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Kiera is joined by Dr. Paul Etchison to talk about changing the mindset of turnover = failure. This transition is part of the evolution of leadership. Both Kiera and Dr. Etchison share their own experiences in remaining true to core values, and keeping their definitions of success separate from whether a team member stuck around or not. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera and today is an extra special day. I have one of my faves and every time we podcast, people say, you two just seem like you love each other so much. And I really do. I've been to this man's practice. We've been friends in the industry for I don't even know how many years pre-COVID. That's a long time. And we've been on each other's podcasts a lot. He has an incredible podcast. He's an incredible human, incredible friend, incredible mentor. I got the one and only Paul Etchison on the podcast today. Welcome. How are you today, Paul?   Paul Etchison (00:28) Hey, I'm good. And I was just thinking about how you mentioned like the pre-COVID thing. You texted me a picture of when you came into my practice for two days. And it was like before COVID. And what was funny about it, and I don't know if it's funny or not, but like I looked at it and half of my team has turned over. They're all new people. So I know. ⁓   Kiera Dent (00:36) cute.   Mm-hmm.   It's real life, Paul. That's real life. It is funny and isn't because I go back and I used to   be embarrassed about that. So let's just kind of highlight on that. I used to actually be very embarrassed of like, my gosh, I don't have senior team members. And like, I hate the question. There was a hot minute. The Dental A Team felt like I was Johnny Depp in the middle of the ocean and my boat was full blown on fire. And I was like, I just hope another one shows up soon. Like I hope something comes. ⁓   And then I realized that's business ownership. Like that's real life. And yes, we built these great cultures, but you outgrow team members and team members outgrow you in life circumstances. And I'd rather be honest and real rather than perfect. And so the fact that like teams shift in a lot, mean, shoot, I used to have this vision board, Paul, you want to hear how ridiculous this was? And I took the team and I put them in the one year, the three year, the 10, and I just had this like same team follow with me. That lasted me for like six months. And I was like, rip this thing up.   Paul Etchison (01:31) Yes.   You   Kiera Dent (01:40) It's   gotten better, it's stabilized, but I think that that's real life. So thanks for talking about it.   Paul Etchison (01:44) It's hard,   yeah, I mean, we look at it and I think like the beginning of my practice career, I had very little turnover, but it was, I had to put so much into keeping that. Like it was such a hard thing to keep going. there was a lot of team members that I kept and I was able to make them happy and I was able to have it be a productive relationship and they were good at the practice. But sometimes I look back on it I'm like, man, it was just, that was a lot of energy I put into one person. I should have just moved on.   So that's how I practice now. It's different. There's a little bit more turnover and I think that's normal and that's part of business ownership. So we're okay.   Kiera Dent (02:16) What changed in your mindset for that? I have so many questions for you today. You guys, Paul and I, when we get on the podcast, it really is just like a free for all. And Paul has no clue. I have a full plan of what I'm asking you today, ⁓ but it's going to be a free for all rift of business ownership of teams. How did you change that perspective? Because I think so many people chalk that up to, I'm a failure of a boss if I've got turnover. Like I had a doctor the other day on a coaching call and she's like, Kiera,   Paul Etchison (02:19) Yeah.   Kiera Dent (02:42) What am I going to do for PR? Like I've got people turning over and how do I PR this? So anything is twofold. One, how did you get like mentally change that mindset? Cause I think it's a big mental game.   Paul Etchison (02:54) Yeah, for me, was everything that I've done in my career as far as like leadership growth and stuff, I think has always stemmed from some period of just struggle and burnout to some extent. It was like, I got to the point where I was taking everything that happened at the practice personally, every upset person at upset employees, they're bothered about something. They're they always, I mean, they're telling you how you should be doing things that not realizing that there's very complicated solutions. And sometimes there's not perfect solutions. A lot of times there's   perfect solutions. So I think what changed for me is I started looking at it from a point of my mental sanity saying I can't attribute my feelings on the happiness of all these team members anymore.   And all I need to do is just be very clear on what I want, be very consistent with the way that I treat them and hold them to that standard. But ultimately, I'm putting the ball in their court. It's up to them. And if they want to play ball, cool. If they don't, that's cool too. We can still be friends and you can go to some other office where it's more to your liking. But the biggest change for me was just realizing I can't be everything to everybody. And I did it for a long time and it was really exhausting. And I worked through that and I feel a lot better   it.   I think my team   is better for it.   Kiera Dent (04:08) Yeah, no, I don't disagree. And I'm glad you talked about that. It's been fun. think Paul, you felt like, I don't know, a big brother to me when we met and I came out to your practice and the fun things we've been able to do together and just the differences. ⁓ I think as we've grown up in the industry together, but I, I admired that because I always thought you had this amazing team. And I think to hear your version and then my version at the same time was very similar. I just realized like,   We got a killer team. Like this is an amazing company. And I think when I evolved to you're so lucky to work here, you're so like not in an egotistical way, but I think in a confidence way of like, this is a great place and we're going to attract people. I started realizing like I had confidence to make offers of what we actually wanted to pay versus what I felt like I had to chase to get people to be here. ⁓ we pivoted and I used to like chase all the time and try to be everything for everybody. And then I'm like,   Why am I doing this? Kiera, like you have built a company and a culture and a space that people love. And yes, there are changes and I will continue on forever evolve. I don't think that we're a perfectly set company, but I think that we're a pretty great, awesome place to work. And I think when I became centered, confident in me and what I was providing in the culture without having to be everything, I noticed I actually attracted a way different type of employee. I attracted somebody who wanted that same style. They, it,   It was like no more like games. think in like compensation and all this, it was more just centered. It was like, this is what we do and this is who we are and I want great people. And I also think it was very much attributed to like, got dialed in on core values. And I was like, I'm sticking to these. These are like rock solid. do not deviate from that. And if you don't fit. Fantastic. There is another opportunity, like go find your dream place and we're going to find our dream team member. And I say that in a very like confident, hopefully not egotistical. And I think you, sounds like you did a similar thing, but I.   I will say, I think you go through a space of realizing you're not a failure. It's an evolution. I think of, of leadership. It's almost like going from, I don't want to say immature. It's more like children and how's they grow. Like, I don't think a little baby is a failure for having that knowledge and that mindset. And I think some of us, are toddler baby owners. Like we've never done this before. We don't know. So we're going to have a different mindset. And then you just start to morph and evolve just like   Children grow up and they morph and evolve into these teenagers, into these college students, into like the prime of their life. To me, that also feels like a maturity of leadership as well to being confident with that.   Paul Etchison (06:42) Yeah,   I love that you point that out too, because we do, we hear a lot of complaints from our team members and then we start to, it starts to add up and then we start to really doubt.   Did we really create a great work environment? I mean, we just had an all day meeting maybe about two months ago, maybe six weeks ago,   like that. And one of the questions I asked, we use this thing called Slido. It's just in real time, you put on a PowerPoint slide and everybody can vote on their phone. There's a million like programs that do this. But I asked the whole team anonymously on a scale of one to 10, how fun is it to work at Nelson Ridge Family Dental? And I was terrified to throw that   Kiera Dent (07:03) Thank   Paul Etchison (07:19) there. I had no idea what people were going to say.   Kiera Dent (07:20) I don't blame you.   Paul Etchison (07:22) It was everybody was like eight, nine. There was like three or four sixes. Now I have 30 something team members.   So the   Kiera Dent (07:29) Yeah.   Paul Etchison (07:30) of it was very good, but it was, it was scary.   if you would have asked me what I thought it was going to   Kiera Dent (07:35) Mm-hmm. Mm-hmm.   Paul Etchison (07:37) I did not think it was going to be that good because the squeaky wheel gets the grease. This, you know, that's what we hear. That's what we focus on. And it reminds me of this one coaching client I had, cause I coached dentists as well. had a coach coaching client named Isaac and he did very similar to you.   choir practice, he really got deep into the foundational core values of this is what the practice is. And   turned over his entire team and he said, I feel like such a failure. I feel like everybody's leaving. I feel like I'm just turning everybody off. Patients are coming in and asking where everybody is. I just don't think my leadership's good. And I told him, just hang through,   Hang, you'll find your people. And then six months later, he was like, I cannot tell you how much I love my team. And so I think the message of what you and I are saying, Kiera, is that no matter   Kiera Dent (08:12) Mm-hmm. Mm-hmm.   Right.   Paul Etchison (08:22) what you want to do with what kind of vision you have for your practice, your team's out there. They are there. They are waiting for someone to take charge and just make it a big deal that that's the type of people we have at this practice.   Kiera Dent (08:26) Mm-hmm.   Paul Etchison (08:33) So if anyone's listening thinking like, have this issue at my office, get those core values out, talk to the team about it. Don't just like leave it on a document, bring it up with ⁓ a meeting and say, guys, this is what I truly want.   And sometimes apologize. I'm   I haven't been holding everyone to the highest regard or the highest standard, but I'm ready to do it and I need your help. So I love that you brought up those two points. Those are amazing things and I think everybody struggles with that.   Kiera Dent (08:55) Yeah.   I think, and I think that that's something that I feel you and I both strive to do is tell people feel like they're not alone. I think so many doctors feel like I'm the only one out there. I'm the only one who can't keep my team there. I'm the only one who has team turnover. And like, this is not the path that we were even on my radar to head, but I think it's obviously the most important path for people to hear. ⁓ I think Paul, it's the no judgment. It's the hang through it. It's, ⁓ having a guide, a mentor who's been there, done that, done that successfully. I mean, you and I can both like,   Gosh, you like grit through that and it's painful. But I also believe that while yes, painful, I feel it's an evolution of soul that you actually internally are craving. I don't believe that we rise to the call until we're ready. Like Kieran 2020, when I'm sitting on Johnny Depp like boat in the ocean, it was on fire. I was not ready for the call and the evolution that came in 2024 for me.   Like I just, wasn't ready for it, but come 2024. And I think it's a, it's a shedding, it's a shifting. It's a, like, I call it like the skin sloughing. Like it's like a snake, like you're leaving it behind. It's, I watched penguins when I was in Antarctica, like small flex there, Paul. Like the Antarctica trip was pretty rad. And we watched it. Right? We went to Antarctica. Penguins are so cute and they smell terrible. Like they're like little ketchup bottles that just squirt poop all day long. And it's disgusting.   Paul Etchison (10:11) I was just going to follow up on that. Whoa.   Kiera Dent (10:25) but they were molting when we were there and they just looked absolutely miserable. Like they sat there and they told us like, please don't touch the penguins. like, these look just, they're like, it's very painful for them. They're having to completely molt off all of these feathers. And I think that that's how I feel a lot of business owners are like, are you going through that molting process? But again, just like those penguins, just like us, I really do believe that when we're ready to be called to that higher level, one, you're not alone, two, you don't have to go through it alone.   Three, it's normal and it's part of growth, but like, there's also, you don't have to grow until you actually want to. Like, it sounds like Isaac was just ready. Like, I'm ready, I'm done. Like, I've hit my limit. I was ready, I was done. I was like, we are having a complete culture shift. Like, we're done and like, it needs to evolve. Sounds like you had it. But I also feel, and I don't know how you feel, Kieran 2020, Kieran 2024, even into 2025, leadership culture company.   keeps evolving. don't feel like I have as many of those like huge molting in 2020, huge molting in 2024, 2025. It's more of a shift in a refinement rather than a full molt. But that's, think how, at least for me, that's how I think I view leadership is.   Paul Etchison (11:37) Yeah, totally agree. It's like we go through these stages of leadership growth. And I remember for me, like leadership all the way up to COVID was like system, system, systems, consistency with team. And my team grew to like 35, 40 people and it got really unmanageable. And then when we came back from COVID from being shut down, I really wanted to try to do something different. And I wanted to keep that. ⁓   I just loved when we were shut down for COVID. I loved how it felt. It felt easy. And I said, I want that, but I don't want that craziness when we open up again. And when I did, I started to feel that same craziness. And I was going to therapy at the time. And like the therapist will tell you, just change your expectations. Don't take everything personally. And what I learned through that is there's no amount of therapy that can   broken leadership   Is that I had systems, I had consistency, but my team   had outgrown those systems. We needed more systems of leadership. So the next stage in my leadership was learning how to lead leaders and truly delegate and truly give them the autonomy to do everything. And when we did that, everything got so much better. there was parts of me that was like, I'm not the right person for this level of organization. not the right person for this size of a dental office. I'm just too anxious. I take   Kiera Dent (12:41) Mm-hmm.   Paul Etchison (12:59) too personally. And ultimately, I think it was just I   Kiera Dent (12:59) you   Paul Etchison (13:02) set up, I didn't set up my organization the proper way. So that was the next level up for me. And I think that's me shedding my skin finally once and for all to learn how to lead leaders. And who knows what's   Kiera Dent (13:14) Paul, I think that you are actually a really good example of letting go of control. How do you do that? Like,   I remember talking to you one day, this is offline, hopefully I'm not oversharing. And you're like, a lot of people say, like, what are you going to do if you retire? And I know you sold your practice to a DSO and you're like, I've never looked back. Like it was great. Um, you're like, I'm actually the person who's okay to just like sleep in and do nothing. Like I really am okay with that. Like, how did you let go of that control with your team? Um, knowing that they weren't going to do it exactly like you, like, I think people have this in theory. They try to do it, but.   Paul Etchison (13:23) No, of course not.   Kiera Dent (13:49) Like that's another molting. That's another really hard gap to go from full control. You're in charge of everything to I'm stressed out. Now I'm going to let team members take over and maybe you're, maybe you're an anomaly, maybe you're a unicorn, but how did you do it?   Paul Etchison (13:59) Yeah.   I think it's like we talked about the growth, but I think where we screw up as practice owners when we do this is we get upset that the team members are not doing exactly the way that we would do it. And there needs to be some wiggle room. There needs to be a lot of forgiveness. But ultimately, there's got to be clarity. And not enough practice owners are having the conversations with their team members. Like I always say, like, I'm coaching dentists all the time, and they're telling me about these issues they're having at their practice. And I'm saying, well, why do you think that is? And the answer is like, well, it might be this.   kind of think it's this and it's like, well, get curious, ask, ask your team. So for me, it was about telling my team what's expected and when   Kiera Dent (14:36) Mm-hmm.   Paul Etchison (14:42) didn't meet expectations, instead of like dancing around it, just going right at the   getting curious, what is going on with this? What is, why is this not happening? And then always like, you know, if you ask the right questions, the next step for any leadership, any leader is to validate their perspective.   no matter what it is and that will go so far. If you take one thing out of this podcast, do that. When your team members share something with you or if you're getting curious, asking them why things are happening, how they're feeling about something, validate their experience and watch how much they open up and they're.   open to behavior change and other options. And then that allows you the opportunity to then ask and invite participation in the solutions. What do you think we should do?   I noticed our cancellations are getting up there. Like, what are we doing about this?   What do you see happening? Getting curious. And they're saying, well, I don't know. Like, I got to ask some more   OK. And then validate their experience. I totally see how maybe you got busy with your other things and you haven't been asking your team. But we've got to ask the team and find out just so many little things.   For me, was getting out of the way, being clear with expectations. But then instead of trying to go around my leads and my leaders, my practice and go around them and deal with the other other teams myself, I let them do it and I let them fail and I help them and I support them.   And I think I know there's a lot of like team members that listen to your podcast, Kiera. I would hope if you're listening to this and you're team member, I would hope you understand how valuable you are to an owner. If you can take things, find solutions and hold your, your team members, your fellow coworkers to a certain standard, like you would be so valuable. Everyone's like, well, how can I get a raise? How can I contribute more value? I would people on my team, my leaders that do this for me, they are so valuable to me and every owner.   is just waiting for somebody to step in and fill that role. I mean, every practice could use   Kiera Dent (16:38) team members, their number one objective is to make their doctor happy.   every day, all day. That's like what my job is. That's what I want to do. That's how I want to serve. That's how I want to help out. ⁓ And I think as owners, I think it can be easy to see all the problems in your team. But I think it's what pair of sunglasses do I want to put on? Do I want to put on the one where I see like, what's wrong is just as available as what's right. Both are always available in every single scenario, every single situation. And so what are we bringing to the table and how are we looking at these different things?   How are we guiding our teams? How are we guiding our leaders? How are we showing up as leaders? How are we like, what is the filter I'm putting on every single day? Like those, those two sunglasses are right there as you walk out the door and which pair are you choosing to put on? Cause you're going to influence impact and create a team. No matter what we see what we want to see. And I believe that we create our own realities. I believe that reality is what we believe it is. And so, ⁓ I think shifting that seeing that, and I think having just a bigger plan, a bigger vision. know when I got very crystal clear of where am I headed?   What is my role? Like, this is gonna sound funny, Paul. I literally Googled like, what does a CEO do? I think doctors come out of school, like you're a doctor, like you do the dentistry, like that's what I'm supposed to do. And I remember one day I was sitting there and I'm like, what is the CEO even supposed to do? Like, I don't even know, like, like really, like where is a CEO, like dictionary, like job description, I realized, got it. It's profit, vision, and culture. Like those are really my main things. Stay out of the weeds and like go for it. And...   Paul Etchison (17:43) you   Kiera Dent (18:04) That's what I'm bred to do. Bring the great ideas, bring those different pieces. That's my job. That's my responsibility. I think dentists also have the second tier of you do dentistry too. So you are a clinician in there and then you have those pieces. But driving culture, driving a culture of accountability of fail, fail forward. like, gosh, I just read this really awesome book and they said, we measure it by outcomes, not activity.   Like just stuff like that. Like you start to become this person who wants to evolve your culture, evolve who your team is, evolve who you are as a person. And I think Paul, even in just knowing you, I think there's been an evolution of who you are as well. ⁓ I think that is just, and hopefully I've evolved too, like fingers crossed there's been an evolution and I'm not as quite, I don't know. I think we keep the best of ourselves. And then I think just evolve into our 2.0, 3.0, 4.0 levels. I guess I just asked the questions of   Paul Etchison (18:42) Absolutely.   Kiera Dent (18:58) I think you've got a fascinating story. You were full, full practice owner. You were in there. You sold out to a DSO. You're still in your practice. You still train. You, you've evolved. If you were sitting back when I met you, what would you tell that Paul of what you know today that would have made that whole experience, whether you're selling, whether you're growing, evolving. I mean, you have a very large practice. It's been real fun to watch you and your practice and everything. What would you have told that Paul?   Paul Etchison (19:27) Yeah, and this comes up a lot with my coaching clients. A lot of people ask me that. And one of the things, if we're looking at our practice, and I'm going back to the beginning, is if we want to sell our practice, if we want to cut back our days, if we want to have the most profitable practice ever, a lot of the times the strategy is identical. We're just trying to go through and create more freedom for ourselves as practice owners by empowering our team, getting them to do a lot of the responsibility.   Kiera Dent (19:48) Mm-hmm.   Paul Etchison (19:57) to be accountable for a lot of the stuff. So I think if I could go back and tell myself again, man, first of all, just stop taking everything so personal. And you come in and you look at it with these different lens of leadership and maturity and all these leadership skills. It's not just at the practice. It shows up in your relationships with your spouse, with your friends, with your kids, like all these things. Like it's all intertwined. But I would have much earlier got the leaders going in my practice because one of the things   Kiera Dent (20:16) Mm-hmm. Mm-hmm.   Paul Etchison (20:27) happen through my practice sale is I just like I mentioned I felt like it wasn't I'm not cut out for this I'm sick of being miserable I'm sick of being stressed I'm sick of taking it home and I'm sick of taking it out on people that I love and so when I sold it I said okay I'm on my three-year exit plan I'm getting out of here I'm moving on I don't know what I'm gonna do but I'm gonna move on so I said you know my associate partner Dr. Kathy she owns part of the practice too   I'm gonna pass it to her and maybe she won't be able to do it as well as me. But I need to set this up so she is just, I wanna bless her with this amazing practice that runs on its own. And in the process of setting that up with my leaders, I realized, dang, I don't know if I would have sold. And I'm still happy I sold, don't get me wrong. I'm not saying I would have, but that's what I would have tried to do early in my career. I would have went, who are the leaders? ⁓ The whole thing with like the Dan Kennedy of the who, not how. Not how do we do it, but who's gonna do this?   Kiera Dent (21:11) Mm-hmm, mm-hmm, mm-hmm.   Right.   Paul Etchison (21:25) And I would have leaned into that a lot more because I think I would have been a lot happier. I would have been able to enjoy the journey more. But at the same time, it's like we learn from our mistakes and you got to make the mistakes to learn from. So it's like, so that whole Catch-22, would I change anything? I don't think so because I wouldn't be, if I didn't have the same experience, I wouldn't be the person I am today. But man, I wish I had learned it earlier. That's for sure.   Kiera Dent (21:45) Sure.   It's fair. And I'm actually happy to hear that because I feel like this is like the DSO conundrum and like the cell. And I'm happy to hear you say that because it validates what we try to coach on to. So many doctors are like, I'm just going to sell. And I'm like, well, let's just look at this. If you sell, let's look at what your life will look like on the other side of it. Let's look to see where you are today. And really, let's get to the root of why do you want to sell? And I think, Paula, if we would have asked you that same question.   Why did you wanna sell? My hunch is it was all these problems, all these issues. It was just like, I'm sick of it. Like, let's just pass this on. Let's move on. When a great leader, a great office manager, a CEO, a CFO could have easily come in, taken over for you. You could have had the exact same scenario. You just would have owned it and had more options on the table. Like you said, it's not right, it's not wrong. But I think like for everybody listening, I think today is a good reflection of one, are you going through a molt? Like, are we molting anywhere?   ⁓ and do we, or do we need to molt? Like, is there something we need to shed, let go of identity wise? And then two, I like to do this reflection a lot. And I encourage a lot of people to do it. It sounds like Paul, you do it. Like when we're in these issues in these problems, are we stopping and pausing and asking like, what is the root? Not the symptom, the top line symptom is like, I'm so stressed. And I got this and this and this, but like, do we ever stop and pause to dig to that route and find out   what is really at the root. For me, I often have many journals that are like this, this, this, and I just like list it all out of all these things are frustrating me. But what I'm trying to do is find what is a thread? What is the piece in that that's causing the chaos because then we go fix that. And that's what I love in practices because 99 % of the time what people tell you on the top line, so coaching offices, coaching doctors, coaching teams, like Paul, you know this, I know this. What people tell you at the top is not really what's the problem.   It's the bottom layered, there's something rooted, there's something under there. These are just symptoms on the top. Same thing with patients and case acceptance, right? It's the up at the top, what they're telling you is not really what they're feeling. And all you gotta do is just dig under, find out what that root is and stress and that will go away. And so Paul, thank you for, I just am curious. I've always been curious, like, would you have done something differently? Of course we never can, like, no, we're not going to. But if I could go back and tell that younger self things, like,   Kyri, get rid of your ego, honey. Like trust your team, trust that team to do amazing, trust them to do better than you are, trust them to be better than you, trust them to make better decisions than you do, because I want to create that kind of a team and me believing that is going to ultimately turn my team into that. They have the whole study about teachers with kids and IQs and like if they believe that they have a stronger IQ without doing anything different, that child actually ends up with a higher IQ. Well, why don't we take that same principle and apply it to our teams and see what happens.   Paul Etchison (24:23) Yeah.   It's so true. And I love that you say like the reflection that you did, because I noticed this with my coaching   is that there's a lot of, there's a lot of how, how do we do this? How do we fix this? But I think anyone listening, if you just sat down in a dark room, maybe not dark room, but you're sitting down in a quiet room for 30 minutes and you reflect it, what do I really, you know, I do this with my coaching clients. We call it a practice clarity and frustration exercise. What do we, what really bothers you with the practice? What is it that really just, you know, grind your gears,   it down and it sounds simple but once you write it down you can like visually see it and start to brainstorm for solutions and you start to make this progress that not only affects the way your practice runs but the way that you're the way that you feel and I think ultimately as practice owners we need to realize that the CEO hat you mentioned what does a CEO do we need time for that and we don't have time for that when you're doing four or five days of dentistry that's why when I'm working with clients the first thing I'm gonna do with a practice owner is I'm gonna get them down to three days clinic   Kiera Dent (25:10) Mm-hmm.   Paul Etchison (25:27) And it always works. so inefficient. There's so many things we can do with scheduling and efficiency and production that we can get you down to three days clinical. But now you've got that extra day to put on that CEO hat, to reflect on the things, to write down and figure out what your plan of attack is. I mean, that's what I've got a workshop coming up in February that that's focused on that. How do we get you down to three days? And that's all I want to do in this three day workshop. We're, of course, doing these reflection activities. But I think this is over the course of my career and working   Kiera Dent (25:27) Mm-hmm.   Paul Etchison (25:57) with people, that's what I've seen moves the needle the most. We need time and we need to give the energy where it's due. And it's not, we   be 100 % clinician. It just doesn't work that way.   Kiera Dent (26:09) Yeah, no, Paul, I love that. And think that's such a fun thing. I think dentists need this. Dentists need to have their vision, have their clarity. But I think from today, the wrap is it started out with a photo, unexpectedly, of this is what we're ⁓ kicking the day off of, going from where we were to where we want to be, ⁓ looking at that, reflecting back, seeing. Because   Paul Etchison (26:23) Yeah. How do we get here?   Kiera Dent (26:34) There's a client that you and I both know. They're pretty well known ⁓ that we work with. whenever I work with, gosh, it's so many practices. I think there's like 300 employees and I'm like, gosh, I remember all their names every time. ⁓ But they talk about how sometimes the best learning is just remembering. Remembering where we've been, remembering where we're going to go, remembering things that we've learned looking there. So it's like remembering where I've been so that way I can kickstart and project into where I need to go.   using your team to get there. Your team wants to be your best asset for that. So Paul, those are kind of my wrap thoughts. I know today has just been a real fun day. Always enjoy a good podcast with you. Any last thoughts you have?   Paul Etchison (27:15) No, you know, I would just close it off with   having the listener just believe, just believe in the possibility of what's going, what is possible with your practice. ⁓ There was a point where we talked about reflection. I reflected and I said, I wrote down everything I do at the practice and I wrote down how many of these activities bring me joy and how many of them I hate. And I believe it was something like 80 % of them I hated. So that's no way to live your practice life. You spend a lot of time at work. So why not do the reflection and put the time and energy into   Kiera Dent (27:38) Mm-hmm.   Paul Etchison (27:45) Making your practice a better place to be at it's not just gonna affect you. It's gonna affect your family. It's gonna affect your team ⁓ There's big your ripples that come from this little thing So I would say sit down find a coach find a mentor read some books it is possible believe in yourself and It all starts with the planning so sit down and write down some things journal love it   Kiera Dent (28:09) Journal it up. Well, Paul, I appreciate you so much.   I ⁓ just love what you're doing for our community. I love the things that we're able to accomplish together. ⁓ And yeah, guys, check him out in Dental Practice Heroes podcast. He's got some great stuff over there as well. ⁓ Paul, so good to have you on the podcast. I think you mentioned the event in February. If people want to know more about that, how do they connect with you on that?   Paul Etchison (28:35) Yeah, go to DentalPracticeHeroes.com slash freedom. So that's where the information on the three day workshop, it's going to   awesome. And I'm doing a money back guarantee. If you don't think you liked it, if you don't like what you signed up for, I'll give you all your money back. I believe in it that much. And I know from me coaching for the past six years, I know this is what produces results. So go check that out,   more about the courses, check out the podcast. And I'm always happy to talk to any listeners if they want some help or they just want to find out what we're more about. Please just go to the website, DentalPracticeHeroes.com.   dot com.   Kiera Dent (29:06) Amazing. Paul, thank you so much for being on the podcast. For all of you listening, I hope you do take the time to reflect. I do hope you think about where you want to go and what you want with your life. And just appreciate you guys all being here. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

