite quotes were written on their bedroom mirrors.  Holly also wove research into the event and ensured all sessions were no more than 22 minutes. This has been proven to be the length of time an audience’s attention is captivated, so any content beyond this point of time is more likely to be wasted. “Everyone’s attention span is so much shorter than what it used to be. If you leave more time for Q&A, the sessions become much more authentic.” If you would like to feature on a podcast episode, please email molly@eventindustrynews.com.

With more and more businesses choosing to adopt creative and flexible approaches to workspaces, what impacts do they have on a business and their people?   In this episode, Holly Moore of Make Events, the North’s leading corporate events agency, joins Paul to discuss the impacts they have experienced since relocating to their inspiring ‘House of Make’ in 2019.

How do you balance having a family and healthy work-life balance, and yet still provide exceptional client service to all clients? This is something Holly Moore was challenged with and by putting key staff, policies, and procedures in place, she was able to do both. Listen to her interview & discover exactly how Holly has been able to nearly double her revenues in 12 months, and the challenges she has been bale to overcome on that journey.

Today on the show me and Holly discuss:  - Crushing Anxiety  - Following A dream  - Her Childhood hustle - Building A business  - Prioritizing her self to serve others best - Creating a culture and business that is built to last

Holly Moore was a fine arts student, a dancer and a street performer. Naturally, the next step in her career was to join CBC’s elite investigative unit. Not so obvious? We talk about how she got from A to B to APTN Today, she is the producer of APTN Investigates, and recently won the Amnesty International Award for Human Right reporting for her work on “The Cure was worse” delving into stories of starvation, isolation, loss of culture and even medical experimentation at Canada’s tuberculosis sanatoriums.

Paul interviews Holly Moore about her journey in setting up Make Events and the struggles that come with owning a business as well as talking about mental health.

Tuberculosis was a highly contagious and often fatal lung disease. Before a vaccination was found, patients were put on long periods of bed rest, given a nourishing diet and hours of fresh air… But a lot more than that happened them. In this episode we take a look at sanatoriums where Indigenous people were sent for treatment of TB. Holly Moore, Gerald McIvor and Ian Mosby give us their perspectives.