Tommy and Ben explain why Trump backed off his threat to take Greenland by force and debate whether European leaders have finally found a playbook for how to push back, the backlash to Trump's disgraceful denigration of NATO troops and their service in Afghanistan, and Canadian Prime Minister Mark Carney's bold attempt to break from the United States and forge a new international order. Then they cover the purge of top military leaders in China and widespread rumors of a coup attempt against Chinese President Xi Jinping, Jared Kushner's much-derided PowerPoint presentation on the future of Gaza, new details about how the Iranian regime crushed the recent protests and why there may now be an even greater likelihood that the US bombs Iran (again), a humiliating and terrifying profile of Kash Patel's first year at the FBI, and why a real estate forum in Saudi Arabia made us want to cry. Then Tommy speaks with Kenneth Rosen, author of Polar War: Submarines, Spies, and the Struggle for Power in a Melting Arctic, about why the Arctic is becoming a geopolitical flashpoint. Subscribe to Ben's Substack here.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Gen Z is apparently too broke to go out, so they're hosting... admin nights? Yep, bring your laptop over and update subscriptions together like it's a study group for adulting. We debated whether PowerPoint nights (where everyone presents their current obsession) are genius or annoying, why gays love a YouTube spiral, and how Joel still doesn't know what half his friends actually do for work despite 15 years of friendship. Ricki's got a strict no-phones policy when you're at her place though—scroll in her presence and you're out.See omnystudio.com/listener for privacy information.

Joel and Ricki were both in Perth at the same time and somehow never hung out—the passive aggressive energy was real. We discovered Gen Z is too broke to go out so they're hosting admin nights and PowerPoint presentations instead (truly unhinged behaviour). Tim took us through the final meals of the world's most notorious criminals because nothing says drive time radio like death row dinners. A horny stat revealed men peak way later than you'd think, which means Joel's got five years before he becomes unstoppable. Sydney Sweeney's been decorating the Hollywood Sign with bras for her new movie, and we wrapped with the Short Kings edition of Joel Jivin' because height is just a number.See omnystudio.com/listener for privacy information.

In today's episode of Backpacker Radio presented by The Trek, brought to you by LMNT, we are joined yet again by our pal and Hall of Fame trail name holder Marla Davidson, better known as "Fancy Feast".  Fancy Feast is a wealth of knowledge and unfortunate and embarrassing stories. She shares a nasty medical mishap involving poodle dog bush on the PCT, we look back at her time with the Vermont Youth Conservation Corps, where she and other "malnourished minors" subsisted on moldy bread and Sriracha, which was presented as a vegetable.  Fancy Feast gives us an overview of her 2024 calendar hikes of the PCT and CDT, her experience navigating the Hayduke Trail with Horsepower (former guest) after he convinced her with a PowerPoint presentation, and the hilarious mismatch in hiking styles from this somewhat random pairing.  She details what it's like being a PNTA crew lead, and the challenges associated in light of funding cuts and crews being reduced to a skeleton staff.  Feast also shares standout stories from her international travels, including a "pig water" disaster in the Andes, her time at the Green Mountain Club with a persistent bear that turned her food box into a rolling pinata, and her hot takes on thru-hiker "main character energy" and entitlement.  We wrap the show with whether we'd rather have three butt cheeks or just one, the triple crown of mild yet particular icks or phobias, and the news of how one Hayduke hiker got caught in quicksand. Yes, really.  LMNT: Get a free sample pack with any order at drinklmnt.com/trek. [divider] Interview with Marla Davidson aka Fancy Feast Fancy Feast's Instagram Backpacker Radio 122 | Hot Ones & Fancy Feast Time stamps & Questions 00:05:05 - Reminders: Apply to vlog or blog for the Trek, apply to be a Trail Correspondent, listen to our episodes ad-free on Patreon, and subscribe to The Trek's Youtube! 00:10:00 - Introducing Fancy Feast 00:14:00 - Remind us of your trail name origin story 00:19:25 - What was the first trail you hiked after you were on the podcast? 00:22:50 - Tell us about your encounter with poodle-dog bush 00:31:55 - What was worse, poodle-dog bush or poison ivy? 00:33:17 - How was your experience in the conservation corps? 00:37:40 - Tell us your bear story 00:42:20 - How did you handle the CDT when you don't like black bears? 00:45:50 - What is the ManHump/HumpMan challenge? 00:50:00 - Discussion about Fancy Feast's Allegheny Trail FKT attempt 00:52:30 - Why do you think you should have dropped out of school to do seasonal work? 01:00:50 - Why did you go to Peru? 01:11:50 - Tell us about dumpster diving 01:19:12 - How did you like the Oregon Coast Trail? 01:30:11 - At what point did you get a job with the PNTA? 01:36:25 - What's the deal with mayonnaise? 01:41:38 - What's your best chafe prevention strategy? 01:42:53 - Tell us more about your trail maintenance work and the current state of the PNT 01:46:08 - What volunteer opportunities are there with the PNTA? 01:48:11 - Tell us about working smarter and harder 01:53:55 - How would a former thru-hiker get involved with volunteering? 02:03:30 - How did you end up on the Hayduke? 02:13:50 - What was it like hiking with Horsepower? 02:16:15 - Did the Hayduke make you want to do more off trail routes? 02:20:10 - What questions should you ask someone you might hike with? 02:27:25 - Tell us about the Ice Age Trail 02:42:10 - Stay Salty Question: What's your hottest take in the world of backpacking? Segments Trek Propaganda: Hiker Trapped in Quicksand on Hayduke Trail: "Nothing About It Seemed Unusual or Dangerous" by Kelly Floro QOTD: Would you rather have one butt cheek or three butt cheeks? Triple Crown of mild yet particular icks or phobias Mail Bag 5 Star Review [divider] Check out our sound guy @my_boy_pauly/ and his coffee. Sign up for the Trek's newsletter Leave us a voicemail! Subscribe to this podcast on iTunes (and please leave us a review)!  Find us on Spotify, Stitcher, and Google Play. Support us on Patreon to get bonus content. Advertise on Backpacker Radio Follow The Trek, Chaunce, Badger, and Trail Correspondents on Instagram. Follow Backpacker Radio, The Trek and Chaunce on YouTube. Follow Backpacker Radio on Tik Tok.  Our theme song is Walking Slow by Animal Years. A super big thank you to our Chuck Norris Award winner(s) from Patreon: Alex and Misty with NavigatorsCrafting, Alex Kindle, Andrew, Austen McDaniel, Bill Jensen, Brad & Blair Thirteen Adventures, Bret Mullins aka Cruizy, Bryan Alsop, Carl Lobstah Houde, Christopher Marshburn, Clint Sitler, Coach from Marion Outdoors, Eric Casper, Erik Hofmann, Ethan Harwell, Gillian Daniels, Greg Knight, Greg Martin, Griffin Haywood, Hailey Buckingham, Jason Kiser, Krystyn Bell, Luke Netjes, Matt from Gilbert, AZ, Patrick Cianciolo, Randy Sutherland, Rebecca Brave, Rural Juror, Sawyer Products, SPAM, The Saint Louis Shaman, Timothy Hahn, Tracy 'Trigger' Fawns A big thank you to our Cinnamon Connection Champions from Patreon: Bells, Benjy Lowry, Bonnie Ackerman, Brett Vandiver, Chris Pyle, David Neal, Dcnerdlet, Denise Krekeler, Jack Greene, Jeanie, Jeanne Latshaw, Merle Watkins, Peter, Quenten Jones, Ruth S, Salt Stain, Sloan Alberhasky, and Tyler Powers.

On this episode, we define hypothyroidism and hyperthyroidism and describe their clinical presentations, etiologies, and underlying pathophysiology. We also evaluate current guidelines and evidence-based treatment strategies for the management of hypothyroidism and hyperthyroidism. Then, we compare and contrast the efficacy, safety profiles, and appropriate use of therapies for thyroid disorders, including hormone replacement, antithyroid medications, radioactive iodine, and monitoring strategies.  Cole and I are happy to share that our listeners can claim ACPE-accredited continuing education for listening to this podcast episode! We have continued to partner with freeCE.com to provide listeners with the opportunity to claim 1-hour of continuing education credit for select episodes. For existing Unlimited (Gold) freeCE members, this CE option is included in your membership benefits at no additional cost! A password, which will be given at some point during this episode, is required to access the post-activity test. To earn credit for this episode, visit the following link below to go to freeCE's website: https://www.freece.com/ If you're not currently a freeCE member, we definitely suggest you explore all the benefits of their Unlimited Membership on their website and earn CE for listening to this podcast. Thanks for listening! If you want to support the podcast, check out our Patreon account. Subscribers will have access to all previous and new pharmacotherapy lectures as well as downloadable PowerPoint slides for each lecture. If you purchase an annual membership, you'll also get a free digital copy of High-Powered Medicine 3rd edition by Dr. Alex Poppen, PharmD. HPM is a book/website database of summaries for over 150 landmark clinical trials.You can visit our Patreon page at the website below:  www.patreon.com/corconsultrx We want to give a big thanks to Dr. Alex Poppen, PharmD and High-Powered Medicine for sponsoring the podcast..  You can get a copy of HPM at the links below:  Purchase a subscription or PDF copy - https://highpoweredmedicine.com/ Purchase the paperback and hardcover - Barnes and Noble website We want to say thank you to our sponsor, Pyrls. Try out their drug information app today. Visit the website below for a free trial: www.pyrls.com/corconsultrx We also want to thank our sponsor Freed AI. Freed is an AI scribe that listens, prepares your SOAP notes, and writes patient instructions. Charting is done before your patient walks out of the room. You can try 10 notes for free and after that it only costs $99/month. Visit the website below for more information: https://www.getfreed.ai/  If you have any questions for Cole or me, reach out to us via e-mail: Mike - mcorvino@corconsultrx.com Cole - cswanson@corconsultrx.com

It's certainly God's desire that we never throw away the benefits of the blessings He gives, but on today's PowerPoint, Pastor Jack Graham shares the story of Samson. In his message “Comeback Faith,” he reminds us that our God is the God of the fallen, the broken and beaten down, and He longs for us to pray the prayer Samson prayed, “Lord, remember me.” To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Principal Security Consultant and community favorite Jake Hildreth returns to The PowerShell Podcast to talk about building smarter automation, leveling up through community, and creating tools that solve real problems. Andrew shares his “stop trying so hard” theme for the year, how working smarter applies directly to scripting and security, and why getting involved with others is one of the fastest ways to grow in your career. The conversation dives into Jake's recent projects including Deck, a Markdown-to-terminal presentation tool built on Spectre.Console, and Stepper, a resumable scripting framework designed for long-running workflows that can't be fully automated end-to-end. They also explore presentation skills, avoiding “death by PowerPoint,” and why security work requires constantly re-checking assumptions as threats evolve.   Key Takeaways: • Work smarter, not harder — Whether you're scripting or building a career, small sustainable improvements beat grinding yourself into a corner. • Resumable automation is a game changer — Stepper helps scripts safely pause and resume, making real-world workflows more reliable when humans or flaky APIs are part of the loop. • Community turns into real momentum — Contributing, asking questions, and sharing feedback builds skills, friendships, and opportunities faster than trying to learn alone.   Guest Bio: Jake Hildreth is a Principal Security Consultant at Semperis, Microsoft MVP, and longtime builder of tools that make identity security suck a little less. With nearly 25 years in IT (and the battle scars to prove it), he specializes in helping orgs secure Active Directory and survive the baroque disaster that is Active Directory Certificate Services. He's the creator of Locksmith, Stepper, Deck, BlueTuxedo, and PowerPUG!, open-source tools built to make life easier for overworked identity admins. When he's not untangling Kerberos or wrangling DNS, he's usually hanging out with his favorite people and most grounding reality check: his wife and daughter.   Resource Links: • Jake Hildreth's Website – https://jakehildreth.com • Jake's GitHub - https://github.com/jakehildreth Andrew's Links - https://andrewpla.tech/links • PowerShell Spectre Console – https://pwshspectreconsole.com/ • PDQ Discord – https://discord.gg/PDQ • PowerShell Conference Europe – https://psconf.eu • PowerShell + DevOps Global Summit – https://powershellsummit.org • Jake's PowerShell Wednesday – https://www.youtube.com/watch?v=YdV6Qecn9v0 The PowerShell Podcast on YouTube: https://youtu.be/rFeoTKLerkA  

Microsoft is expanding further on what the free Copilot Chat will cover in Outlook mailboxes. But it will complicate how to describe the difference between free, unlicensed Copilot and licensed M365 Copilot. We also discuss adding watermarks to GenAI created and altered content. Also how the new Agent Mode works in PowerPoint to make changes to your presentations. 0:00 Welcome 2:24 New features coming to Microsoft 365 Copilot Chat for Outlook, Word, Excel, and PowerPoint - MC1187671 6:29 Microsoft Purview: Data Loss Prevention - DLP support for Fabric warehouses - MC1219530 9:27 Agent Mode in Microsoft Copilot for PowerPoint for the web - MC1219792 17:01 Brand impersonation protection for Teams Calling - MC1219793 21:49 New policy to add watermarks to content generated or altered by using AI in Microsoft 365 - MC1221451

Today's episode is a snippet from one of the presentations that I give at The Fly Fishing Show. It is about a third shorter and you don't get the benefit of PowerPoint slides, but the content promised to be quite helpful for the small stream angler. Why? If you primarily fish small streams, there might be some trepidation over heading out to the larger rivers. Sprawling waterways can be intimidating when you're used to being able to cast bank to bank. However, the skills and observations you make on the smaller creeks can easily be translated to the bigger rivers. Learn more about your ad choices. Visit megaphone.fm/adchoices

Bob Miller, CEO and Founder of IRGame, is a technology entrepreneur with 30+ years of experience across cybersecurity and emerging technologies. He's a pioneer in using AI-powered gamification for incident response (“IR”) training, designed specifically for busy executives who can't spend full days in training but must make high-stakes decisions quickly during real crises. IRGame puts executive teams through realistic scenario such as ransomware, data breaches, business email compromise, and AI-related incidents, so they can practice decision-making under pressure. Returning to Lafayette and building startups Bob graduated in 1988 from University of Louisiana – Monroe in Computer Science and Math. He moved back to Louisiana from San Jose around 2010 and chose Lafayette as home. Almost immediately, the Lafayette Economic Development Authority (LEDA) contacted him about helping build a startup accelerator. With experience across roughly 10 startups, he became founding director of what he named the Opportunity Machine, where his title was “Head Machinist”). Bob later continued mentoring via the Accelerator Board. After three years, engineer and entrepreneur Bill Fenstermaker recruited him to help commercialize products at Fenstermaker & Associates. Bob worked on projects including a custom GIS system and underwater acoustics, following earlier work in areas like satellite systems. Later he became COO at Waitr in its early stage, helping scale from about 300 to 3,000 employees in roughly 12–14 months, the kind of operational scaling challenge he's often brought in to manage. He then joined a local managed service provider and helped transform it into a managed security service provider, an experience that directly led to IR Game. Why IR Game exists Bob identified a persistent problem: many organizations resist spending time and money on cybersecurity because they don't understand it and lack an emotional connection because they have never experienced a crisis. Traditional tabletop training exercises meant to train a business team on how to respond during a crisis (paper scenarios, PowerPoint presentations, and sitting around a conference table discussing solutions) have existed for decades, but they're time-consuming (often 80–90 hours to prepare) and require pulling people into a room for a full day, which makes them expensive and hard to scale. If it's hard, many companies simply don't do it. Bob attended a cybersecurity conference and participated in a tabletop designed for managed service providers, an exercise that was “fundamentally terrifying” and eye-opening. A worst-case Managed Service Provider (“MSP”) scenario is when a third-party tool, especially remote monitoring and management (RMM) software, gets compromised. That can lead to ransomware across an MSP's entire customer base simultaneously. The exercise illustrated IRGame's central insight: about 80% of incident response is non-technical in nature: financial consequences, shutdown decisions, customer impact, employee panic, communications, reputational and legal exposure. Bob brought the tabletop back to his company and ran it with 80 of 130 employees, customizing it with real customer names, revenue figures, and tenure. Even with a mature incident response plan and twice-yearly practice, they discovered a dozen needed changes. That convinced him that if a well-prepared security organization learns that much from a scenario, “everybody can.” The breakthrough: turning tabletop into an online multiplayer game During that exercise, a longtime software collaborator of Bob’s mentioned he still had a dormant game app framework built years earlier for a high-school project with Bob's daughter. He believed he could convert the paper tabletop into an online multiplayer experience in a weekend. After running the in-person tabletop on Thursday, he demonstrated a working browser-based multiplayer version on Sunday. They showed it to cybersecurity tabletop authors and industry influencers, Matt Lee and Ethan Tancredi, who were shocked by how quickly the tabletop content had been transformed into a functional digital game. Soon after, they invited about 20 people to test it. The early version looked rough, like a 1980s text adventure, but it worked. The response was far stronger than expected: participants reported intense emotional engagement and immediate practical takeaways. One government participant said it left him rattled, with pages of notes and a need for a drink; an MSP in Hawaii asked when he could use it with customers. That became a monthly community practice program: they've run 25+ free games, putting 1,000+ people through the system. As demand grew—especially from providers wanting to use it with customers—IRGame chose to commercialize. IR Game mirrors tabletop training but compresses it into a high-intensity, guided simulation. A scenario is narrated like scenes in a movie. Participants answer opening questions to get teams communicating quickly, which is critical because incident response requires fast coordination. Players assume roles and must allocate limited resources to tasks. Challenges pile up faster than teams can handle them, forcing prioritization and tradeoffs, just like real incidents. A key design element is pressure: a relentless timer counts down; there's no pause button. This stress reveals the truth: under pressure, people become more honest about gaps in their preparedness. That's valuable because organizations often sugarcoat weaknesses—until a simulation forces real reactions. Bob explained an example crisis scenario: a business email compromise (which he says is currently a dominant incident type). A financial firm discovers a customer wired money to a “new account” supposedly sent by the CFO, yet the CFO didn't send it. As the story unfolds, participants learn the compromise likely affected many customers, not just one. The game surfaces operational realities executives often miss: internal rumors, uncontrolled communications, legal exposure triggered by words like “breach,” and the need for an “event mode” communications policy that calms the organization and prevents chaos. AI scenarios and new risks IRGame also focuses on emerging AI-related risks. Miller says they ran what they described as the first AI incident scenario at a national security conference (IT Nation Secure) and now maintain multiple AI scenarios. The point is not to create fear, but to provide a safe environment to practice decisions around new threat patterns. Practical cybersecurity guidance for individuals and small businesses Bob emphasizes that cybersecurity is no longer optional and that AI strengthens attackers as well as defenders. He predicts that in 2026 smaller businesses will face increased targeting, because automation lets “two dudes and a dog” run campaigns that once required larger teams, making up revenue in volume rather than big single payouts. He also notes that cybercriminal ecosystems now resemble legitimate businesses, including tools, support, and organizational structure. Bob recommends baseline controls that are realistic for small organizations: unique passwords, password managers, multi-factor authentication, training on phishing, cyber insurance, and economical endpoint monitoring (EDR/MDR). These measures raise the cost for attackers so they move on to easier targets, though no control is perfect. On password managers, Bob uses Keeper and mentions 1Password and others. He strongly warns against saving passwords in browsers. He also flags emerging concerns about AI-enabled browsers that maintain a large “context window” across many sites, potentially increasing risk if compromised. On online exposure to your information, such as emails and staff info on websites, he advises sharing only what's necessary. Data can be scraped and used for phishing and impersonation. Deepfakes and better-written scams are making social engineering harder to detect. He also notes that much personal data is already exposed through breaches, citing Louisiana's DMV breach as an example of widespread data loss where every licensed driver's Social Security Number was compromised. Incident response planning and insurance pressure A recurring theme: organizations need an incident response plan and must practice it, especially as cyber insurers increasingly demand proof. In a room of 50+ attorneys he spoke to recently, Miller found only three had a plan, and none practiced it. He warned that future claims could be denied if companies claim they had plans but don't demonstrate practice. Trying IRGame for free IRGame offers free public sessions: the last Friday of every month, sign-up available via their website. Miller notes they also post recordings and content online (LinkedIn and YouTube). Visit https://www.irgame.ai/ for more information and to sign up for a free public session. You can also see how IRGame works by visiting its youtube channel at https://www.youtube.com/@IRGameify Personal note: music and creativity Outside cybersecurity, Miller is a musician, primarily blues/rock, and often appears on video with guitars behind him. He draws a parallel between software development and music: both require creativity within rules. He argues policies and procedures aren't bureaucracy—they're like scales and tempo: structure that enables effective performance under pressure.

NEWS WEAKLY 197 – 24th January 2026This week on News Weakly:• George R. R. Martin gives an interview that finally, definitively kills The Winds of Winter and with it the last surviving shard of millennial optimism.• The Coalition explodes over hate-speech laws it demanded, negotiated, diluted, then rage-quit anyway, proving opposition is harder than outrage.• Australia passes its “strongest ever” hate laws, handing vast discretionary power to the state and asking everyone to trust the vibes.• Davos assembles the world's elites to solve distrust, only for Donald Trump to confuse allies, geography, and colonialism with branding.• Gaza is reimagined as a luxury real estate opportunity, because nothing ends mass trauma like a PowerPoint and a beachfront casino.Sami Shah is a multi-award-winning comedian, writer, journalist, and broadcaster.For more: http://thesamishah.comTheme music Historic Anticipation by Paul MottramThis podcast is written, hosted, and produced by Sami Shah. Hosted on Acast. See acast.com/privacy for more information.

On today's PowerPoint, Pastor Jack Graham kicks off the message series “Dare to Believe” with a message we all need to hear before we face difficulties in life that undoubtedly will come. Pastor Graham teaches in “When Your Faith Is Tested” that we must have a bold, unshakeable faith that will withstand the storms. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Re-industrializing America sounds bold. Necessary. Inevitable.But on factory floors across the country, automation keeps stalling before it ever delivers real value.Robots sit unused. Projects drag on for years. Leaders know automation is essential, yet decisions stall, risks get avoided, and the same problems repeat. This episode goes straight to the heart of why.Jan Griffiths is joined by Søren Peters, CEO of HowToRobot, a global marketplace helping manufacturers source and implement robotics more effectively. Søren has spent decades leading digital transformation and operational change, giving him a front-row seat to why automation struggles inside real plants, not PowerPoint decks.This conversation moves past hype. It tackles the real blockers: fear-based leadership, siloed decision-making, short-term contracts, poor education, and a complete lack of ownership once robots hit the shop floor. Automation doesn't fail because the technology isn't ready. It fails because organizations aren't.Søren challenges leaders to rethink how they assess risk, train their workforce, and take responsibility for change. Buying a robot isn't a technology decision. It's a leadership decision. And without courage, clarity, and accountability, even the smartest automation strategy will collapse.If the automotive industry is serious about rebuilding manufacturing capacity, closing labor gaps, and preparing for an AI-enabled future, leaders must stop waiting for certainty and start owning the change.Themes DiscussedWhy automation failures are leadership failures, not technology failuresThe risk-avoidance mindset is slowing manufacturing transformationHow siloed decision-making kills automation on the shop floorWhy education matters beyond engineers and integratorsThe hidden impact of short-term supplier contracts on ROIWhat successful automation leaders do differentlyWhy ownership and courage matter more than toolWatch the full video on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreFeatured GuestSøren Peters is the CEO of HowToRobot, a global industrial robot marketplace that helps manufacturers find, evaluate, and implement automation solutions more effectively. He has spent over two decades leading companies through digital transformation, outsourcing, and large-scale operational change across Europe and the United States. Søren brings a pragmatic, leadership-first perspective to automation, grounded in what actually works inside manufacturing plants.About Your Host – Jan GriffithsJan Griffiths is a champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She is the author of AutoCulture 2.0 and the...

From the frozen balconies of Rēzekne to the digital hallucinations of the Kremlin, the Russian Federation has become a "Republic of Fake."In this episode, I broadcast from Pilda—just 22km from the Russian border—to tear down the "digital wall" Putin has built. We expose the absurdity of a war where soldiers are forced to weld rusty pipes to Soviet vans while the Ministry of Defense spends billions on AI censorship tools. We analyze General Gerasimov's "Potemkin JPEGs"—fake maps of captured villages that exist only in PowerPoint to please the Czar.And most importantly, we look at the fridge. With 35,000 restaurants closing in a year and economists advising Muscovites to buy wood-burning stoves for their skyscrapers, the "War Economy" is finally revealing its true cost: The stability of the grave.Help us send REAL trucks to the front: car4ukraine.com/campaigns/christmas-tree-trucks-2025-the-eastern-borderBecome our patron:https://www.patreon.com/theeasternborderMerch store + another option for memberships:https://theeasternborder-shop.fourthwall.com/Follow what's going on here in the very border of Eastern Europe:https://bsky.app/profile/theeasternborder.lvDownload all episodes for free on our website; pictures accompanying certain episodes can be found there as well!http://theeasternborder.lv/Support this show http://supporter.acast.com/theeasternborder. Hosted on Acast. See acast.com/privacy for more information.

Often, we live our lives in the past, celebrating the days of our youth, or in the future, wishing away whatever turmoil we find ourselves in. On today's PowerPoint, Pastor Jack Graham reminds us that, at the end of each day, there's no greater joy than knowing that we've lived fully in the present, giving our all to know and do God's will. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Send us a textWhen there's no handbook for building a career, you rely on tenacity, positivity, and education. David Gavin learned retail marketing the hard way: by watching, asking questions, and looking for the white space everyone else ignored.In this episode, Danny sits down with his uncle, David Gavin, a worldwide sales and merchandising consultant who went from navigating apartheid-era South Africa to becoming a strategic force in North American jewelry retail. David shares how focusing on what competitors aren't doing beats racing to the bottom of price, how mentors who throw you in the deep end can change your career trajectory forever, and how the true mark of a salesperson isn't the sum of a set of soft skills, it's how you connect with people.Episode Highlights: Success comes from identifying white space, the opportunities competitors overlook, rather than fighting over what everyone else is already doing.PowerPoint presentations aren't just sales tools; they're strategic frameworks that help clients see concepts they couldn't articulate themselves.Calculated risk-taking means being willing to leave comfort behind when you see a bigger opportunity, even if the path isn't clear.Mentorship often looks like being thrown into the deep end with people who believe you'll figure out how to swim.Retail success requires understanding both the corporate and independent sides of the business, and being willing to walk into stores and observe what's actually happening.Episode Links: David Gavin on LinkedInDavid Greg WebsiteRapaport Magazine: The Rise of Desert DiamondsFollow The Digital Marketing Mentor: Website and Blog: thedmmentor.com Instagram: @thedmmentor Linkedin: @thedmmentor YouTube: @thedmmentor Interested in Digital Marketing Services, Careers, or Courses? Check out more from the TDMM Family: Optidge.com - Full Service Digital Marketing Agency specializing in SEO, PPC, Paid Social, and Lead Generation efforts for established B2C and B2B businesses and organizations. ODEOacademy.com - Digital Marketing online education and course platform. ODEO gives you solid digital marketing knowledge to launch/boost your career or understand your business's digital marketing strategy.

After rebuilding her life from divorce and financial uncertainty, Pav Lertjitbanjong shares why job security is often an illusion—and what actually creates peace of mind. In this conversation, Pav explains how becoming layoff ready is about strategically creating options for yourself before you're forced to make a change. She breaks down the three numbers that bring clarity to financial decisions and why waiting for security keeps people stuck. This episode is a grounded look at what it really means to layoff-proof your life. If you have any questions about this episode or want to get some of the resources we mentioned, head over to LesleyLogan.co/podcast https://lesleylogan.co/podcast/. If you have any comments or questions about the Be It pod shoot us a message at beit@lesleylogan.co mailto:beit@lesleylogan.co. And as always, if you're enjoying the show please share it with someone who you think would enjoy it as well. It is your continued support that will help us continue to help others. Thank you so much! Never miss another show by subscribing at LesleyLogan.co/subscribe https://lesleylogan.co/podcast/#follow-subscribe-free.In this episode you will learn about:How Pav found clarity after emotional overwhelm.Pav's own strategic approach to paying off her debt.What layoff proofing your life truly means for your future.Why job security is an illusion but career resilience is not.Three numbers everyone needs to feel financially prepared.Episode References/Links:Pav Lertjitbanjong's Website - https://www.pavness.comPav Lertjitbanjong's Tiktok - https://www.tiktok.com/@momentsofresetPavness YouTube Channel - https://www.youtube.com/@PavnessLabPav Lertjitbanjong's Instagram - https://www.instagram.com/pavnesslabGuest Bio:Pav Lertjitbanjong is a marketing and brand strategist with more than two decades of experience leading strategy for global, billion-dollar brands. She is the creator of PAVNESS, a framework designed to help high-achieving individuals navigate major life transitions with clarity, courage, and intention. Known for turning complex strategy into clear, human-centered stories, Pav's work lives at the intersection of brand positioning, personal reinvention, and meaningful messaging. Her approach is shaped not just by her professional background, but by her own experience rebuilding her life through uncertainty and change. Pav believes true success is not defined by titles, revenue, or external validation, but by alignment and the confidence to be fully seen. Today, she helps leaders and creators reconnect with who they are becoming—both in business and in life. Her story is a reminder that clarity comes from honesty, and bold moves often begin quietly. If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. https://lovethepodcast.com/BITYSIDEALS! 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DEALS! https://onlinepilatesclasses.com/memberships/perks/#equipmentCheck out all our Preferred Vendors & Special Deals from Clair Sparrow, Sensate, Lyfefuel BeeKeeper's Naturals, Sauna Space, HigherDose, AG1 and ToeSox https://onlinepilatesclasses.com/memberships/perks/#equipmentBe in the know with all the workshops at OPC https://workshops.onlinepilatesclasses.com/lp-workshop-waitlistBe It Till You See It Podcast Survey https://pod.lesleylogan.co/be-it-podcasts-surveyBe a part of Lesley's Pilates Mentorship https://lesleylogan.co/elevate/FREE Ditching Busy Webinar https://ditchingbusy.com/Resources:Watch the Be It Till You See It podcast on YouTube! https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gLesley Logan website https://lesleylogan.co/Be It Till You See It Podcast https://lesleylogan.co/podcast/Online Pilates Classes by Lesley Logan https://onlinepilatesclasses.com/Online Pilates Classes by Lesley Logan on YouTube https://www.youtube.com/channel/UCjogqXLnfyhS5VlU4rdzlnQProfitable Pilates https://profitablepilates.com/about/Follow Us on Social Media:Instagram https://www.instagram.com/lesley.logan/The Be It Till You See It Podcast YouTube channel https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gFacebook https://www.facebook.com/llogan.pilatesLinkedIn https://www.linkedin.com/in/lesley-logan/The OPC YouTube Channel https://www.youtube.com/@OnlinePilatesClasses Episode Transcript:Pav Lertjitbanjong 0:00  I rebuilt my life after divorce and basically left me completely shattered financially and emotionally, but I learned how to layoff-proof my life, and now I'm quitting my job and retiring from corporate at 43 years old. So now I teach people how to take control of their money and rebound from any situation without overwhelm.Lesley Logan 0:22  Welcome to the Be It Till You See It podcast where we talk about taking messy action, knowing that perfect is boring. I'm Lesley Logan, Pilates instructor and fitness business coach. I've trained thousands of people around the world and the number one thing I see stopping people from achieving anything is self-doubt. My friends, action brings clarity and it's the antidote to fear. Each week, my guest will bring bold, executable, intrinsic and targeted steps that you can use to put yourself first and Be It Till You See It. It's a practice, not a perfect. Let's get started. Lesley Logan 1:05  All right, Be It babe, this is a interesting conversation you're about to hear, because I really was super intrigued by our guests today. I got to meet them several months ago, talk about what they're excited to do. They have actually been a listener of the Be It Pod for a really long time. They've been being it till they see it. And that's literally why they are sharing what they're doing right now. And so I'm super excited for you to hear about Pav and being layoff, layoff ready, right? And I think that's you might be thinking, wow, aren't talking about laying on, getting laid off? You guys, we have to. We have to. Some of you in your be it till you see it might have to be laid off, or might get laid off, or might want to be laid off. So, so I think this is a really cool conversation of like preparedness and also, like honesty about what is life? What is the life we want? Like, have we been honest with ourselves? And when I got off the comic path, we talked about confidence a little bit, and so it wasn't recorded. So I kind of want to just like, bring this in and then I want to you to hear this amazing episode from Pav and hear her journey, and hear what she's doing here, so she's helping people, because I think a lot of people are going to need, like, layoff proof their life. So, confidence, you guys, confidence, isn't something you are deemed with. No one gives it to you. It's also not something you go and get. Confidence comes from doing the thing you said you do. So every time you tell yourself you're gonna go for a walk around the block, and then you postpone it to like answer an email, you are actually etching away at your confidence. But if you go and do the walk, then you are increasing your confidence strength. A lot of people think, oh, once I'm more confident, then I will do X. No, do X, and you will become more confident, right? So with that said, thank you, Pav, for that wonderful question. I'm so sorry you guys, wasn't recorded. I hope that little tidbit gets you there, and here's Pav and Layoff Ready. Lesley Logan 3:02  All right, Be It babe, I'm excited, today's topic, I think maybe we've touched on it a little bit in people's stories, but never had like, someone who's expert at it, someone who's, like, truly been through the trenches and come on the other side, and like, has expertise to share with you, and like skill sets and all those things also probably one of the coolest Be It actions I've ever seen someone do. I hope we get into it as well. Pav, you're our guest today, can you tell everyone who you are and what you're rocking at? Pav Lertjitbanjong 3:29  Yes. Hi Lesley, thank you so much for having me. It's been an honor to be here. So I am Pav Lertjitbanjong. I'm the founder of Layoff Ready and a financial resilience mentor. So basically, what I do is I help professionals to help build income security and freedom. And, you know, before that, I was working in corporate, just like most people, and realized that, you know, finally it's the matrix that we kind of, like, you know, onto, like, this hamster wheel, and had this moment and eventually got out of it. So yeah, and I rebuilt my life after divorce, and basically, kind of left me completely shattered financially and emotionally, but I learned how to layoff proof my life, and now I'm, you know, quitting my job and retiring from corporate at 43 years old. So now I teach people how to take control of their money and and, you know, rebound from any situation without overwhelm and fluff.Lesley Logan 4:27  Oh, I love this. First of all, 43 and you're, like, retired. I think you had all of us. I mean, clearly you're working, you create your own thing, but like, you're retired from corporate life. Like, I think a lot of ears perked up, because that's not the option for a lot of people. I do want to take a step back, because I do love that you shared that like you have gone through divorce, you have had to pick up yourself and put all the pieces back together and start over, like a lot of people listening to the show, you know? I mean, I hope we have some Gen Z, but most likely, most of them are a little they're over 40, and we have been. And through things in life, and sometimes we can take it really personally and think there's something wrong with us. How can we go back in time a little bit like, how did you pick the pieces up after divorce? Like, what? What did you do to even get yourself to a place? Because I can't, unless your divorce was 20 years ago, it feels like this all happened very quickly, that you went from divorced and broke to, like, retiring from corporate. Pav Lertjitbanjong 5:22  Yeah and Lesley, thank you so much for asking me this question, and it's the one that I've kind of like pondered for so long, because, you know, like, when we've been through like, such dramatic situation like this, right? Like we don't usually reflect on the lessons that we typically learn from so I thought about that. So basically, okay, let me just maybe backward on, like, okay, my divorce situation. So I've been married for about seven years, and then, you know, things didn't work out. I think part of this now that I have, like, my renewed faith in in God and, you know, the universe, I believe that if you are onto the path that God is not blessing you, that is not your true calling, he will destroy that path. And that resulted into my divorce. And so the moment that I gathered courage to okay, say to myself that okay, I cannot be in this situation anymore. I need to really do something, or I'm gonna spend the rest of my life, you know, crying about it for the life that I have not lived. And just like what you always say, you know, we do it messy, and we, right? Lesley Logan 6:36  Yeah. Life is messy. It's, you can't like it can't not be, you know, like, one of my dear, my first assistants was a doula. She's like, birth is really messy. Pav Lertjitbanjong 6:48  Yeah. But, you know, I think, like, once you focus on something, and then you surrender to God, he will lead the way. That's what I've that I've believed in. So, you know, with my with my divorce, in order for me to get them to get a divorce, the first step, my lawyer said, Okay, you need to get your baseline ready. You need to do budgeting. And I'm like, okay, with an MBA in finance, I didn't know how to do budgeting, which was like, so crazy. And I'll tell you this, like with Layoff Ready, I have worked with some of the clients that are, like, higher up in corporate, and they are the same, I think, like, the higher up you are, you rely so much on like, so called experts to help with your personal life, life, right? Like, because you are so good at what you do, so you don't really, yeah, you you neglect what you need to do for yourself, because you just totally trust experts. And that's kind of how I've always been. So I had to start from the ground up in terms of, okay, like, what exactly is my net worth without my husband or ex husband now? And it took me six months Lesley, not because it was hard in the sense that, like, oh, all the calculation, because I'm like, a number person anyway, but the six months to actually feel the feelings, right? Like, really, gather all the documents and really, okay, this is it. You know, once I submit that paperwork, once I file this, then that's the beginning of the new life unknown.Lesley Logan 8:20  Thank you for sharing that. I think a lot of people don't do things because it really does mean by finishing it, it marks the end, like, that's the end of that, you know, like, whether it's a person who's passed away or a pet that's passed away, like, dealing with the their toys and the dog beds, whatever it is, like, once it's gone, it's like, well, they're really gone. Like, there's not even a sign of them around here. So like going through and figuring it out, like I can see why you would want to take six months, not because the numbers are hard, but because it's hard. It's just hard. Yeah.Pav Lertjitbanjong 8:49  Exactly, Lesley. And I mean, when you talk about pets, you know, I've been through that same situation too, and I am a procrastinator, and that's my new year resolution, which I'm kind of, like slowly getting there. Same thing, like, when, when my two, my two rabbits died from that marriage, you know, they came with me. It also took me six months to, like, clean up everything.Lesley Logan 9:12  Yeah, because it was, like, the last, you know, like the last thing of that, yeah. Well, so, okay, so during the six months, did you do anything to kind of help yourself out? Did you go did you stay home and, like, wallow? Did you go out? Like, how did you, like, take care of yourself and get to know yourself? Was there anything, any Be It Action Items that you did in there? Pav Lertjitbanjong 9:32  Oh my gosh, okay. Like, shamelessly saying, I did absolutely nothing, just like, wallowing, you know, being in, like, my shoe box apartment in New York City, because at the time, I already moved out of my my house, and I didn't really have much in savings at the time, because basically, when you're married, then, you know, things are kind of commingled in a way. So not so much. You know, that was probably one of the darkest time of my life. And you know, back to like what I did, and what did I learn from that, from from like, the whole process was that the power of budgeting that's so important. And let me just tell you this, Lesley, so after that six months, I decided, okay, like, I need to do something. I I'm gonna file that paper and get that budgeting done. Took me one day. Lesley Logan 10:20  Right. Pav Lertjitbanjong 10:21  One day. Lesley Logan 10:22  Right, I know it's really funny, isn't it so funny? Like, I think we can all, like, see ourselves in this I'm like, oh my god, I gotta write that email, or I gotta go to that thing. I gotta go, and then you go it was like, 17 minutes at the DMV that wasn't even that part. Like, it just feels so heavy. Yes, I understand. I understand. Pav Lertjitbanjong 10:38  Yeah. So it took me one day of focus work to get that going and everything. And to my surprise, when, like, back to when we're talking about, like, you know, when we surrender to God, God actually, like, help pave the way for you and I found almost half a million dollars in a hidden 401k account. Lesley Logan 10:59  That's half a million dollars? Pav Lertjitbanjong 11:01  Almost, close to, yeah. Lesley Logan 11:02  Oh my god. Pav Lertjitbanjong 11:04  So when you talk about save it and you forget it, I literally forgotten that. And no joke, like, serious, and.Lesley Logan 11:13  That's, Pav, that's insane. So, like, here you were, like, broke as a joke on a tiny apartment. Procrastinate. I just want to, like, reiterate this so that people, like, stop procrastinating, procrastinating and wallowing all these things. Then you do the paperwork and you have a half a million dollars.Pav Lertjitbanjong 11:30  Yes, close enough. So, so yeah, like, my life literally just kind of changed overnight, you know, with that one power of budgeting. Lesley Logan 11:39  And by then you'd learn how to budget. So that's great. So probably best, probably best. You had to learn how to budget first.Pav Lertjitbanjong 11:46  Exactly, exactly. Yeah. So that was basically like my moment that, you know, my whole life, Lesley, like okay as a woman, and actually not all women, but maybe like the way that I was raised, I always thought that, okay, the only way for me to become a millionaire, to become financially free, I need security of a man to help me.Lesley Logan 12:10  Oh, you're, I mean, I think, first of all, so in the States, women couldn't get their own credit card until, like, their 80s, 1980s right? So, like, like, in my lifetime, right? And I think I can't remember when women were allowed to buy their own homes, but at any the reason why, like, people are always like, oh, there's so much divorce now there's, no, women couldn't leave shitty shit because they couldn't own a home, they couldn't often find work, and they certainly couldn't have a credit card. So like, yeah, Pav, like, we're of the age where, like my mom, like her mom, couldn't, didn't have a credit card when she was of her own right. So my mom is the first person in my family that could have her own money. So I think a lot of us have that, that we're not raised with that. And so what you see around you, because that first generation above you, they all had to go through that. That's how they were raised. So it's completely normal to think that. And I think what's really cool is we've now had 40 something years of it. So it can change where we we all can be billionaires, and then we can marry someone, whether it's a man or woman who also is a millionaire, and then we can have more money that we can do good things with.Pav Lertjitbanjong 13:13  Yes, the more the merrier, Lesley, yeah, and I think, like to your point, basically, I think what went through with my life, even though I suffer for a long period of time, I felt that it actually was proud of myself that I was able to help, like, break the generational curse, you know, because that were, like, what you talked about, you know, like there were women that didn't really have those opportunities.Lesley Logan 13:40  No, and they weren't loved either, like, not for who they were, yeah, my gosh, Pav. So you get to this place where, like, oh my gosh. Now you're not devastated. I mean, you're devastated from the divorce emotionally, but you're not devastated financially. You have, you have a jumping off point. So can we, can we jump ahead to like, how do you go from like, okay, I am now I'm gonna go now I have a half million dollars. It's not enough to like, retire off of today. But how do you go from that to like, I'm gonna help people be layoff ready? Because one of the things that, like, I feel is so topical. We talked about this before I hit record, it's like, there's a lot of people being laid off right now, and with AI, which has its own devastating effects and also great things. We use AI all the time, like, there's going to be more. And so I think, like, you know, in case, in case, someone can't just randomly find an old 401K they forgot about, how do we prepare them?Pav Lertjitbanjong 14:33  Yeah, okay, so you have asked so many amazing questions. So like, let me break it down. So like, number one you were asking about, like, okay, how did they kind of jump start from like, okay, that's aha, moment that okay, finally, it can be my own rich man, or at least the starting point until, like, okay, helping people, right? So I think, like, ever since then, I realized that okay, now I can be my own rich man, that I cannot rely on the security of a man to. Lesley Logan 15:00  No, you don't have to. Pav Lertjitbanjong 15:00  For anything, right? Even though, like, okay, great, we, we would love to find my soulmate. I mean, our soulmate, and I'd love to have a rich husband again, but you're not better version. But, yeah. But I think ever since then, I realized the power of financial literacy and, you know, really becoming my own person, because I always had low self-esteem, Lesley, you know, I think it's just kind of like what we talk about, the general generational curse. So anyway, since then, I started, like, okay, studying investing, personal finance, you know, make sure that okay. Like, by the way, I don't think that I dropped that bomb on you yet. But I also, like, with that marriage, I had about $100,000 debt. So with the money that I found, even though I had the 401K, you cannot liquidate the whole thing, right? Because you pay so much taxes. Lesley Logan 15:52  There's rules. Pav Lertjitbanjong 15:53  Yeah, exactly. Like, like, it's your money, but it's not your money. Lesley Logan 15:58  Right, right, right, right. Pav Lertjitbanjong 15:59  Yeah. So okay, so I had to find a way to, like, supplement that. How can I make more money? So, like, one is okay, I already have a corporate job. It's good paying, but obviously it didn't really help fund my entire lifestyle because, like, I used to live large, but now on my own, I need to, like, okay, number one, downsize my life a little bit more. You know, like, I can't really go to, like, three Michelin star on a Friday, you know, if I want to, these days, you know, something that you have to, like, really plan on. And then, let me forewarn you, it doesn't apply to everyone, but for me, I actually strategically leverage debt to help me pay debt.Lesley Logan 16:38  Yeah, heck yeah, girl, are you, I haven't had one come in the mail, but I definitely when I was like, getting out of homelessness and getting back on my feet, I was like, oh, this card will let me be interest-free for 18 months. Heck yeah. We're taking this card move all this debt over, so now I'm actually paying it off, and now I have 18 months to pay this off. Yes, yes, I hear you. I, there's, but there, because there is better, there is better debt out there. Yes, for sure.Pav Lertjitbanjong 17:06  Exactly, yeah. So free money. So one thing led to another, I was and then Covid happened. You know when people talk about and okay, like, let me just be clear, Covid totally suck. Like, that should not happen, but for me, I was lucky, in a sense that okay, during Covid, you know, I got to work from home. You know, as a tech worker, you get to work from home, and I had a little bit time, you know, like during, like, early hour, because I work West Coast hour before to really do a little bit of day trading, you know, like, maybe the first two, three hours after the market stopped before I actually work my real job, and I got lucky, I was able to buy at the lowest, probably, and it kind of bounced from there.Lesley Logan 17:52  Yeah, that's what you're I mean, like, when everything was going crazy recently and going low, like our neighbors like this, I'm like, I'm not even looking. I'm literally giving them more money. I'm gonna give my people more money to go play in the other places that it's gonna be good. Like, obviously, to avoid these but, like, we'd be smart about it. But like, this is how people got rich in the Depression. You gotta buy when it's low and during those Covid times, good for you. You know what I'm hearing from you Pav is, like, you're not afraid to do something that is a little scary, and you're not waiting for someone to tell you it's okay. Like, that's pretty badass.Pav Lertjitbanjong 18:27  I've not always been that way, Lesley, but thank you. It's an honor hearing that from you. Lesley Logan 18:33  Well, I mean, clearly the, maybe it's the divorce that, like, made made you that way. You know what I mean? Because I think sometimes we go through hard things, we're like, whoa. Like you develop a skill set because you need to, you know, so, like, I think that's really cool. Pav Lertjitbanjong 18:45  Thank you. Yeah, and I think, like, the most important things, actually two things that I was able to gain from the divorce, not just, like, the money part, which that is great, right? Like, with investing, one thing led to another. I was able to, like, you know, make a lot more money from there. And by the way, I got a promotion after, you know, when I decided, okay, like, I need to make more. You know, the Power Focus is when you focusing on something like it actually happened, because God was just like, make sure that he orchestrate everything for you.Lesley Logan 19:17  Well, also you're putting yourself out there, and you and you said the right words, focus. I think a lot of people go, I don't have this, as opposed to, where can I get this? You know, like, you're like, I need to make more money. What's in front of me? And so I think that that's a really important distinction, because a lot of people like, I have no money, and they sit around going wallowing, I don't have any money, I'm having and they're like, look, there are days for crying, like you are going through a divorce, there's a few. You should have a few fuck, fucking crying days on the floor. But then you have to, like, get up and go, okay, what do I want? What can I do with what I have? And so I love the like, I'm gonna put in for a promotion. Like you don't get a promotion if you're not ready for it. Like no one's doing in corporate., as a woman, no, you had to earn that so, like, I mean, like, I'm sure there's not all corporations do that, but like, let's be real. Like, a lot of them, you have to prove that you are more than qualified for that job. So way to go.Pav Lertjitbanjong 20:12  Yeah, thank you. And by the way, to add on top of that, like, when you were talking about, if you don't ask, you don't receive. Like, that's so true, because, like, I had a co worker I came to and I asked her, like, hey, I want to put you on a promotion list, you know, as an endorser for this quarter. And she's like, oh, thank you. I really appreciate that. But, you know, I am like, I think I thought it was due to for promotion, like, last year. I'm like, well, have you ever asked for it? No. Like, if you never ask, you never get it. You don't get it.Lesley Logan 20:43  Oh that is, you know, it's unfortunate, but like, it's true, like, a lot of people get places because they just asked, you know, like, there's even just some opportunities that I have had because I just asked, not because I was qualified, you know, I mean, I had to be qualified enough. But, you know, like, sometimes it's just like, who, you know, so, or what, who, whom you ask. So, I love that. So, okay, so you got a promotion, you play the stock market, and then were you like, were you always thinking about, okay, I can't wait. Like, I want to retire from corporate early. Was that like the plan? How did, how did you go from like, getting promotion, working corporate and day trading, to going, okay, I'm gonna help people prepare their lives for a big change, like a change outside their control, because that's what Layoff Ready is. It's like you're ready if a change outside of your control happens.Pav Lertjitbanjong 21:32  Right. Yeah, Lesley, and that's such a great question, and to be honest with you, like I've always had in my mind that I want to retire early, because ever since I was young, I always knew that, like, this is not it, like my life should not be in PowerPoint and, you know, be a corporate robot. And even though, like, let me just tell you, I know, like some people talk about, like, burnout, or, you know, like, how they've been treated badly by their companies, I feel very fortunate, like my career so far in general, that I have been treated very well for the most part, and I'm really, really, really grateful for that. But I think I've always, like, had that goal that I wanted to be able to retire, like, before 45 or like 50, you know, and really do my own thing and live my life. But let me just tell you I never had that courage, too. So when you told me about, like, hey, Pav, you're a badass, you know, thank you. I can confidently say that yes, Lesley, today's Pav says yes, I am a badass. But like, maybe, like, two months ago Pav, or maybe, like, whatever, you know, 40 years old Pav will not be that. Lesley Logan 22:38  I think it takes time to realize, like somebody in one of our communities, just like, mentioned, like, something happened that four years ago, right? And I was like, and it's so easy to go, oh my god, it's been four years, like, as a long time, and then it's like, it's only been four years, like, I can't believe how, like, what you've done in like, such a short time. So, like, it's, of course, like you recognizing your boldness and your badassery, like, in the last couple of months versus three years, like, there's, I don't think that's even you don't have to just, you can act that's fine. That's exactly when you found it, you discovered it. And I think that's important because, like, there's going to be days we don't feel like that. But also we have to look back and go, whoa look what I did in such a short period of time, you know, like, a short period of time, like, that's kind of a lot of growth. So let's talk about Layoff Ready a little bit, because I think a lot of people think it won't happen to them. Oh, it's gonna happen to that person, but I'm really great at my job, or I'm, you know what I mean, like, I'm really excellent at this. Like, what are some things people need to be thinking about, or just, like, reviewing, you know, because it's gonna take them a couple weeks that they should be looking into to make sure that they're layoff ready. Like, what are some signs, or what are some actions? Pav Lertjitbanjong 23:47  Yeah, so first, and thank you for asking Lesley. So Layoff Ready is a freedom-based financial preparation. So it's not just like, oh, you know, like, hey, this is like, your investment advisor telling you to like, okay, this is how you allocate your your investment so on, right? But this is more about like, how can you really design a life that you really want to live in, you know? So to to decide a life that give you the option for freedom if you want to, it's not about like, hey, you know, tomorrow, or everybody goes and go into the office and like, hey, I want to quit my job because I'm layoff ready? Some people, maybe you really love the job that you're doing. But you know, like, what you touch on is, with this economy, is your job really safe? Not really, with AI rising, I don't think that anybody is safe, right? Like, for God's sake, people been talking about what like by 2032 we may not even like have jobs the way that we see it.Lesley Logan 24:47  Oh yeah, I think, and that's 2032 that is, that is a very short time away. It is seven years like I'm an optimistic person most of the time, and when I think about what AI is going to do, I. I think about like, it's not going to be great for everybody. It's going to be great for those who can use it. It's not going to be great for everybody. So I do think that like preparing ourselves to understand, like, what, what is a life we want to live. And I love that, like going through that so that no matter if you choose it or it chooses you, you can be, you can be, you know, you'll still cry, but you can have a next step.Pav Lertjitbanjong 25:24  Exactly, yeah, and I think, like, you know, it's also beyond, like, the financial preparedness or the career preparedness, but like, the emotional clarity and preparedness that comes with that, right? Like, basically, it gives you an option to be able to walk away from a situation or a job or even like people, or like, in my case, like a marriage that no longer align with with you, with your goal in life. And so for me, I think layoff ready, layoff proofing your life is about like, you know, being like, strategically creating options for yourself so you never feel stuck. Like, you don't wait for security, you create it, and you build the skills and the incomes before you need them. And you also, like, you know, help you stay adaptable, knowing that job security is an illusion, but the career resilience is real, and that's what I think is so critical these days.Lesley Logan 26:20  So many takeaways. But like, we don't wait for security. We create security like that, that is key, Pav, that is like, I think a lot of people have a false security with their gigs, with their jobs, you know. And I think also, you know, the way the world works, it gives them that false security. Like took my husband and I over two years to prove to the powers that be that we could afford a home, because we don't work for anybody but ourselves. Never mind that ourselves have made more money year after year. You know, like every tax season, you can see that where our company is growing, they're like, oh, but you work for yourself. No, that's not trustworthy. Well, I'm not gonna fire me. So like, feels pretty secure, if you ask me. But like, I think it's like creating that security and creating the things around your life. You know, when we were talking about Covid, like, which was terrible, yes, yes, yes. But let's talk about this. The good thing is that came as a lot of people evaluated what they were doing and what they wanted and what they needed, because they were laid off, you know, they were forced to do it in a way. But like with what you're doing with people now is like actually helping them decide it ahead of times they have to leave, right? Like they're not, you're not necessarily encouraging them to leave, but you're just helping them create the ability to have a decision.Pav Lertjitbanjong 27:40  Exactly, yeah, and, and I also think that when you layoff-proof your life, it not like, not only it just gives you options, but it actually gives you peace of mind as well. And I think, like, in this day and age, especially at our age now, it's, it's the most important. I think, like, it's like, way more important, even beyond, like, money or success.Lesley Logan 28:03  Yeah, yeah, no. I mean, I agree. Like, you know, they say, like, we have six, there's six needs we all have universally. So certainty is one of them. And like, we all crave it, right? Like, craving that certainty, like, the job is going to be there, the money is going to be there. But we also crave uncertainty. We want things to change, right? But what you're talking about and what you've promoted yourself to doing you retired from corporate to do this with people is like, help them be able to make a decision for themselves and have certainty around it.Pav Lertjitbanjong 28:40  Right, yeah. And I think one, one important thing too, Lesley, that I feel like we have been lied to, is I don't think that we need that much in life in general, like in this capitalism society, like, do we need, like, you know, 10 handbags or.Lesley Logan 28:57  Well, I do, but some people don't.Pav Lertjitbanjong 29:01  More power to you. More power to you.Lesley Logan 29:04  But I, but I do agree, like, it is interesting. Like, I actually believe in a healthy capitalism, right? Like, I actually think, like, Netherlands is really great. Like, I want to live there. They have a community-based capitalism. I'm in. But I do think that you're right that, like, there's a lot of lies, that the more stuff we have, the more rich we are. When really, like, I'm looking at a very full closet and like, when was the last time we opened this closet door? Like, when do we use these things? And so I think that there is something about what you're saying is like, we can layoff-proof of our life by just evaluating, like, are we living a life that we actually want or are we living one that we we're lied to about. Pav Lertjitbanjong 29:44  Right. Exactly. I think, like my point on.Lesley Logan 29:47  I'm sorry, I cut you off because I, because people know I have a lot of handbags.Pav Lertjitbanjong 29:51  Trust me, me too, like I used to work so close to Fifth Avenue, so totally understand, and that's why I never had savings when I was younger. Anyway, but, yeah, like, basically, you don't need millions to retire early if you want to. There are different types of retirement, or, like, we call it like a FIRE, right? The FIRE movement, Financial Independence Retire Early movement. So there are different types of FIRE that allows you to retire early. Like some people, for example, can, you know, retire with, like, a super tight budget. Some people retire with big budget, with what? So what that means they need to make more money, and they need to invest more and they need longer time to invest, right? Or some people, they call it like a barista FIRE. So for barista FIRE is more on you you basically you retire, but if you still, like, keep a part time job that gives you benefits, and, you know, like, still earn.Lesley Logan 30:45  Oh yeah, yeah, yeah, that's like, my dad, because he can't sit still. Can't do it.Pav Lertjitbanjong 30:51  I mean, whatever works for, you know, for for him, or, like, for each person is totally different. But yeah, like, I before I retire, and I would say, like, now I'm more, like, you know, kind of in a way, like a same might retired, because obviously, like, I don't think that we can actually, like, sit still and just, okay, like, today I'm just gonna go to the beach and do nothing, even though it's so cool, but you get bored, right? But, but, yeah, like, you can live with so much less, and you don't need millions of dollars to retire. I think that's what I I've learned from that, and how I came to that realization, though, Lesley is because of the numbers. So, you know, like, when you were talking about, like, how can people prepare to, like, layoff-proof their lives? How can people prepare to like, you know, if they want option to retire early? Like, what's the first step to get there? I would say, know your numbers. So there are only three numbers that you need to know that is so important, like, one is your net worth, assets, minus liability. The second one, I call it FU funds. People have different definition of that, but my FU fund is more like an emergency fund. You know, when you talk to experts, because sometimes people say, okay, like three to six months. I don't think it's enough these days with inflation, right? You need, like, Yeah, six, twelve months. So, basically, exactly. So that's the money that you can kind of walk out if from any situation, if you want to, it's kind of like, okay, if you I go by kind of situation. And then the last one is the one we discussed, like, on the fire, like, how much money you need to invest in in the market in order for you to, like, take a smaller amount in, on average, I think it's about 4% that you can take safely from your investment, so that you can live on and still have some money left to.Lesley Logan 32:34  Reinvest if that that's working for you. I that's great. I think that makes it so easy. Because I think a lot of people think like, oh, gotta think about my retirement. I gotta think about my life. Oh, I got laid off crap. And it's like, if you only have to focus on three numbers, it makes it really simple. And I love this idea of, like, barista fire. These are fun. These are really great. Pav, who are you most excited to work with? Like, who do you want to like, are you do do like, who is it that you're wanting to make sure that you help people like, Layoff Ready?Pav Lertjitbanjong 33:08  So I typically work with more, like a high achiever, people in corporate but I think the most I would say, like underserved market is women, right? Like, women, especially a little bit older, like, 40 plus years old that has been in corporate for a while, and are more prone to be laid off. I think these are the demographic that I'm like, so excited to work with, because essentially, that's kind of like me, in a way. You know, I think when we pursue our, like, real, true passion project, or like I call like God's given purpose, you actually are serving the people that. How do I say that? Like your younger self, in a way, basically.Lesley Logan 33:54  Totally, everyone who listens to this podcast is, was me. Maybe there may be there different ages of the my younger version of but yes, we are all with we're the best. We are best able to serve the people we once were. So I love this. Pav, this is so exciting. We're gonna take a brief break. Find out how people can find you, follow you and work with you.Pav Lertjitbanjong 34:14  Yes, so you can find me on Tiktok at momentsofreset, M-O-M-E-N-T of reset, or layoffready.com. Lesley Logan 34:22  layoffready.com Yeah, I can't believe that wasn't, good for you, that was waiting for you momentsofreset and layoffready.com. All right, Pav, what bold, executable, intrinsic or targeted steps do you have for us to take away from this episode? Pav Lertjitbanjong 34:36  Okay. So bold doesn't have to be loud, but it has to be true. The life that you want is not built at once. So it's built in the micro moment of honesty to yourself, so until one day the outside world catches up, and you know, you just be it to till you see it, and people will see it too.Lesley Logan 34:57  Oh, that is so beautiful. That is actually so true, those micro moments of you being honest and you're that's so wise, Pav, and then the world catches up with you. I love, instead of us. I love that. I love that so much. Pav Lertjitbanjong 35:11  Thank you. Thank you. Lesley Logan 35:15  I, well, this is so fun, because it's not like I don't always have people who've been listening to show for a long time move and slowly being it till they see it on the show. Like it's just not something that happens very often. And so it's just so cool to hear the full circle. And for for everyone to hear the full circle of you going through the life that you went through, doing the hard thing, you know? And now you've got something that can help other people do it too. I mean, like, that's just beautiful.Pav Lertjitbanjong 35:42  Yeah. And thank you so much, Lesley, for I think, like, the work that you have done actually has not just only helped me, but I'm sure, like, it has helped thousands, if not millions, of people. You are doing God's work. So I think, like, I wish that that would be more of you. So thank you so much for all you have done. Thank you.Lesley Logan 36:01  Oh, Pav, I can't, you're the last thing in my day today, and I've never received that. I'm going to take it with me on a vacation. I'm so, so grateful. You know, if we all give ourselves the credit that we would give other people, right, we would realize that, like, we actually are doing great jobs, and it's just hard. It's just hard because you don't see all the efforting that's happening. You don't see all the people whose lives, but even you, Pav, saying thank you. And also you're going to give so many people permission on this show, you know whether or not they call you to be Layoff Ready but maybe they actually just go, oh, wait. I can actually just fill out that paper. It's gonna take one day or, oh, I actually need to sit down and think about, like, what do I want? What does wealth mean to me? Like, I think that it's just so cool, and you've just given some great things. So now you're on your way to impact more and more people in the world and it's going to be a better place because of people like you and people like me and people who are listening to this podcast. You know, people listening to this podcast, you guys are amazing people, cheerleading people all the time. And I say this to the people I coach you are the only person who can do what you do the way that you do it. You are it. And so don't be quiet. Don't be soft. Don't hide your magic, because there's people who are literally waiting for you. You know you're the only one. So, Pav, thank you for stepping out and creating Layoff Ready. I'm super excited for what you're doing and for the people who are gonna experience it. And everyone, share this with a friend who needs to hear it, someone who needs to hear a journey that someone's been on, someone who needs to hear that there is ways to prepare themselves. So no matter what happens, they're ready for it and but they even they can be like a barista fire. That's so cool. Didn't even know that. So Pav, thank you so much. And until next time everyone, Be It Till You See It.Lesley Logan 37:42  Hey, be it babe. So what  I love so much about the guests that we bring on is that they continue to research what they are experts in and dive in deeper. And when they find new ways of helping people, they always reach out and let us know. And Pav has been doing a ton of research and science around. How to make decisions under pressure and what your nervous system is going through, and different things like that. So if you are working in the leadership experience or you're trying to dive more into that, or you have, you notice you're having a hard time making decisions. She's also coaching and advising people in that capacity. So if you enjoyed her energy and  her way of thinking about this topic, you're gonna love what she's doing over there.  Lesley Logan 37:43  That's all I got for this episode of the Be It Till You See It Podcast. One thing that would help both myself and future listeners is for you to rate the show and leave a review and follow or subscribe for free wherever you listen to your podcast. Also, make sure to introduce yourself over at the Be It Pod on Instagram. I would love to know more about you. Share this episode with whoever you think needs to hear it. Help us and others Be It Till You See It. Have an awesome day. Be It Till You See It is a production of The Bloom Podcast Network. If you want to leave us a message or a question that we might read on another episode, you can text us at +1-310-905-5534 or send a DM on Instagram @BeItPod.Brad Crowell 38:26  It's written, filmed, and recorded by your host, Lesley Logan, and me, Brad Crowell.Lesley Logan 38:30  It is transcribed, produced and edited by the epic team at Disenyo.co.Brad Crowell 38:35  Our theme music is by Ali at Apex Production Music and our branding by designer and artist, Gianfranco Cioffi.Lesley Logan 38:42  Special thanks to Melissa Solomon for creating our visuals.Brad Crowell 38:45  Also to Angelina Herico for adding all of our content to our website. And finally to Meridith Root for keeping us all on point and on time.Transcribed by https://otter.aiSupport this podcast at — https://redcircle.com/be-it-till-you-see-it/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

On today's PowerPoint, Pastor Jack Graham takes a look at what it means to risk your life for the sake of Christ. What do we sacrifice for our faith? Are we praying the bold prayers that will take us outside of our comfort zones and closer to where God is calling us? To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Purpose, trust and laughter matter.  SUMMARY Dr. Heather Wilson '82, former secretary of the U.S. Air Force, and Gen. Dave Goldfein '83, former chief of staff of the Air Force, highlight the human side of leadership — honoring family, listening actively and using humility and humor to build strong teams. Their book, Get Back Up: Lessons in Servant Leadership, challenges leaders to serve first and lead with character.   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK    TOP 10 LEADERSHIP TAKEAWAYS FROM THIS EPISODE Leadership Is a Gift and a Burden – Leaders are entrusted with the well-being and development of others, but that privilege entails tough, sometimes lonely, responsibilities. Servant Leadership – True leadership is about enabling and supporting those you lead, not seeking personal advancement or recognition. Influence and Teamwork – Lasting change comes from pairing authority with influence and working collaboratively; no leader succeeds alone. Embrace Failure and Own Mistakes – Effective leaders accept institutional and personal failures and use them as learning and teaching moments. Family Matters – Great leaders recognize the significance of family (their own and their team's) and demonstrate respect and flexibility for personal commitments. Be Data-Driven and Strategic – Borrow frameworks that suit the mission, be clear about goals, and regularly follow up to ensure progress. Listening Is Active – Truly listening, then responding openly and honestly—even when you can't “fix” everything—builds trust and respect. Humility and Curiosity – Never stop learning or questioning; continual self-improvement is a hallmark of strong leaders. Celebrate and Share Credit – Spread praise to those working behind the scenes; leadership is not about personal glory, but lifting others. Resilience and Leading by Example – “Getting back up” after setbacks inspires teams; how a leader recovers can motivate others to do the same.   CHAPTERS 0:00:00 - Introduction and Welcome 0:00:21 - Guest Backgrounds and Family Legacies 0:02:57 - Inspiration for Writing the Book 0:05:00 - Defining Servant Leadership 0:07:46 - Role Models and Personal Examples   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Host: Lt. Col. (Ret.) Naviere Walkewicz '99 Guests: Dr. Heather Wilson '82, former Secretary of the U.S. Air Force, and former Air Force Chief of Staff Gen. (Ret.) Dave Goldfein '83  Naviere Walkewicz 0:09 Welcome to Focus on Leadership, our accelerated leadership series. I'm your host, Naviere Walkewicz, Class of '99. I'm honored to welcome two exceptional leaders whose careers and friendship have helped shape the modern Air Force, while inspiring thousands to serve with purpose and courage. Our guests today are Dr. Heather Wilson, USAFA Class of '82, the 24th secretary of the Air Force, now president at the University of Texas El Paso. And Gen. Dave Goldfein, Class of '83, the 21st chief of staff of the Air Force. Both are United States Air Force Academy distinguished graduates. Together, they've written Get Back Up: Lessons in Servant Leadership, a powerful reflection on resilience, humility and the courage to lead to adversity. And our conversation today will dive deeply into the lessons they learned at the highest levels of command and in public service, and what it means to serve others first. Thank you for being here. Gen. Dave Goldfein 1:08 Thank you for having us. Naviere Walkewicz 1:09 Absolutely. This is truly an honor. And I mentioned that I read this incredible book, and I'm so excited for us to jump into it, but before we do, I think it's really important for people to know you more than the secretary and the chief. I mean chief, so Gen. Goldfein, you came from an Air Force family. Your dad was a colonel, and ma'am, your grandpa was a civil aviator, but you really didn't have any other military ties. Dr. Heather Wilson 1:29 Well, my grandfather was one of the first pilots in the RAF in World War I, then came to America, and in World War II, flew for his new country in the Civil Air Patrol. My dad enlisted by that a high school and was a crew chief between the end of the Second World War and the start of Korea, and then he went back home and became a commercial aviator and a mechanic. Naviere Walkewicz 1:52 I love that. So your lines run deep. So maybe you can share more and let our listeners get to know you more personally. What would you like to share in this introduction of Gen. Goldfein and Dr. Wilson? Gen. Dave Goldfein 2:02 Well, I'll just tell you that if you know much about Air Force culture you know we all get call signs, right. Nicknames, right? I got a new one the day I retired, and you get to use it. It's JD, which stands for “Just Dave.” Naviere Walkewicz 2:17 Just Dave! Yes, sir. JD. I will do my best for that to roll off my tongue. Yes, sir. Gen. Dave Goldfein 2:25 And I will just say congratulations to you for your two sons who are currently at the Academy. How cool is that? Naviere Walkewicz 2:31 Thank you. We come from a Long Blue Line family. My dad was a grad, my uncle, my brother and sister, my two boys. So if I get my third son, he'll be class of 2037, so, we'll see. We've got some time. Gen. Dave Goldfein 2:41 We have grandchildren. Matter of fact, our book is dedicated to grandchildren and they don't know it yet, but at least on my side, they're Class of 2040 and 2043 at the Air Force Academy. Naviere Walkewicz 2:52 OK, so my youngest will be cadre for them. Excellent. Excellent. Dr. Heather Wilson 2:57 And my oldest granddaughter is 4, so I think we'll wait a little bit and see what she wants to do. Naviere Walkewicz 3:04 Yes, ma'am. All right. Well, let's jump in. You just mentioned that you wrote the book primarily for your film book. Is that correct? Gen. Dave Goldfein 3:09 Yes. Naviere Walkewicz 3:10 How did you decide to do this now together? Because you both have incredible stories. Dr. Heather Wilson 3:14 Well, two years ago, we were actually up in Montana with Barbara and Craig Barrett, who —  Barbara succeeded me as secretary of the Air Force. And our families, all six of us are quite close, and we were up there, and Dave was telling stories, and I said, “You know, you need to write some of these down.” And we talked about it a little bit, and he had tried to work with another co-author at one time and it just didn't work out really well. And I said, “Well, what if we do it together, and we focus it on young airmen, on lessons learned in leadership. And the other truth is, we were so tired of reading leadership books by Navy SEALs, you know, and so can we do something together? It turned out to be actually more work than I thought it would be for either of us, but it was also more fun.   Naviere Walkewicz 3:59 How long did it take you from start to finish? Dr. Heather Wilson 4:02 Two years. Naviere Walkewicz 4:03 Two years? Excellent. And are you — where it's landed? Are you just so proud? Is it what you envisioned when you started? Gen. Dave Goldfein 4:10 You know, I am, but I will also say that it's just come out, so the initial response has been fantastic, but I'm really eager to see what the longer term response looks like, right? Did it resonate with our intended tenant audience? Right? Did the young captains that we had a chance to spend time with at SOS at Maxwell last week, right? They lined up forever to get a copy. But the real question is, did the stories resonate? Right? Do they actually give them some tools that they can use in their tool bag? Same thing with the cadets that we were privileged to spend time with the day. You know, they energized us. I mean, because we're looking at the we're looking at the future of the leadership of this country. And if, if these lessons in servant leadership can fill their tool bag a little bit, then we'll have hit the mark. Naviere Walkewicz 5:07 Yes, sir, yes. Ma'am. Well, let's jump right in then. And you talked about servant leadership. How would you describe it? Each of you, in your own words, Dr. Heather Wilson 5:15 To me, one of the things, important things about servant leadership is it's from the bottom. As a leader, your job is to enable the people who are doing the work. So in some ways, you know, people think that the pyramid goes like this, that it's the pyramid with the point at the top, and in servant leadership, it really is the other way around. And as a leader, one of the most important questions I ask my direct reports — I have for years — is: What do you need from me that you're not getting? And I can't print money in the basement, but what do you need from me that you're not getting? How, as a leader, can I better enable you to accomplish your piece of the mission. And I think a good servant leader is constantly thinking about, how do I — what can I do to make it easier for the people who are doing the job to get the mission done? Gen. Dave Goldfein 6:08 And I'd offer that the journey to becoming an inspirational servant leader is the journey of a lifetime. I'm not sure that any of us actually ever arrive. I'm not the leader that I want to be, but I'm working on it. And I think if we ever get to a point where we feel like we got it all figured out right, that we know exactly what this whole leadership gig is, that may be a good time to think about retiring, because what that translates to is perhaps at that point, we're not listening, we're not learning, we're not growing, we're not curious — all the things that are so important. The first chapter in the book is titled, Am I worthy? And it's a mirror-check question that we both came to both individually and together as secretary and chief. It's a mere check that you look at and say, “All right, on this lifelong journey to become an inspirational servant leader, am I worthy of the trust and confidence of the parents who have shared their sons and daughters with the United States Air Force and expecting us to lead with character and courage and confidence? Am I worthy of the gift that followers give to leaders? Am I earning that gift and re-earning it every single day by how I act, how I treat others?” You know, that's the essence of servant leadership that we try to bring forward in the book. Naviere Walkewicz 7:38 Right? Can you recall when you first saw someone exhibiting servant leadership in your life? Dr. Heather Wilson 7:46 Good question. It's a question of role models. Maj. William S. Reeder was my first air officer commanding here. And while I think I can probably think of some leaders in my community, you know, people who were school principals or those kind of things, I think Maj. Reeder terrified me because they didn't want to disappoint him. And he had — he was an Army officer who had been shot down as a prisoner of war in Vietnam. He still had some lingering issues. Now, I think he had broken his leg or his back or something, and so you could tell that he still carried with him the impact of that, but he had very high expectations of us and we didn't want to disappoint him. And I think he was a pretty good role model. Gen. Dave Goldfein 8:47 You know, one of the things we say at the very end of the book is that we both married up. We both married incredible leaders, servant leaders in their own right. So in my case, I married my high school sweetheart, and we've now been together almost 43 years, coming up on 43. And when you talk about servant leadership, you know, very often we don't give military spouses enough credit for the enormous courage that they have when they deal with the separations, the long hours, very often not talked about enough, the loneliness that comes with being married to someone who's in the military. And so I just give a shout out to every military spouse that's out there and family to thank them for that very special kind of courage that equates to servant leadership on their part. Naviere Walkewicz 9:47 Excellent. Those are both really great examples, and I think, as our listeners are engaging with this, they're going to start to think about those people in their lives as well, through your descriptions. Early in the book, you make this statement: “Leadership is a gift and a burden.” Might you both expand on that?   Dr. Heather Wilson 10:03 So it's a gift in that it's a gift that's given to you by those whom you are privileged to lead, and it's not just an institution that, you know, it's not just the regents of the University of Texas who have said, “Yes, you're going to be the president of the University of Texas at El Paso.” It is those who follow me who have given me gift of their loyalty and their service and their time. It's a burden, because some days are hard days, and you have to make hard calls based on values to advance the mission and, as chief and service secretary, there are no easy decisions that come walking into that part of the Pentagon. The easy decisions are all made before it gets to the service secretary and chief and so. So there is that responsibility of trying to do well difficult things. And I think sometimes those are lonely decisions. Gen. Dave Goldfein 11:09 And I think as a leader of any organization, part of what can be the burden is if you care deeply about the institution, then you carry the burden of any failures of that institution, both individuals who fall short, or the institution itself. And we face some of those, and we talk about that in the book. One of our chapters is on Sutherland Springs and owning failure. There was no dodge in that. And there was, quite frankly, there was an opportunity for us to actually showcase and teach others how to take ownership when the institution falls short and fails, right? And you know, one of the interesting elements of the relationship between a secretary and a chief is that if you go back and look at the law and read the job description of the chief of staff of the Air Force, it basically says, “Run the air staff and do what the secretary tells you.” I'm not making that up. Because most of the decision authority of the institution resides in the civilian control, the military civilian secretary. So almost all authority and decision authority resides with the secretary. What the chief position brings is 30 years in the institution that very often can bring credibility and influence. And what we determined early in our tenure was that if we were going to move the ball, if we were going to actually move the service in a positive direction, neither of us could do it alone. We had to do it together. We had to use this combination of authority and influence to be able to move the institution forward. And so that was a — and we talked a lot about that, you know, in the book, and it sort of runs throughout our stories. You know, that that trust matters. Naviere Walkewicz 12:59 Absolutely. We're going to visit that towards the end of our conversation, because there's a particular time before you both — before you became the chief and before you became the service secretary, when you met up together. And I want to visit that a little bit. But before we do, Gen. Goldfein — JD — you shared a story in the book, and obviously we want everyone to read it, so I'm not going to go tell the whole story, but you know where you took off one more time than you landed, and you had to, you know, you were hit, you had to evade and then you had to be rescued. There was a particular statement you made to identify yourself. And many of our Long Blue Line members will know this: fast, neat, average, friendly, good, good. In that moment of watching the sun start to rise while you're waiting to be retrieved, how did that come to your mind? Of all the things you could be thinking of to identify yourself? Gen. Dave Goldfein 13:53 Well, you know, it's interesting. So, you know, for those who've never, you know, had gone through a high-speed ejection, people asked me, what was like? I said, “Well, I used to be 6-foot-3. This is all that's left, right?” And you know, my job once I was on the ground was, quite frankly, not to goof it up. To let the rescue team do what the rescue team needed to do, and to play my part, which was to put them at the least amount of risk and be able to get out before the sun came up. And at the very end of the rescue when the helicopters — where I was actually vectoring them towards my location. And I had a compass in my hand, and I had my eyes closed, and I was just listening to the chopper noise and then vectoring them based on noise. And then eventually we got them to come and land, you know, right in front of me. Well, they always teach you, and they taught me here at the Academy during SERE training, which I think has been retitled, but it was SERE when we went through it, survival training. Now, I believe they teach you, “Hey, listen, you need to be nonthreatening, because the rescue team needs to know that you're not — this is not an ambush, that you are actually who you say you are. Don't hold up a weapon, be submissive and authenticate yourself. Well, to authenticate myself required me to actually try my flashlight. And I could see the enemy just over the horizon. And as soon as the helicopter landed, the enemy knew exactly where we were, and they came and running, and they came shooting, and they were raking the tree line with bullets. And so, you know, what I needed to do was to figure out a way to do an authentication. And I just, what came to mind was that training all those years ago, right here at the Academy, and I just said, “I could use a fast, neat, average rescue,” and friendly, good, good was on the way. Naviere Walkewicz 15:53 Wow, I just got chill bumps. Dr. Wilson, have you ever had to use that same kind of term, or, you know, reaching out to a grad in your time frequently? Dr. Heather Wilson 16:04 Yes, ma'am. And, you know, even in the last week, funny — I had an issue that I had to, I won't go into the details, but where there was an issue that might affect the reputation, not only of the university, but of one of our major industry partners, and it wasn't caused by either of us, but there was kind of a, kind of a middle person that was known to us that may not have been entirely acting with integrity. And I just looked up the company. The CEO is an Academy grad. So I picked up the phone and I called the office and we had a conversation. And I said, “Hey, I'd like to have a conversation with you, grad to grad.” And I said, “There are some issues here that I don't need to go into the details, but where I think you and I need to be a little careful about our reputations and what matters is my relationship as the university with you and your company and what your company needs in terms of talent. But wanted to let you know something that happened and what we're doing about it, but I wanted to make sure that you and I are clear.” And it was foundation of values that we act with integrity and we don't tolerate people who won't. Naviere Walkewicz 17:30 Yes, ma'am, I love that. The Long Blue Line runs deep that way, and that's a great example. JD, you spoke about, in the book, after the rescue — by the way, the picture in there of that entire crew was amazing. I love that picture. But you talked about getting back up in the air as soon as possible, without any pomp and circumstance. “Just get me back in the air and into the action.” I'd like to visit two things. One, you debriefed with the — on the check ride, the debrief on the check ride and why that was important. And then also you spoke about the dilemma of being dad and squad comm. Can you talk about that as well? Gen. Dave Goldfein 18:06 Yeah, the check ride. So when I was in Desert Storm, an incredible squadron commander named Billy Diehl, and one of the things that he told us after he led all the missions in the first 30 days or so, he said, “Look, there will be a lot of medals, you know, from this war.” He goes, “But I'm going to do something for you that happened for me in Vietnam. I'm going to fly on your wing, and I'm going to give you a check ride, and you're going to have a documented check ride of a combat mission that you led in your flying record. I'm doing that for you.” OK, so fast forward 10 years, now I'm the squadron commander, and I basically followed his lead. Said, “Hey, I want…” So that night, when I was shot down, I was actually flying on the wing of one of my captains, “Jammer” Kavlick, giving him a check ride. And so, of course, the rescue turns out — I'm sitting here, so it turned out great. And so I called Jammer into a room, and I said, “Hey, man, we never did the check ride.” I said, “You know, you flew a formation right over the top of a surface enemy missile that took out your wingman. That's not a great start.” And he just sort of… “Yes, sir, I know.” I said, “And then you led an all-night rescue that returned him to his family. That's pretty good recovery.” And so it's been a joke between us ever since. But in his personal — his flying record, he has a form that says, “I'm exceptionally, exceptionally qualified.” So I got back and I thought about this when I was on the ground collecting rocks for my daughters, you know, as souvenirs from Serbia. I got back, and I looked at my wing commander, and I said, “Hey, sir, I know you probably had a chance to think about this, but I'm not your young captain that just got shot down. I'm the squadron commander, and I've got to get my squadron back on the horse, and the only way to do that is for me to get back in the air. So if it's OK with you, I'm gonna go home. I'm gonna get crew rest and I'm going to fly tonight.” And he looked at me, and he looked at my wife, Dawn, who was there, and he goes, “If it's OK with her, it's OK with me.” Great. Dawn, just a champion, she said, “I understand it. That's what you got to do.” Because we were flying combat missions with our families at home, which is, was not in the squadron commander handbook, right? Pretty unique. What I found, though, was that my oldest daughter was struggling a little bit with it, and so now you've got this, you know, OK, I owe it to my squad to get right back up in the air and lead that night. And I owe it to my daughter to make sure that she's OK. And so I chose to take one night, make sure that she and my youngest daughter, Diana, were both, you know, in a good place, that they knew that everything's going to be OK. And then I got back up the next night. And in some ways, I didn't talk about it with anybody in the media for a year, because my dad was a Vietnam vet, I'd met so many of his friends, and I'd met so many folks who had actually gotten shot down one and two and three times over Vietnam, in Laos, right? You know what they did after they got rescued? They got back up. They just went back up in the air, right? No fanfare, no book tours, no, you know, nothing, right? It was just get back to work. So for me, it was a way of very quietly honoring the Vietnam generation, to basically do what they did and get back in the air quietly. And so that was what it was all about. Naviere Walkewicz 21:25 Dr. Wilson, how about for you? Because I know — I remember reading in the book you had a — there was something you said where, if your children called, no matter what they could always get through. So how have you balanced family? Dr. Heather Wilson 21:36 Work and life. And so, when I was elected to the Congress, my son was 4 years old. My daughter was 18 months. First of all, I married well, just like Dave. But I also think my obligations to my family don't end at the front porch, and I want to make a better world for them. But I also knew that I was a better member of Congress because I had a family, and that in some ways, each gave richness and dimension to the other. We figured out how to make it work as a family. I mean, both my children have been to a White House Christmas ball and the State of the Union, but we always had a rule that you can call no matter what. And I remember there were some times that it confounded people and, like, there was one time when President Bush — W. Bush, 43 — was coming to New Mexico for the first time, and he was going to do some events in Albuquerque. And they called and they said, “Well, if the congresswoman wants to fly in with him from Texas, you know, she can get off the airplane in her district with the president. And the answer was, “That's the first day of school, and I always take my kids to school the first day, so I'll just meet him here.” And the staff was stunned by that, like, she turns down a ride on Air Force One to arrive in her district with the president of the United States to take her kids to school. Yes, George Bush understood it completely. And likewise, when the vice president came, and it was, you know, that the one thing leading up to another tough election — I never had an easy election — and the one thing I said to my staff all the way through October, leading — “There's one night I need off, and that's Halloween, because we're going trick or treating.” And wouldn't you know the vice president is flying into New Mexico on Halloween for some event in New Mexico, and we told them, “I will meet them at the stairs when they arrive in Albuquerque. I'll have my family with them, but I won't be going to the event because we're going trick or treating.” And in my house, I have this great picture of the vice president of the United States and his wife and my kids in costume meeting. So most senior people understood that my family was important to me and everybody's family, you know — most people work to put food on the table, and if, as a leader, you recognize that and you give them grace when they need it, you will also have wonderful people who will work for you sometimes when the pay is better somewhere else because you respect that their families matter to them and making room for that love is important. Naviere Walkewicz 24:36 May I ask a follow on to that? Because I think that what you said was really important. You had a leader that understood. What about some of our listeners that maybe have leaders that don't value the same things or family in the way that is important. How do they navigate that? Dr. Heather Wilson 24:52 Sometimes you look towards the next assignment, or you find a place where your values are the same. And if we have leaders out there who are not being cognizant of the importance of family — I mean, we may recruit airmen but we retain families, and if we are not paying attention to that, then we will lose exceptional people. So that means that sometimes, you know, I give a lot of flexibility to people who are very high performers and work with me. And I also know that if I call them at 10 o'clock at night, they're going to answer the phone, and that's OK. I understand what it's like to — I remember, you know, I was in New Mexico, I was a member of Congress, somebody was calling about an issue in the budget, and my daughter, who was probably 4 at the time, had an ear infection, and it was just miserable. And so I'm trying to get soup into her, and this guy is calling me, and she's got — and it was one of the few times I said — and it was the chairman of a committee — I said, “Can I just call you back? I've got a kid with an ear infection…” And he had five kids. He said, “Oh, absolutely, you call me back.” So you just be honest with people about the importance of family. Why are we in the service? We're here to protect our families and everybody else's family. And that's OK.   Naviere Walkewicz 26:23 Yes, thank you for sharing that. Anything to add to that, JD? No? OK. Well, Dr. Wilson, I'd like to go into the book where you talk about your chapter on collecting tools, which is a wonderful chapter, and you talk about Malcolm Baldridge. I had to look him up — I'll be honest — to understand, as a businessman, his career and his legacy. But maybe share in particular why he has helped you. Or maybe you've leveraged his process in the way that you kind of think through and systematically approach things. Dr. Heather Wilson 26:49 Yeah, there was a movement in the, it would have been in the early '90s, on the Malcolm Baldrige Quality Awards. It came out of the Department of Commerce, but then it spread to many of the states and it was one of the better models I thought for how to run organizations strategically. And I learned about it when I was a small businessperson in Albuquerque, New Mexico. And I thought it was interesting. But the thing that I liked about it was it scaled. It was a little bit like broccoli, you know, it looks the same at the little flora as it does at the whole head, right? And so it kind of became a model for how I could use those tools about being data driven, strategically focused, process oriented that I could use in reforming a large and not very well functioning child welfare department when I became a cabinet secretary for children, youth and families, which was not on my how-to-run-my-career card. That was not in the plan, but again, it was a set of tools that I'd learned in one place that I brought with me and thought might work in another. Naviere Walkewicz 28:02 Excellent. And do you follow a similar approach, JD, in how you approach a big problem? Gen. Dave Goldfein 28:07 I think we're all lifelong students of different models and different frameworks that work. And there's not a one-size-fits-all for every organization. And the best leaders, I think, are able to tailor their approach based on what the mission — who the people are, what they're trying to accomplish. I had a chance to be a an aide de camp to a three-star, Mike Ryan, early in my career, and he went on to be chief of staff of the Air Force. And one of the frameworks that he taught me was he said, “If you really want to get anything done,” he said, “you've got to do three things.” He said, “First of all, you got to put a single person in charge.” He said, “Committees and groups solve very little. Someone's got to drive to work feeling like they've got the authority, the responsibility, the resources and everything they need to accomplish what it is that you want to accomplish. So get a single person in charge. Most important decision you will make as a leader, put the right person in charge. Second, that person owes you a plan in English. Not 15 PowerPoint slides, right, but something that clearly articulates in one to two pages, max, exactly what we're trying to accomplish. And the third is, you've got to have a way to follow up.” He said, “Because life gets in the way of any perfect plan. And what will happen is,” he goes, “I will tell you how many times,” he said, “that I would circle back with my team, you know, a couple months later and say, ‘How's it going?' And they would all look at each other and say, “Well, I thought you were in charge,” right? And then after that, once they figure out who was in charge, they said, “Well, we were working this plan, but we got, you know, we had to go left versus right, because we had this crisis, this alligator started circling the canoe, and therefore we had to, you know, take care of that,” right? He says, “As a leader, those are the three elements of any success. Put someone in charge. Build a plan that's understandable and readable, and always follow up. And I've used that as a framework, you know, throughout different organizations, even all the way as chief to find — to make sure that we had the right things. Dr. Heather Wilson 30:21 Even this morning, somebody came by who reminded us of a story that probably should have been in the book, where we had — it was a cyber vulnerability that was related to a particular piece of software widely deployed, and the CIO was having trouble getting the MAJCOMMS to kind of take it seriously. And they were saying, “Well, you know, we think maybe in 30, 60, 90 days, six months, we'll have it all done,” or whatever. So I said, “OK, let all the four-stars know. I want to be updated every 36 hours on how many of them, they still have, still have not updated.” I mean, this is a major cyber vulnerability that we knew was — could be exploited and wasn't some little thing. It was amazing; it got done faster. Naviere Walkewicz 31:11 No 90 days later. Oh, my goodness. Well, that was excellent and actually, I saw that in action in the story, in the book, after the attack on the Pentagon, and when you stood up and took charge, kind of the relief efforts, because many people were coming in that wanted to help, and they just needed someone to lead how that could happen. So you were putting into practice. Yes, sir. I'd like to get into where you talk about living your purpose, and that's a chapter in there. But you know, Gen. Goldfein, we have to get into this. You left the Academy as a cadet, and I think that's something that not many people are familiar with. You ride across the country on a bike with a guitar on your back for part of the time — and you sent it to Dawn after a little while — Mini-Bear in your shirt, to find your purpose. Was there a moment during the six months that you that hit you like lightning and you knew that this was your purpose, or was it a gradual meeting of those different Americans you kind of came across? Gen. Dave Goldfein 32:04 Definitely gradual. You know, it was something that just built up over time. I used to joke — we both knew Chairman John McCain and always had great respect for him. And I remember one time in his office, I said, “Chairman, I got to share with you that I lived in constant fear during every hearing that you were going to hold up a piece of paper on camera and say, ‘General, I got your transcript from the Air Force Academy. You got to be kidding me, right?' And he laughed, and he said, Trust me, if you looked at my transcript in Annapolis,” he goes, “I'm the last guy that would have ever asked that question.” But you know, the we made a mutual decision here, sometimes just things all come together. I'd written a paper on finding my purpose about the same time that there was a professor from Annapolis that was visiting and talking about a sabbatical program that Annapolis had started. And so they started talking about it, and then this paper made it and I got called in. They said, “Hey, we're thinking about starting this program, you know, called Stop Out, designed to stop people from getting out. We read your paper. What would you do if you could take a year off?” And I said, “Wow, you know, if I could do it, I'll tell you. I would start by going to Philmont Scout Ranch, you know, and be a backcountry Ranger,” because my passion was for the outdoors, and do that. “And then I would go join my musical hero, Harry Chapin.” Oh, by the way, he came to the United States Air Force Academy in the early '60s. Right? Left here, built a band and wrote the hit song Taxi. “So I would go join him as a roadie and just sort of see whether music and the outdoors, which my passions are, what, you know, what it's all about for me.” Well, we lost contact with the Chapin connection. So I ended up on this bicycle riding around the country. And so many families took me in, and so many towns that I rode into, you know, I found that if I just went to the library and said, “Hey, tell me a little bit about the history of this town,” the librarian would call, like, the last, you know, three or four of the seniors the town, they'd all rush over to tell me the story of, you know, this particular little town, right? And then someone would also say, “Hey, where are you staying tonight?” “I'm staying in my tent.” They said, “Oh, come stay with me.” So gradually, over time, I got to know America, and came to the conclusion when I had to make the decision to come back or not, that this country is really worth defending, that these people are hard-working, you know, that want to make the world better for their kids and their grandkids, and they deserve a United States Air Force, the best air force on the planet, to defend them. So, you know, when I came back my last two years, and I always love sharing this with cadets, because some of them are fighting it, some of them have embraced it. And all I tell them is, “Hey, I've done both. And all I can tell you is, the sooner you embrace it and find your purpose, this place is a lot more fun.” Naviere Walkewicz 35:13 Truth in that, yes, yes, well. And, Dr. Wilson, how did you know you were living your purpose? Dr. Heather Wilson 35:19 Well, I've had a lot of different chapters to my life. Yes, and we can intellectualize it on why we, you know, why I made a certain decision at a certain time, but there were doors that opened that I never even knew were there. But at each time and at each junction, there was a moment where somehow I just knew. And at South Dakota Mines is a good example. You know, I lost a race to the United States Senate. I actually had some interns — I benefited from a lousy job market, and I had fantastic interns, and we were helping them through the loss. You know, they're young. They were passionate. They, as Churchill said, “The blessing and the curse of representative government is one in the same. The people get what they choose.” And so I was helping them through that, and one of them said, “Well, Dr. Wilson, you're really great with students. You should be a college president somewhere. Texas Tech needs a president. You should apply there,” because that's where this kid was going to school. And I said, “Well, but I don't think they're looking for me.” But it did cause me to start thinking about it and I had come close. I had been asked about a college presidency once before, and I started looking at it and talking to headhunters and so forth. And initially, South Dakota Mines didn't seem like a great fit, because I'm a Bachelor of Science degree here, but my Ph.D. is in a nonscientific discipline, and it's all engineers and scientists. But as I went through the process, it just felt more and more right. And on the day of the final interviews, that evening, it was snowing in South Dakota, there was a concert in the old gym. I mean, this is an engineering school, and they had a faculty member there who had been there for 40 years, who taught choral music, and the students stood up, and they started singing their warm up, which starts out with just one voice, and eventually gets to a 16-part harmony and it's in Latin, and it's music is a gift from God, and they go through it once, and then this 40th anniversary concert, about 50 people from the audience stand up and start singing. It's like a flash mob, almost These were all alumni who came back. Forty years of alumni to be there for that concert for him. And they all went up on stage and sang together in this just stunning, beautiful concert by a bunch of engineers. And I thought, “There's something special going on here that's worth being part of,” and there are times when you just know. And the same with becoming cabinet secretary for children, youth and families — that was not in the plan and there's just a moment where I knew that was what I should do now. How I should use my gifts now? And you hope that you're right in making those decisions.   Naviere Walkewicz 38:43 Well, probably aligning with JD's point in the book of following your gut. Some of that's probably attached to you finding your purpose. Excellent. I'd like to visit the time Dr. Wilson, when you were helping President Bush with the State of the Union address, and in particular, you had grueling days, a lot of hours prepping, and when it was time for it to be delivered, you weren't there. You went home to your apartment in the dark. You were listening on the radio, and there was a moment when the Congress applauded and you felt proud, but something that you said really stuck with me. And he said, I really enjoy being the low-key staff member who gets stuff done. Can you talk more about that? Because I think sometimes we don't, you know, the unsung heroes are sometimes the ones that are really getting so many things done, but nobody knows. Dr. Heather Wilson 39:31 So, I'm something of an introvert and I've acquired extrovert characteristics in order to survive professionally. But when it comes to where I get my batteries recharged, I'm quite an introvert, and I really loved — and the same in international negotiations, being often the liaison, the back channel, and I did that in the conventional forces in Europe negotiations for the American ambassador. And in some ways, I think it might have been — in the case of the conventional forces in Europe negotiations, I was on the American delegation here. I was in Vienna. I ended up there because, for a bunch of weird reasons, then they asked me if I would go there for three months TDY. It's like, “Oh, three months TDY in Vienna, Austria. Sign me up.” But I became a very junior member on the delegation, but I was the office of the secretary of defense's representative, and walked into this palace where they were negotiating between what was then the 16 NATO nations and the seven Warsaw Pact countries. And the American ambassador turned to me, and he said during this several times, “I want you to sit behind me and to my right, and several times I'm going to turn and talk to you, and I just want you to lean in and answer.” I mean, he wasn't asking anything substantive, and I just, “Yes, sir.” But what he was doing was credentialing me in front of the other countries around that table. Now, I was very young, there were only two women in the room. The other one was from Iceland, and what he was doing was putting me in a position to be able to negotiate the back channel with several of our allies and with — this was six months or so now, maybe a year before the fall of the Berlin Wall. So things were changing in Eastern Europe, and so I really have always enjoyed just that quietly getting things done, building consensus, finding the common ground, figuring out a problem. Actually have several coffee mugs that just say GSD, and the other side does say, Get Stuff Done. And I like that, and I like people who do that. And I think those quiet — we probably don't say thank you enough to the quiet, hardworking people that just figure out how to get stuff done. Naviere Walkewicz 41:59 Well, I like how he credentialed you and actually brought that kind of credibility in that way as a leader. JD, how have you done that as a leader? Champion, some of those quiet, behind the scenes, unsung heroes. Gen. Dave Goldfein 42:11 I'm not sure where the quote comes from, but it's something to the effect of, “It's amazing what you can get done if you don't care who gets the credit.” There's so much truth to that. You know, in the in the sharing of success, right? As servant leaders, one of the things that I think both of us spend a lot of time on is to make sure that credit is shared with all the folks who, behind the scenes, you know, are doing the hard, hard work to make things happen, and very often, you know, we're the recipients of the thank yous, right? And the gratefulness of an organization or for somebody who's benefited from our work, but when you're at the very senior leaders, you know what you do is you lay out the vision, you create the environment to achieve that vision. But the hard, hard work is done by so many others around you. Today, in the audience when we were there at Polaris Hall, was Col. Dave Herndon. So Col. Dave Herndon, when he was Maj. Dave Herndon, was my aide de camp, and I can tell you that there are so many successes that his fingers are on that he got zero credit for, because he was quietly behind the scenes, making things happen, and that's just the nature of servant leadership, is making sure that when things go well, you share it, and when things go badly, you own it. Naviere Walkewicz 43:47 And you do share a really remarkable story in there about accountability. And so we won't spend so much time talking about that, but I do want to go to the point where you talk about listening, and you say, listening is not passive; it's active and transformative. As servant leaders, have you ever uncovered challenges that your team has experienced that you didn't have the ability to fix and you know, what action did you take in those instances? Dr. Heather Wilson 44:09 You mean this morning? All the time. And sometimes — and then people will give you grace, if you're honest about that. You don't make wild promises about what you can do, but then you sit and listen and work through and see all right, what is within the realm of the possible here. What can we get done? Or who can we bring to the table to help with a set of problems? But, there's no… You don't get a — when I was president of South Dakota Mines, one of the people who worked with me, actually gave me, from the toy store, a magic wand. But it doesn't work. But I keep it in my office, in case, you know… So there's no magic wands, but being out there listening to understand, not just listening to refute, right? And then seeing whether there are things that can be done, even if there's some things you just don't have the answers for, right? Gen. Dave Goldfein 45:11 The other thing I would offer is that as senior leadership and as a senior leadership team, you rarely actually completely solve anything. What you do is improve things and move the ball. You take the hand you're dealt, right, and you find creative solutions. You create the environment, lay out the vision and then make sure you follow up, move the ball, and if you get at the end of your tenure, it's time for you to move on, and you've got the ball moved 20, 30, yards down the field. That's actually not bad, because most of the things we were taking on together, right, were big, hard challenges that we needed to move the ball on, right? I If you said, “Hey, did you completely revitalize the squadrons across the United States Air Force?” I will tell you, absolutely not. Did we get the ball about 20, 30 yards down the field? And I hope so. I think we did. Did we take the overhaul that we did of officer development to be able to ensure that we were producing the senior leaders that the nation needs, not just the United States Air Force needs? I will tell you that we didn't solve it completely, but we moved the ball down the field, and we did it in a way that was able to stick. You know, very often you plant seeds as a leader, and you never know whether those seeds are going to, you know, these seeds are ideas, right? And you never know whether the seeds are going to hit fertile soil or rocks. And I would often tell, you know, young leaders too. I said, you know, in your last few months that you're privileged to be in the position of leadership, you've got two bottles on your hip. You're walking around with — one of them's got fertilizer and one of them's got Roundup. And your job in that final few months is to take a look at the seeds that you planted and truly determine whether they hit fertile soil and they've grown roots, and if they've grown roots, you pull out the fertilizer, and the fertilizer you're putting on it is to make it part of the institution not associated with you, right? You want somebody some years from now say, “Hey, how do we ever do that whole squadron thing?” The right answer is, “I have no idea, but look at how much better we are.” That's the right answer, right? That's the fertilizer you put on it. But it's just equally important to take a look at the ideas that, just for whatever reason, sometimes beyond your control — they just didn't stick right. Get out the Roundup. Because what you don't want to do is to pass on to your successor something that didn't work for you, because it probably ain't going to work for her. Dr. Heather Wilson 47:46 That's right, which is one of the rules of leadership is take the garbage out with you when you go. Naviere Walkewicz 47:51 I like that. I like that a lot. Well, we are — just a little bit of time left. I want to end this kind of together on a story that you shared in the book about laughter being one of the tools you share. And after we share this together, I would like to ask you, I know we talked about mirror checks, but what are some things that you guys are doing every day to be better as well, to continue learning. But to get to the laughter piece, you mentioned that laughter is an underappreciated tool and for leaders, something that you both share. I want to talk about the time when you got together for dinner before you began working as chief and service secretary, and I think you may have sung an AF pro song. We're not going to ask you to sing that today, unless you'd like to JD? But let's talk about laughter.   Gen. Dave Goldfein 48:31 The dean would throw me out. Naviere Walkewicz 48:33 OK, OK, we won't have you sing that today. But how have you found laughter — when you talk about — when the questions and the problems come up to you?   Dr. Heather Wilson 48:40 So I'm going to start this because I think Dave Goldfein has mastered this leadership skill of how to use humor, and self-deprecating humor, better than almost any leader I've ever met. And it's disarming, which is a great technique, because he's actually wicked smart. But it's also people walk in the room knowing if you're going to a town hall meeting or you're going to be around the table, at least sometime in that meeting, we're going to laugh. And it creates a warmth and people drop their guard a little bit. You get to the business a little bit earlier. You get beyond the standard PowerPoint slides, and people just get down to work. And it just — people relax. And I think Dave is very, very good at it. Now, my husband would tell you that I was raised in the home for the humor impaired, and I have been in therapy with him for almost 35 years.   Naviere Walkewicz 49:37 So have you improved? Dr. Heather Wilson 49:39 He thinks I've made some progress.   Naviere Walkewicz 49:41 You've moved the ball.   Dr. Heather Wilson 49:44 Yes. Made some progress. I still don't — I used to start out with saying the punch line and then explain why it was funny. Naviere Walkewicz 49:52 I'm in your camp a little bit. I try. My husband says, “Leave the humor to me.” Dr. Heather Wilson 49:54 Yeah, exactly. You understand. Gen. Dave Goldfein 49:58 I used to joke that I am a member of the Class of 1981['82 and '83]. I am the John Belushi of the United States Air Force Academy, a patron saint of late bloomers. But you know, honestly, Heather doesn't give herself enough credit for building an environment where, you know, folks can actually do their very best work. That's one of the things that we do, right? Because we have — the tools that we have available to be able to get things done very often, are the people that are we're privileged to lead and making sure that they are part of an organization where they feel valued, where we're squinting with our ears. We're actually listening to them. Where they're making a contribution, right? Where they believe that what they're being able to do as part of the institution or the organization is so much more than they could ever do on their own. That's what leadership is all about. Dr. Heather Wilson 51:05 You know, we try to — I think both of us see the humor in everyday life, and when people know that I have a desk plate that I got in South Dakota, and it doesn't say “President.” It doesn't say “Dr. Wilson.” It says, “You're kidding me, right?” Because once a week, more frequently as secretary and chief, but certainly frequently as a college president, somebody is going to walk in and say, “Chief, there's something you need to know.” And if they know they're going to get blasted out of the water or yelled at, people are going to be less likely to come in and tell you, right, what you need to know. But if you're at least willing to laugh at the absurdity of the — somebody thought that was a good idea, you know. My gosh, let's call the lawyers or whatever. But you know, you've just got to laugh, and if you laugh, people will know that you just put things in perspective and then deal with the problem. Naviere Walkewicz  52:06 Well, it connects us as humans. Yeah. Well, during my conversation today with Dr. Heather Wilson and Gen. Dave Goldfein — JD — two lessons really stood out to me. Leadership is not about avoiding the fall, but about how high you bounce back and how your recovery can inspire those you lead. It's also about service, showing up, doing the hard work and putting others before yourself with humility, integrity and working together. Dr. Wilson, Gen. Goldfein, thank you for showing us how courage, compassion and connection — they're not soft skills. They're actually the edge of hard leadership. And when you do that and you lead with service, you get back up after every fall. You encourage others to follow and do the same. Thank you for joining us for this powerful conversation. You can find Get Back Up: Lessons in Servant Leadership, wherever books are sold. And learn more at getbackupeadership.com. If today's episode inspired you, please share it with someone who can really benefit in their own leadership journey. As always, keep learning. Keep getting back up. Keep trying. I'm Naviere Walkewicz, Class of '99. This has been Focus On Leadership. Until next time. Producer This edition of Focus on Leadership, the accelerated leadership series, was recorded on Monday, Oct. 6, 2025.   KEYWORDS Leadership, servant leadership, resilience, humility, integrity, influence, teamwork, family, trust, listening, learning, purpose, growth, accountability, service, courage, compassion, balance, values, inspiration.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

We're given so much when we come to Christ, new life, significance and purpose. But salvation also brings with it responsibilities. On today's PowerPoint, Pastor Jack Graham brings a message outlining three of the most important things that should follow every salvation. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Feeling pressure to launch a groundbreaking TPT resource right out of the gate? Let's flip that script. We walk through a practical path that favors simplicity, clarity, and momentum so you can master the listing process, reduce stress, and build a store that grows with you.We start with a counterintuitive truth: your first product's job isn't to make money; it's to teach you the workflow. From file prep to keyworded titles, from scannable covers to persuasive previews, we break down each step and show why familiar formats like task cards, color by number, and card sorts are the smartest training ground. You'll learn how to analyze top sellers, borrow proven visual cues, and create reusable templates in Canva or PowerPoint that cut production time and sharpen your brand.We also unpack the hidden cost of launching something wildly original too soon. If a teacher can't understand your product in three seconds of search-grid scanning, they won't click. That's not a creativity problem—it's a communication problem. We explain how to avoid it, when to take creative risks, and how to phase your growth: start simple, lock your systems, then add unique twists with clear benefit statements. Along the way, we lean into a sustainable mindset—less pressure, more practice—and share why we're shifting tutorials to YouTube where you can see step-by-step screens and follow along at your own pace.If you want a playbook that turns overwhelm into action and helps you ship your next product with confidence, this is your map. Subscribe, share this episode with a fellow teacher-author, and leave a review with the one simple product you'll publish next—what's your pick?Watch This Episode on YouTube: https://youtu.be/mo44fdtFZIICheck Out My YouTube Channel: https://www.youtube.com/c/laurenfulton My Instagram: https://www.instagram.com/laurentschappler/ My Other YouTube: https://www.youtube.com/@LaurenATsch Free Rebranded Teacher Facebook Group: https://www.facebook.com/groups/749538092194115  Support the show

Katie and Matt discuss Beast Industries, immersion in cool liquids, crypto treasury pivots, credit card rate caps, PowerPoint tips and drug trial insider trading.See omnystudio.com/listener for privacy information.

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An apology to KSI (sort-of), Worlds 2025, Powerpoint Presentations (trust me), all this and more on this week's visit to the Time Sink!Diamond PickHamza's PresentationLeague of LegendsTFTFakerKTT1/SKTHLE(0:00) Intro/Follow Up(0:12) Diamond Pick(10:17) Worlds 2025 Powerpoint(38:40) Outro

You are on slide 34 when the CFO's phone buzzes. She glances down. The VP to her left is nodding, but you can tell he checked out ten minutes ago. You know this pitch cold. You have rehearsed it. You built the deck. You covered every feature, every capability, every objection. And still, you are dying up there. You spent weeks on this presentation. None of it matters because everyone in that room has already sat through the same pitch from three other vendors this month. “Pitching sucks,” says Danny Fontaine, author of Pitch, on an episode of the Sales Gravy Podcast. “It sucks for the people doing it because we get so stressed out, and we spend weeks doing mountains of work. Meanwhile, there is a whole audience who has just as bad of a time as us because they have to sit through an hour of 100 PowerPoint slides and they're bored.” He is right. The audience suffers just as much. They sit through identical presentations, back to back, trying to remember which vendor said what. Both sides leave exhausted. No one wins. There is a better way. Effective sales pitch techniques don't rely on slides. They create engagement, tell stories, and turn monologues into conversations that actually move deals forward. Why Traditional Pitches Fail The standard pitch follows the same predictable pattern. Company overview. Capabilities. Case studies. Pricing. Questions at the end. Every competitor uses the same structure. That means you are asking your prospect to choose between nearly identical presentations. When everything looks the same, decision makers default to price or familiarity. Your carefully crafted message gets lost in the noise. You are treating the pitch like a presentation when it should be a conversation. You are trying to inform when you should be persuading. Experience Beats Information In 1979, a small advertising agency called Allen Brady and Marsh (ABM) competed against industry giant Saatchi & Saatchi for the British Rail account. ABM's founder, Peter Marsh, knew he couldn't win by playing it safe. When the British Rail executives arrived for the pitch, no one answered the door. They rang the buzzer three times before it finally opened, with no one behind it. The receptionist ignored them while filing her nails. The waiting area was filthy. After a while of being dismissed, the chairman stood up to leave. That is when Marsh burst through the doors and said, “Gentlemen, you have just experienced what your customers go through every single day. Shall we see what we can do to put it right?” ABM won the account. And it worked because the executives didn't just understand the problem. They felt it. Most sales pitches fail because they ask buyers to care before they are emotionally engaged. Information alone doesn't create urgency—experience does. Start With Them, Not You Pitches always start the same: ‘Thanks for your time. Here's our agenda. Let me tell you about our company.' Your prospect stops listening after the first sentence. If you want engagement, start with a question. Ask what matters to them. Ask what would make the time valuable. Ask what problem they are trying to solve. Before you show a single slide, say something like, “Before we start, what would make this conversation worth your time today?” Or, “What is the biggest challenge you are facing with this right now?” Those questions do three things immediately. They show respect. They give you intelligence. And they turn the pitch into a conversation from the first minute. This works even better over Zoom, where attention is fragile and distractions are everywhere. When you ask early questions, you pull people in instead of competing with their inbox. Stories Create Memory The most powerful stories aren't pulled from case studies. They come from real life. Every meaningful achievement involves obstacles. Those obstacles contain lessons. Those lessons connect directly to the challenges your prospects are facing. A story without relevance is just noise. A story with a clear lesson becomes a lever. A consultant once shared a story about buying a secondhand Lego set. She started building it, only to discover key pieces were missing. After hours of searching for replacements, she had to start over. When pitching a complex implementation, she said, “That taught me something. At the beginning of any project, we have to make sure all the pieces are in the bag.” That story worked because it made preparation tangible. It made risk visible. It connected emotionally and logically. If the story does not clearly support the point you are making, don't tell it. Ask Before You Lose Them Most salespeople cling to their script even when they can see the room drifting away. They are afraid of losing control, so they keep talking. That is how you lose the deal. Don't wait until the Q&A to ask questions. Sprinkle them throughout your pitch to keep your audience engaged and the conversation alive. Ask if you're hitting the mark, what they want to explore deeper, and what matters most to them. When you ask questions, you aren't giving up control. You are gaining it. The person asking the questions is always in control of the conversation. Emotion First, Logic Second Buyers like to believe they are rational. They are not. Emotion drives decisions. Logic justifies them. If you want someone to care, you have to make them feel something. Frustration. Relief. Possibility. Urgency. That is why the British Rail experience worked. Marsh didn't argue that customer service was bad. He made them experience it. The feeling came first. The logic followed. Once a buyer is emotionally engaged, they start looking for reasons to say yes. They look for data to support the decision they already want to make. This is why information-first pitches fall flat. You are asking people to care before you have given them a reason to. Create the emotional connection first. Then give them the facts. When the Room Goes Cold Even the best sales pitch techniques don't work every time. Sometimes the wrong people show up, there is a fire you didn't know about, or your message just doesn't land. When that happens, don't push harder. Pivot. Call it out. Ask what would be more valuable. Acknowledge the moment instead of pretending it is not happening. That level of honesty builds trust. It shows you are there to solve a problem, not deliver a performance. Why This Matters Your prospect didn't show up to be entertained or to be bored. When you give them an experience they didn't expect, you separate yourself from every competitor running the same tired deck. You become memorable. You become relevant. You become human. The pitch that feels risky is usually the one that wins. The personal story. The direct question. The willingness to have a real conversation. Because the alternative is being forgotten the moment you leave the room, no matter how many slides you showed. Want to take your pitch from forgettable to unforgettable? Download the FREE A.C.E.D. Buyer Style Playbook, which shows you exactly how to read your buyers, adapt your approach, and turn every conversation into a deal-closing opportunity.

Throughout Scripture we see God using unlikely people, flawed people, people who failed, people just like us. In today's PowerPoint message, Pastor Jack Graham makes clear what distinguished these great champions of our faith and assures us that we, too, will find strength for the battles we face when we call on the name of the Lord. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

A weekly magazine-style radio show featuring the voices and stories of Asians and Pacific Islanders from all corners of our community. The show is produced by a collective of media makers, deejays, and activists. Tonight's Host Miko Lee speaks with authors who have used their personal lives to tell their stories. They both talk and write about trauma, joy and resilience but in two very different ways. First up she chats with Chanel Miller. Many folx might know of Chanel's best selling first book Know My Name which expands on the powerful victim impact letter she wrote to Brock Turner who brutally sexually assaulted her on the Stanford Campus. We talk about her latest work – two delightful books for young people. Then Miko talks with Kazu Haga who weaves his spiritual practice and trauma healing with a deep lineage of nonviolent social change.  In his books, Fierce Vulnerability and Healing Resistance he shares with us his personal journey and offers some insightful visions for our current tumultuous world.  Links to the Author's work: Kazu Haga  Fierce Vulnerability Kinship Lab,  Chanel Miller Chanel Miller The Moon Without Stars Purchase Chanel's books at East Wind Books and Kazu's books at Parallax Press  SHOW TRANSCRIPT APEX Opening: Apex Express. Asian Pacific Expression. Community and cultural coverage. Music and calendar. New visions and voices. Coming to you with an Asian Pacific Islander point of view. It's time to get on board the Apex Express. Miko Lee: Good evening. Welcome to apex express. This is your host, Miko Lee. Join us as you hop along the apex express. Tonight I speak with authors who have used their personal lives to tell their stories. They both talk and write about trauma, joy, and resilience, but in two very different and distinct ways. First up, I chat with Chanel Miller. Many folks might know of Chanel's bestselling first book Know My Name, which expands on the powerful victim impact letter she wrote to Brock Turner, who brutally sexually assaulted her on the Stanford campus. But tonight we talk about her latest work, two delightful books for young people. And then I talk with Kazu Haga, who weaves his spiritual practice and trauma healing with a deep lineage of nonviolent social change. In his books Fierce vulnerability and Healing Resistance, he shares with us his personal journey and offers some insightful visions for our current tumultuous world. First off, listen to my conversation with Chanel Miller. Welcome, author Chanel Miller to Apex Express. Chanel Miller: Thank you so much for having me. It's a delight to be here with you. Miko Lee: I'm really excited to talk to you, and I wanna start with my first question, which I ask all of my guests, which is, who are your people and what legacy do you carry with you? Chanel Miller: Oh, I have so many people. Today, you're my people who continue to help guide me forward. I grew up in the Bay Area and I feel like honestly all of my books are attempts at saying thank you to the people who raised me, the English teachers in my public schools. For helping me stay aligned with myself and never letting me drift too far. And so even though I tell very different stories for different demographics, I think if you look at the root of everything that I write, it's gratitude because they are the people who protected my voice in the first place. Miko Lee: Thank you so much. So we're talking about your third book. Your first book was amazing. Know my name, which is really powerful memoir about surviving sexual assault at Stanford, and this incredible public reclamation of your voice. And then you move from that very personal, internal, very adult work to your second book, which was so lovely and sweet. Magnolia Woo unfolds it all, which was an illustrated book set New York about a little girl and her friend who reunite people with their lost socks. From this all the way to this young person's book and your latest book, the Moon Without Stars, your second, YA novel is based in middle school. So talk to me a little bit about this journey from personal memoir to elementary school to middle school books. Chanel Miller: Yeah, so like you said, the first book was so internal and gutting to write. I knew I needed. Something that would help me breathe a little easier and get in touch with playfulness again. I wrote Magnolia Woo Unfolds it all. It's perfect for kids ages seven to 12. My goal was just to enjoy the process of writing and story making. And it was confusing because I thought if I'm not, you know, during the memoir, I would be like crying while I was writing and it was just taking everything out of me. And I was like, if I'm not actively upset. Is the writing even good? Like, like, you know, does it count? And it turns out, yes, you can still create successful stories and have a good time. So I did that book for myself really. And the kid in me who always wanted to, who was always, writing stories unprompted. Like you said, it was a book about a sock detective and pursuing socks makes no sense. It's almost impossible to return a missing sock in New York City. But I loved the idea of these. This little girl in pursuit of something, even if she doesn't know what the outcome will be. Right. It's just trying even if you're not promised a reward, I love this. And for me it's like I keep attempting to love my reality, right? Attempting to go out into the world with an exploratory lens rather than a fearful one. And so that was very healing for me. After I finished that book, I spent the next year writing this new book, the Moon Without Stars. It's for slightly older kids, like you said in middle school. So my protagonist Luna, is 12 years old and she's biracial like me, goes to middle school in Northern California like I did in Palo Alto. I was just reflecting on my. Upbringing, I would say, and really sitting back and letting memories come to the surface. Trying to see how much, was just unexplored. And then sitting down to, to figure out what it all meant that I remembered all of these things. Miko Lee: So how much of Luna is inspired by Chanel? Chanel Miller: A fair amount, I'd say. And it's not always an intentional, I think fiction deals a lot with the subconscious and you end up writing about yourself on accent luna in the book. She is the campus book doctor, is what I call it. Because when kids are going through something, they'll come to her and she'll prescribe them a book that'll help them for whatever phase of life they're going through. And I know for me from a very young age, I loved reading, writing, and drawing. It's all that I ever wanted to do and I was so mad in school that we had six different subjects and you know, the Bay Area was very tech. Centered, STEM centered. And so I felt all this pressure even through high school to take AP Science classes. In retrospect, I thought, why was I trying so hard to be good at it? Everything. This is impossible. And so for Luna, I own her gifts early. And understand that they were gifts at all. The fact that she loves to read and then she shares her gifts and she takes pride in the things that she's passionate about. She's not ashamed that she's not so hot about math. Miko Lee: So the hating math part is a little Chanel inspired also. Chanel Miller: The hating math part is fully me. I'm sorry to say. Miko Lee: No worries. I think that stereotype about Asians and math is so highly overrated. I'm wondering if there was a Scott for you, a bestie that was also an outcast, if there was someone like that for you when you were growing up. Chanel Miller: Yeah, so in the book, Luna is best friends with Scott. They've been friends since childhood, and as Luna starts to get more attention, their relationship is threatened and it begins to dissolve. I was really interested in how, Luna obviously loves Scott as a friend and she would never. Mean to hurt him, right? It's not inflicting intentional emotional pain, but Scott gets very hurt. I think about how sometimes when we're growing up, we get drawn to certain crowds or paid a kind of attention and we have this longing to be desired to fit in. we sometimes make choices that we're not very proud of, but this is a part of it, right? And so I wanted Luna to reckon with maybe some of the emotional harm she's causing and not run away from it. But also think about like, why am I making these choices and what is important to me? We're all kind of constantly reevaluating our value systems, trying to keep our relationships alive, like this is, starts at a very young age and I wanted her to learn some of the self gifts that maybe I didn't give myself when I was that age. Miko Lee: So in a way, she's a little bit of a remedy for your young self or a gift to your young self. Do you think? Chanel Miller: Oh, that's a nice way of putting it. Yeah, I would definitely say so. I think all writing is, is remedy in some form, at least for me, but I like the, it being a gift to little Chanel. Miko Lee: It's been compared to the classic. Are you there god, it's me, Margaret? What is it like for you to hear that? Chanel Miller: It's an honor, obviously. I think what's most stunning is a lot of the themes that were contested in that book. You know, talking about bodily changes, menstruation like. A lot of that is still kind of hush hush, and I'm surprised by the things that haven't changed , or how our society hasn't completely evolved. I really wanted middle school so hard physically, emotionally, and. It can feel so humiliating that you're trying to solve a lot of your issues in private, and I wanted to take the shame out of it as quickly as possible and just say, this is a universal experience. Everyone goes through these things. It's totally okay to talk about it, even if books get banned. Find a way, find your people. Find a way to have these conversations. Miko Lee: For me, it's so much better than, are you there? God, it's me, Margaret, because it's set in a contemporary. There's a young biracial Asian American girl who's a outcast and really it's about belonging and getting your first period and all the things you have to go through in middle school. That seems really. Relatable for a young woman in our society. I appreciate that. Thank you so much. I read it really quick one night, easily read 'cause it's so lovely. I'm wondering about your process because you illustrated, your last book and then also the cover of this book. And on the cover it's sweet because it has all these cute little zines that she writes about are encapsulated on the cover of the book, which you only realize after you read it. I'm wondering for you as an artist, what comes first in the story, the image or the words? Chanel Miller: That's a great question. Yeah. I like to illustrate my books. Sometimes I'll think of a, something I do wanna draw and then think, how can I build a story around that, or like a visually rich scene. Then I come up with writing to allow myself to draw the thing. Other times I will just write, but I, I will say that when I'm writing, I never have a plot. I'm not an outliner. I am very much an explorer. I'm okay with not knowing for long periods of time where the book is gonna go, what it's about , and how it's gonna end. I don't know any of these things. And luckily I have a very gracious, agent and editor and my editor. I had two editors, Jill and Juan, and they let me just submit chunks of writing for six months. Scenes that didn't go together, that were completely out of order , to show them I'm attempting to build this world and this school full of kids, but I don't know how it's all gonna play out yet. And then after six months, we had enough material to, to begin to identify like who the primary characters were gonna be, what the essential conflict was gonna be. I'm saying this because I want people to know that you don't have to know much before you sit down to write. And the knowing comes with the practice of doing every day, and then slowly things start to reveal themselves. Miko Lee: Oh, I appreciate that. So you don't have a linear timeframe. You kind of just let things come to you. Sometimes they're in images, sometimes they're in words. Chanel Miller: Yes. And then your job is to capture them and be curious about them and then make more until you have enough. Then you can edit, but you edit too early, you're gonna , kill the spirit of the thing. Miko Lee: When do you know you have enough? Chanel Miller: When you fulfill the word count in your contract? No, no, I think it's, it's like you can. Sort of start to feel things click into place or a voice is emerging that's very strong. Even Scott know, Luna's best friend, I didn't have him at the very beginning, I don't think originally. Originally, I think Luna had a sister. It was gonna be a sister book, and then it became a friend. You're just open to it evolving, and then suddenly you're like, oh, I can, I can see this relationship. Can see them existing within the structure. It feels more real to you and at that point you can just go in and start revising Miko Lee: Did you create images for know my name? Chanel Miller: I actually tried to, at the very end, I made a bunch of drawings and I said, can we put these at the start of each chapter? And my editor, who's incredible, she said, you know, when I look at your drawings, they have a different voice than your writing voice. And I was like, that is true. Like, that's a great critique. So instead I went to New York, they were like about to send the book to print and I was like, okay, but I need like one drawing. They said, okay, if you can do it at lunch, like have it done by the end of lunch, we'll put it in the acknowledgement. So I dedicated the book to my family and. I sat at the desk and just did this little, these four little creatures that represented my immediate family and cut it outta my notebook. They scanned it in and sent it off to print with a book. So I did get, I did get it. Miko Lee: And how is the illustrator's voice different from the author's voice? Chanel Miller: The illustrator's voice can be very loose, whimsical, playful, whereas the writing, you know, was so measured and heavy and intentional, and so. I liked that edit, and I also, my editor was confident that I would have more opportunities in the future to write and draw, whereas I felt so vulnerable. It's my first book, it's my only chance to say or do anything, but that's not true. Now I understand like I have time to make all kinds of things. You don't have to shove it all into one project. Miko Lee: And are these, more youth-focused books? Do you feel like that's more a combination of your illustrator and your author voice? Chanel Miller: Totally. The medium like allows you to do both. It kind of asks for images also. Who knows, maybe, I still wanna write, contemporary fiction for adults and maybe I'll adults like visuals too. Absolutely. Miko Lee: Absolutely. Yeah. I'm wondering what you want young readers to walk away with after reading the, your latest book. Chanel Miller: Things smooth out in really unexpected ways. And that you can never truly mess up. Like I messed up so many times growing up or would get a really bad grade. I really would think like, this is the end. Like my future just disappeared. I just can't recover from this, and I always would, and I'm here now, like there, there are so many times I guess, that I thought my life was totally and completely over and, it was never the case. Sure, life could be sour for a bit, or you could be really stressed out, but it's not the end. Different things will change. People will be introduced to help you. Like you just keep showing up in whatever way you can. You won't be stuck in that place. It's been a nice thing to learn, as you get older. I just remember when I felt young, it felt so impossible sometimes, and I promise it's not, Miko Lee: I imagine that with Know my name. Many people came up with you, survivors came up and shared their stories with you, and I'm wondering if that was the same with your second book, if people came up and just told stories about, being a kid detective or what their, if it brought things up for them in a totally different realm. Chanel Miller: Oh yeah, absolutely. In the book, Magnolia's parents are Chinese and, , they're working at a laundromat and a customer comes in and there's, microaggressions happen and, I think with microaggressions you can always. Justify them in your head and say, it's not as bad as explicit violence or something, where it's not a truly a crime. And so you kind of push them to the side, push them to the side, but over time, like they do really stick with you and they're so hurtful and they accumulate and they're not okay to begin with. And I wanted my little character, Magnolia to. Just feel that anger that I often suppress and be like, it's not okay for people to talk to you like that. Like we are allowed to say something about it. It's dehumanizing and it's unacceptable. I wanted to give her the opportunity to confront that emotion and really express what, how it made her feel. Miko Lee: You're just starting your book tour right now. Is that right? For the Moon Without Stars. Chanel Miller: My book comes out January 13th. I'll go on a two week book tour. I'll have two stops in the Bay area. One at, book passage in Cord Madera. One in Los Altos at a church. It's sponsored by Linden Tree Books. We're just doing the event offsite, so if you're in the bay and wanna come say hello, please do that. Miko Lee: Yay. Excited to hear about that. I'm curious, I'm really curious what kind of stories people will tell you about their kind of middle school bully experience or their standing up to bullies and wanting to be in the popular crowd and what's that like? It's such a common middle school experience. Chanel Miller: I'm just really happy that people like have the opportunity to remember, 'cause it's not what we talk about every day. I just love that things are coming up for people and you're like, wow, I never would've thought about that or. I, I, that's why writing is so fun. You get to remember. Miko Lee: It's definitely not what we talk about every day, but definitely that middle school time really, helps shape who we are as adults. That's a really tough time because there's so many hormones going crazy in your body. So many changes that I think a lot of people have big feelings about middle school. Tell us what's next for you. Chanel Miller: I still love writing middle grade like this age is so sweet. It's so rich, emotionally rich. I would like to do something that's, you know, this one was more contemporary realism and I would love to do something that, not pure fantasy, but like breaks the rules of reality a little bit. Just really see where my imagination can go. A little magical realism perhaps. Yeah, absolutely. Miko Lee: I would just encourage you, I really love the Scott and Luna characters and seeing them patch their relationship up in high school as friends and how they can grow. Oh, I think would be a really sweet story also, and how they could explore maybe through magical realism. Some of the, book Doctors Zine World would be fun. Yeah. Yeah. I like those characters, is what I'm saying. I think there's more to come outta those characters and their friendship. Chanel Miller: Oh, that's really sweet. You don't wanna say goodbye to them yet. Miko Lee: Yeah, that's right. Well, it has been a delight chatting with you. Thank you so much for sharing your stories and your work and it's very powerful. Appreciate chatting with you. Chanel Miller: I really appreciate the platform you provide and how you're making room for these genuine conversations. So thank you so much. Jalena Keane-Lee: Next up, listen to blues scholars ode to Yuri Kochiyama. That was Blue Scholars, Ode to Yuri Kochiyama. Miko Lee: Yuri Koyama said, we are all part of one another, and that relates so well to my conversation with author, organizer and teacher Kazu Haga. Welcome, Kazu Haga to Apex Express. I'm so glad to have you with us. Kazu Haga: Yeah, thanks so much for having me. Miko Lee: I'm gonna start with a question that I ask all of my guests because I'm a curious person, and my question is, who are your people and what legacy do you carry with you? Kazu Haga: Oh, wow. Well, when you ask the second question, the immediate response is that I am Japanese. There's a lot of important legacies that come with that. Of course there's so much of my Japanese ancestry that I'm proud of and want to continue to deepen in and understand better. But I'm also aware that, you know, being Japanese, I come from colonizer people, right? And I'm so aware of the. Harm that my ancestors caused to so many people, whether dating back all the way to indigenous. I knew people in Japan, or a lot of the violence that my ancestors committed during the war to Zan Korean communities and Chinese communities and Filipino communities. I feel like in addition to all the beauty and the amazing things that I love about Japanese culture, that's a legacy that I carry with me and a lot of my work has to do with trying to understand what it means to carry that legacy and what it means to try to heal from that legacy and how I take that approach into my own personal life as well as into my activist work. Miko Lee: Thank you so much for recognizing that history and sharing a little bit about your path. I can see so much of how that turns up in your work. So I've had the pleasure of reading your two latest two books. I'm sure there'll be many more to come, I hope. Can you speak a little bit about what inspired you to create healing resistance? Kazu Haga: Yeah, so healing resistance is my interpretation of a set of teachings called kingian non-violence, and it's a philosophy that was based on the teachings of Dr. Martin Luther King. And I have the great privilege to have been mentored by a lot of elders who work very closely with Dr. King and were some of the most instrumental leaders in the civil Rights movement. I started my kind of activist career back in 1999 or something like that when I was 18, 19 years old. And for the longest time, the word non-violence didn't have a lot of meaning to me. But when I was 28 years old, I think I took this two-day workshop on this philosophy called King Non-Violence, and that two-day workshop just completely changed my life forever. I thought after 10 years of doing nothing but social justice movement building work, that I had some idea of what the word non-violence meant and some idea of who Dr. King was. But that two day workshop taught me that I knew nothing about what the word non-violence meant. Since I took that workshop, I feel like I've been on this never ending journey to better understand what it means to practice non-violence and incorporate that as a value into my life. And so healing resistance is, yeah, just my spin on the teachings of Dr. King told through the stories of my life experiences. Miko Lee: I really appreciated how you wove together your personal journey with your, understanding of movement building and how you incorporated that in. I'm wondering, I think it was in this book, but I read both of your books close to back to back, so I might be mixing them up, but I wonder if you could talk a little bit about the salt protestors that happened in India and the two years of training that it took them to be able to stand up and for our listeners, just like really back up and explain what that protest was about, and then the kind of training that it took to get there. Kazu Haga: It was actually more than two years. So, you know, everyone, or a lot of people know about the Salt March. It's the thing that I think a lot of people look to as the thing that really sparked the Indian Independence Movement, similar to the Montgomery Bus boycott in the US Civil Rights Movement. It's when a group of people marched across India all the way to the ocean. Engaged in an act of civil disobedience was, which was to go into the water and make their own salt. Salt is something that had been heavily controlled and taxed by the British Empire, and so the people who lived even on the coast of the ocean were not allowed to make their own salt. And so it was an act of civil disobedience to break a British colonial law saying that we are reclaiming this ancestral cottage industry for ourselves. And one of the reasons why it was so powerful and drew so many millions of people out into the street was because when Gandhi envisioned it. He didn't just put out an open call and said, anyone who wants to join the March can join. Ultimately, that's where they landed. But when the March started, he selected, I think it was about 76 of his followers, and he chose these 76 people and said, you all are gonna start the Salt March. And he chose those 76 people because they had lived in Astrom. And did spiritual practice and engaged in creative nonviolent direct action together for 16 years before they embarked on the salt march. So it was 16 years of kinda like dedicated residential spiritual training , and nonviolent direct action training that allowed these people to become the type of leaders that could draw out millions and millions of people into the street. And so it's one of the things that I really learned about the legacy of nonviolence is the importance of training and understanding that preparing ourselves spiritually to lead a movement that can transform nations is a lifetime of work. And to not underestimate the importance of that training and that rigor. Miko Lee: Thank you so much for correcting me. Not two but 16 years and a really a lifetime to, that's right. To develop the skills. I wonder if you've been following the Buddhist monks that are walking across the US right now. Kazu Haga: Yeah. And the dog, right? Miko Lee: Yeah. Whose dog and that dog. And I wonder what your thoughts are on that. Kazu Haga: I've really come to this place where I understand injustice and state violence, not as a political issue, but as a manifestation of our collective trauma. Like all the forms of state violence and injustice that we see, they happen because collectively as nation states and as communities and as a species, we have unresolved trauma that we haven't been able to heal from. And I think if we can see injustice less as a political issue and more as a manifestation of collective trauma, then perhaps we can build movements that have the sensitivity to understand that we can't just shut down injustice that when you're responding to a trauma response, what you need to do is to try to open things up. Things like spiritual practice and spiritual worldviews, like what, however that word spiritual lands on people. I think that there's a broad understanding of spirituality that doesn't have to include any sort of religious stigma. But when we ground ourselves in spiritual practice, when we ground ourselves in this larger reality that we belong to something so much larger than ourselves as individuals, then a lot more is possible and we're able to open things up and we're able to slow things down in response to the urgency of this moment, which I think is so necessary. When I look at these Buddhist monks spending however months it's gonna take for them to reach Washington dc the patience. The rigor and the slowness. How every step is a prayer for them. And so all of those steps, all of that effort is I think adding to something that has the possibility to open something up in a way that a one day protest cannot. So I'm really inspired by that work. Miko Lee: And it's amazing to see how many people are turning out to walk with them or to watch them. And then on the same hand, or the other hand, is seeing some folks that are protesting against them saying, that this is not the right religion, which is just. Kind of shocking to me. Grew up in a seminary environment. My dad was a professor of social ethics and we were really taught that Jesus is a son of God and Kuan is a daughter of God. And Muhammad, all these different people are sons and daughters of God and we're all under the same sky. So it seems strange that to me, that so many folks are using religion as a tool for. Pain and suffering and injustice and using it as a justification. Kazu Haga: Yeah. It's sad to hear people say that this is the wrong religion to try to create change in the world because I think it's that worldview that is at the heart of what is destroying this planet. Right. It's, it's not this way. It has to be that way and this binary right. Wrong way of thinking. Miko Lee: Yeah. Kazu Haga: But yeah. The first spiritual book I ever read when I was 16 years old was a book by Thích Nhất Hanh called Living Buddha, living Christ. Yes. And in that book he was saying that the teachings of the Buddha and the teachings of Jesus Christ, if you really look at the essence of it, is the same thing. Miko Lee: That's right. Yeah. This brings us to your book, fierce Vulnerability, healing from Trauma Emerging Through Collapse. And we are living in that time right now. We're living in a time of utter collapse where every day it seems like there's a new calamity. We are seeing our government try to take over Venezuela right now and put police forces into Minnesota. It's just crazy what's going on. I wonder if you can just talk a little bit about this book. Clearly it's the Times that has influenced your title and [00:34:00] in influenced you to write this book can be, share a little bit more about what you're aiming to do. Kazu Haga: Yeah, and you know, it's also Greenland and Cuba and Colombia and Panama, and it's also the climate crisis and it's also all of these other authoritarian regimes that are rising to power around the co, around the world. And it's also pandemics and the next pandemics. And we are living in a time of the poly crisis. A time that our recent ancestor, Joanna Macy calls the great turning or the great unraveling so we can get to the great turning where all of these systems are in a state of collapse and the things that we have come to, to be able to rely on are all unraveling. And I think if we are not grounded in. Again, I use this word spirituality very broadly speaking, but if we are not grounded in a sense that we are connected to something so much larger than ourselves as individuals, I think it's so easy to just collapse and get into this trauma response state in response to all of the crises that we are facing, and so fierce vulnerability. It's at the intersection of spiritual practice, trauma healing, and nonviolent action, and understanding that in response to all of these crises that we are facing, we need powerful forms of action. To harness the power necessary to create the transformations that we need to see. And at the same time, can we see even forms of nonviolent resistance as a form of, as a modality of collective trauma healing? And what are the practices that we need to be doing internally within our own movements to stay grounded enough to remember that we are interdependent with all people and with all life. What does it take for us to be so deeply grounded that even as we face a possible mass extinction event that we can remember to breathe and that we can remember that we are trying to create beauty, not just to destroy what we don't like, but we are trying to affirm life. What does that look like? And so if fierce vulnerability is an experiment, like we don't have all the answers, but if I could just put in a plug, we're about to launch this three month. Experiment called the Fierce Vulnerability Kinship Lab, where we'll be gathering across the world. Participants will be placed in small teams, that are regionally based, so you can meet with people in person, hopefully, and to really try to run a bunch of experiments of what is it gonna take to respond to state violence, to respond to these crises in a way that continues to affirm life and reminds us that we belong to each other. Miko Lee: That sounds amazingly powerful. Can you share how people can get involved in these labs? Kazu Haga: People can check it out on my website, kazu haga.com, and it'll link to the actual website, which is convene.community. It's K-I-N-V-E-N-E. It's a combination of the idea of kinship and community. It's gonna be a really cool program. We just announced it publicly and France Weller and Ma Muse and Kairo Jewel Lingo, and it's gonna be a lot of great teach. And we're trying to just give people, I know so many people are yearning for a way to respond to state violence in a way that feels deeply aligned with their most sacred beliefs and their value systems around interdependence, and peacemaking and reconciliation, but also recognizes that we need to harness power that we need to. Step out of the comfort of our meditation cushions and yoga centers and actually hit the streets. But to do so in a way that brings about healing. It's our way of creating some communities where we can experiment with that in supportive ways. Miko Lee: What is giving you hope these days? Kazu Haga: My daughter and the community that I live in. Like when I look up at the world, things are in a state of collapse. Like when I watch the news, there's a lot of things that are happening that can take away my hope. But I think if we stop looking up all the time and just start looking around, if I start looking around in, not at the vertical plane, but at the horizontal plane, what I see are so many. Amazing communities that are being birthed, land-based communities, mutual aid networks, communities, where people are living together in relationship and trying to recreate village like structures. There are so many incredible, like healing collaboratives. And even the ways that we have brought song culture and spirit back into social movement spaces more and more in the last 10, 15 years, there are so many things that are happening that are giving birth to new life sustaining systems. We're so used to thinking that because the crisis is so big, the response that we need is equally big. When we're looking for like big things, we're not seeing movements with millions of millions of people into the in, in the streets. We're not seeing a new nonprofit organizations with billions of dollars that have the capacity to transform the world because I think we keep looking for big in response to big. But I think if we look at a lot of wisdom traditions, particularly Eastern Traditions, Daoism and things like that, they'll tell us that. Perhaps the best way to respond to the bigness of the crises of our times is to stay small. And so if we look for small signs of new life, new systems, new ways of being in relationship to each other and to the earth, I think we see signs of that all over the place. You know, small spiritual communities that are starting up. And so I see so much of that in my life, and I'm really blessed to be surrounded by a lot of that. Miko Lee: I really appreciate how you walk the walk and talk, the talk in terms of teaching and living in a collective space and even how you live your life in terms of speaking engagements and things. Can you share a little bit about the gift economy that you practice and what's that about? Share with our audience what that even means. Kazu Haga: Yeah. I love this question. Thank you. So the gift economy to me is our attempts at building economic structures that learn from how natural ecosystems share and distribute its resources, right? It's an alternative model to the market system of economics where everything is transac. If you look out into nature, nothing is transactional. Right? All of the gifts that a mycelial network gives to the forest, that it's a part of the ecology that it's a part of. It's given freely, but it's also given freely because it knows that it is part of a deeply interdependent ecosystem where it will also receive everything it needs to be nourished. And so there's a lot that I can say about that. I actually working on, my next book will be on the Gift Economy. But one of the main manifestations of that is all of the work that I do, I try to offer as a gift. So I don't charge anything for the work that I do. The workshops that I organize, you know, the Convene three month program that I told you about, it's a three month long program with world renowned leaders and we are asking people to pay a $25 registration fee that'll support the platform that, that we're building, the program on. And. There's no kind of set fee for the teachers, myself, Francis Weller, mam, all these people. And people have an opportunity to give back to the ecosystem if they feel called and if they're able to try to sustain, to help sustain our work. But we really want to be able to offer this as a gift. And I think in the market economy, a three month virtual training with well-known teachers for $25 is unheard of. Of course $25 doesn't sustain me. It doesn't sustain all of the teachers that are gonna be part of this, but I have so much faith that if we give our work freely and have faith that we are doing the work that we're meant to be doing, that the universe will come together to sustain us. And so I am sustained with the generosity of a lot of [00:42:00] people, a lot of donors, a lot of people who come to my workshop and feel called to give, not out of a sense of obligation, but because they want to support me in my work. Miko Lee: Thank you for sharing and I was so impressed on your website where you break down your family's whole annual budget and everything that you spent funds on. Everybody talks about transparency, but nobody really does it. But you're actually doing it. And for reals, just showing something that's an antidote to the capitalist system to be able to say, okay, this is us. This is our family, this is how we travel, this is what we do, and. I found it really charming and impressive in our, it's hard to rebel against a system where everything has been built up so that we're supposed to act a certain way. So appreciate you. Absolutely. Yeah. Showing some alternatives and I didn't know that's gonna be your next book. So exciting. Kazu Haga: Yeah, I just started it. I'm really grateful that I have a partner that is okay with sharing all of our family's finances transparently. That helps because it is a big thing, you know? Yeah. But one of the things that I really learned. But the gift economy is that if there isn't information, if there isn't transparency about what the system's needs are, then it becomes dependent on every individual to figure out. How much they want to give to that system. And I think the gift economy is trying to break outta that the model of individualism and understand that we are interdependent and we live in this rich ecosystem of interdependence. And so if people's needs aren't transparent, then it's hard for people to figure out how they want to engage in that relationship. Miko Lee: Can you share a little bit more the example of Buddhist monks and how they have the basket and. Share that story a bit for our audience. Kazu Haga: Yeah. So historically, in a lot of, particularly south and southeastern, Asian countries, Buddhist monks, they go around, they walk their community every morning, begging, quote unquote for alms. They ask for donations, and the people in that village in that town will offer them bread or rice or whatever it is. That's kind of the food that, that monks and monastics eat. And so if a Buddhist monk is walking around with a bowl and you see that their bowl is already full, you have a sense, oh, this monastic might not need any more food, but the next monastic that comes along might. And so it's this transparent way of saying, oh, this person's needs are met, so let me hold on to the one piece of bread that I have that I can donate today and see if the next person will need it. And so in that way. If I share my finance transparently, you know, if my financial needs for the month or for the quarter are met, then maybe people who attend my workshops will feel like, oh, I don't have a lot of money to give. Maybe I don't need to give to support Kazu Haga, but maybe I can support, the facilitator for the next workshop that I attend. And so, in that way, I'm hoping that me being transparent about where my finances are will help people gauge how they want to be in relationship with me. Miko Lee: Thank you. I appreciate it. You talk a lot about in your work about ancestral technology or the wisdom, our ancestral wisdoms and how powerful that is. It made me think about the day after the election when Trump was elected. I happened to be in this gathering of progressive artists in the Bay Area and everybody was. Incredibly depressed. There was even, should we cancel that day or not? But we pulled together, it was at the Parkway Theater in Oakland and there was an aone leader and she talked about the eighth fire and how we are in the time of the eighth fire and you write about the fires in your book, and I'm wondering if you can talk about the seven fires and the prophecy belt. Kazu Haga: Yeah. So through a strange course of events, I had the incredible privilege early on in my life when I was in my early teens, 11, 12, 13, 14 years old, to spend every summer going to the Algonquin Reservation, Anishnabe Nation, way up in Northern Quebec, and spend my evenings sleeping in the basement of Chief William Commander, who was the holder of the seven Fire Prophecies Wampum Belt. This is a prophecy that told the story of the seventh fire that we are in the time of the seventh fire. And this is a moment in the history of our species where we can remember what it means to be human and to go backwards and to reclaim our spiritual path. If we are able to do that, then we can rebuild a new world, the eighth fire and build a world of lasting peace. But if we are unable to do that and continue down this material journey, that will lead to a world of destruction. And this is, prophecies like this one and similar indigenous prophecies that speak the same exact things are the things that were. Just surrounded, that I was surrounded by when I was younger, and I'm so grateful that even though I didn't really believe this kind of stuff when I was younger, it was like the, you know, crazy hippie newey stuff that my mom was into. I'm so grateful to have been surrounded by these teachings and hearing these teachings directly from the elders whose lives purpose. It was to share these teachings with us because when I look out at the world now, it really feels like we are in a choice point as a species. Like we can continue to walk down one journey, one path, and I could very easily see how it would lead to a world of destruction. But we have an opportunity to remember who we are and how we're meant to live in relationship with each other and to the earth. And I have a lot of faith that if we're able to do that, we can build such a beautiful future for our children. And so I think this is the moment that we're in. Miko Lee: Yeah. Thank you so much. Can you share a little bit about your mom? It seems like she was a rule breaker and she introduced you to so many things and you're appreciating it later as an adult, but at the time you're like, what is this? Kazu Haga: Yeah. You know, she was. She grew up in Japan. We were all born in Japan, but she spent a year overseas in the United States as ex as an exchange student in high school. And she always tells me when she went back to Japan, she was listening to the Beatles, and she shaved her legs and she was this like rebellious person in Japan. But yeah, my mom is never been a political activist in the same way that, that I've become. But she's always been deeply, deeply grounded in spiritual practice. Miko Lee: Mm-hmm. Kazu Haga: And for various reasons have always had deep relationships with indigenous elders in North America and Turtle Island. And so I'm always grateful. I feel like she sowed a lot of seeds that when I was young, I made fun of meditation and I was not into spiritual practice at all. 45 years into my life, I find myself doing all the same things that, that she was doing when I was young, and really seeing that as the foundation of the work that I do in the world today. Miko Lee: And have you, have you talked with her about this? Kazu Haga: Oh yeah. I live with her, so we regularly Oh, I Miko Lee: didn't realize Kazu Haga: that.Yeah, yeah, yeah. So she's read the book and Yeah. We have a lot of opportunities to, to yeah, just talk and, and reminisce and, and wonder at. How life has a tendency to always come back full circle. Miko Lee: Mm. The paths we lead and how they intertwine in some ways. Definitely. Mm, I love that. I let you know before we went on air is that I'm also interviewing the author Chanel Miller in this episode. You shared with me that you are familiar with her work. Can you talk about that? Kazu Haga: Yeah, so, you know, I talk quite a bit in both of my books about how one of the great privileges that I have is to do restorative justice and trauma healing work with incarcerated people, mostly through the prisons in California. And one of the programs that I've had the privilege to be a part of is with the Ahimsa Collective, where we work with a lot of men who have an experience with sexual violence specifically, both as survivors of sexual harm and as perpetrators oftentimes. And in that program we actually used the letter that she wrote and published as an example of the power of what it could mean to be a survivor speaking their truth. And we used to read this letter in the groups with incarcerated people. And I remember the first time I ever read it, I was the one that was reading it out loud. I broke down into tears reading that, that letter, and it was so powerful. And it's one of those written statements that I think has helped a lot of people, incarcerated people, and survivors, oftentimes, they're both the same people, really heal from the scars that they've experienced in life. So yeah, I have a really deep connection to specifically that statement and her work. Miko Lee: Yeah, it's really powerful. I'm wondering, given that how you use art as a tool to heal for yourself. Kazu Haga: You know, I always wished I was a better poet or a better painter or something like that, but I do really feel like there are certain deep truths that cannot be expressed in just regular linear language. It can only be spoken in song or in dance or in poetry. There's something mystical. There's something that, that is beyond the intellect capacity to understand that I think can be powerfully and beautifully expressed through art. I think art and spiritual practice and prayer and things like that are very like closely aligned. And so in that way I, I try to touch the sacred, I try to touch spirit. I try to touch mystery in the things that I can't quite articulate. Just through conversation and giving in a lecture or a PowerPoint presentation, to, yeah, to touch into something more, more important. Miko Lee: And is your spiritual practice built into your every day? Kazu Haga: To the extent possible. One of the traditions that I have really learned a lot from and love is the Plum Village tradition founded by Thich Nhat Hanh. And they're so good at really reminding us that when we wash our dishes, that can be a spiritual practice, right? I'm the father of a young child. And so it's hard to actually sit down and meditate and to find time for that. And so, how can I use. My moments with my daughter when I'm reading her a book as a spiritual practice, how can I, use the time that I'm picking up the toys that's thrown all around the house as spiritual practice. So in that way, I really try to incorporate that sort of awareness and that reminder that I belong to something larger and everything that we do. Miko Lee: After hearing Ty speak one time, I tried to practice the chewing your food 45 times. I could not do it. Like, how does he do Kazu Haga: that? Some food is easier than others. If you eat oatmeal, it's a little harder, but Miko Lee: like that is some kind of practice I cannot do. Kazu Haga: But, you know, I have, a meditation teacher that years ago taught me every time you get inside your car. The moment that you turn the keys and turn on the ignition in your car, just take that moment and see if you can notice the texture of the keys and see if you can really feel your muscles turning to turn the key. And it's in these little moments that if we bring that intention to it, we can really turn what is like a, you know, a mindless moment into something with deep, deep awareness. Hmm. Miko Lee: Thank you for that. That's an interesting one. I have not heard that one before. Kazu Haga: Nowadays I just like push a button so it's even more mind less. Miko Lee: That's right. There's just a button Now. Keys, there's not even the time anymore to do that. That's right. What is it that you'd love folks to walk away with from being familiar with your work? You, there's so many aspects. You have different books that are out, you lead workshops, you're speaking, you are everyday walking through the world, sharing different things. What is one thing you'd love people to understand? Kazu Haga: Between both of my books and all the work that I do, so much of the essence is to try to help us remember. We belong to each other. I think the fear of isolation, the fear that we do not belong, is one of the most common fears that every human being has. Right? At some point in our lives, we felt like we don't belong. And while that is such a real fear, it's also a delusion. Like in an interdependent world, there is nothing outside of belonging, right? And so we already belong. We are already whole, we are already part of the vastness of the cosmos. There is so much power in remembering that we are part of the infinite universe, and I think the delusion that we do not belong to each other is like is the seed that creates the us versus them worldview, and it's that us versus them worldview that is at the heart of what is destroying our planet. In our efforts to create social change, how can we do so in a way that reminds us that even the people that are causing harm is a deeply critical interwoven web of relationships. That we are all in this web of relationship, that there's nobody outside of that, and how can we go about trying to create change in a way that reminds us of that? Miko Lee: Thank you. And my last question is, I'm wondering if there's something that you're learning from your child these days. Kazu Haga: Yeah, the, just the, the pure presence, right? That each moment is so deeply, deeply real, and each moment is to be honored. Like I am amazed at, we were eating asparagus the other day, and she was eating a whole bowl of asparagus, and she desperately needed me to get her the one piece of asparagus that she wanted. She was so frustrated that I couldn't find the one asparagus that she wanted, and so she was crying and screaming and throwing asparagus across the room, and then the moment I was able to find the one asparagus that she wanted, everything is fine. Everything is beautiful. She's smiling, she's laughing, and so just to. Not that we should be like throwing things around if we're not getting exactly what we want, but how can we honor our emotions every moment in a way that in that moment there is nothing outside of that moment. That sort of presence, is something that I really try to embody and try to learn from her. Miko Lee: Thank you so much for sharing with me. I really appreciate reading your books and being in community with you and, we'll put links to your website so that people Awesome. Thank you. Can find out more. And also, I really appreciate that you're having your books published by a small Buddhist press as and encouraging people to buy from that. Kazu Haga: Yeah. Shout out to ax. Miko Lee: Yes, we will absolutely put those links in our show notes. And thank you so much for joining us on Apex Today. Kazu Haga: Thank you so much for having me. Miko Lee: Thank you so much for joining me on this evening conversation with two different authors, Chanel Miller and Kazu Haga, and my little pitch is just to keep reading. Reading is such a critical and important way we learn about the world. I was just reading this thing that said the average Americans read 12 to 13 books a year. And when I checked in with friends and family, they said that could not be true. That they think they know many people who don't read any books. And I am just encouraging you all to pick up a book, especially by an Asian American Pacific Islander author, hear our perspectives, hear our stories. This is how we expand and understand our knowledge around the world. Grow closer to the people in both our lives and people around the world. So yea to reading, yea to Chanel Miller and Kazu Haga. And check out a local bookstore near you. If you wanna find out more information, please check out our website, kpfa.org, black slash programs, apex Express, where I will link both of these authors and how you can purchase their books at your local independent bookstore. Thank you very much. Goodnight. Please check out our website, kpfa.org. To find out more about our show tonight. We think all of you listeners out there. Keep resisting, keep organizing, keep creating and sharing your visions with the world because your voices are important. Apex Express is produced by Ayame Keane-Lee, Anuj Vaidya, Cheryl Truong, Isabel Li, Jalena Keane-Lee, Miko Lee, Nina Phillips, Preeti Mangala Shekar and Swati Rayasam Tonight's show was produced by me, your host, Miko Lee. Thank you so much for joining us. The post APEX Express – 1.15.26 – Chat with Authors appeared first on KPFA.

The Christian life will not be without disappointment. In fact, quite often our greatest victories will be followed by great opposition. On today's PowerPoint, Pastor Jack Graham shares in his message, “How I Can Persevere,” how one of the greatest heroes of our faith got up when he was down. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

In this episode of We Think It's Funny, hosts Mark Schiff and Daniel Lobell welcome the "Godfather of PowerPoint Comedy," Don McMillan. Trading his Stanford engineering degree and Silicon Valley chip-designing days for a microphone and a laser pointer, Don breaks down the hilarious intersection of logic and laughter. From his viral "Life After Death by PowerPoint" insights to his legendary run on America's Got Talent, Don proves that being "technically funny" is a precision science. Tune in for a high-energy conversation filled with Venn diagrams, corporate quirks, and the kind of smart, relatable humor that only a former rocket scientist (well, electrical engineer) could calculate so perfectly.

In this episode of the Phoenix Cast, hosts John and Kyle kick off 2026 with a jam-packed current events roundup covering the React to Shell vulnerability (think Log4Shell but for the front end), the Marine Corps' new drone training requirements, Google's TPU announcements that might have NVIDIA sweating, and the launch of GenAI.mil. They also share some exciting podcast milestones, dish out their 2026 predictions, and Kyle reveals his holiday vendetta against PowerPoint that resulted in building his own AI-powered presentation tool.We'd love to hear your thoughts! Tweet us at our new handle, @ThePhoenixCast, and don't forget to join our LinkedIn Group to connect with fellow Phoenix Casters. If you enjoyed the episode, help us out by leaving one of those coveted 5-star reviews on Apple Podcasts. Thanks for listening!LinksKyle's “The 8 Levels of AI Learning for Modern Commanders”https://www.linkedin.com/pulse/8-levels-ai-learning-modern-commanders-kyle-kmo-moschetto-mxuycReactShell:https://securityboulevard.com/2026/01/top-cves-of-december-2025/TorchTPU:https://hyperframeresearch.com/2025/12/24/can-googles-torchtpu-eventually-bridge-nvidias-cuda-moat/ WSJ: “Why AI Will Widen the Gap Between Superstars and Everybody Else”https://www.wsj.com/lifestyle/workplace/ai-workplace-tensions-what-to-do-c45f6b51?reflink=desktopwebshare_permalink USMC drone program:  https://www.marines.mil/News/Messages/Messages-Display/Article/4366306/approved-training-requirements-for-small-unmanned-aerial-systems/USMC AI WORKSHOP MARADMINhttps://www.marines.mil/News/Messages/Messages-Display/Article/4367572/united-states-marines-corps-generative-and-agentic-artificial-intelligence-work/II MEF Leadership AI:https://www.iimef.marines.mil/News/article-display/Article/4364616/ii-mef-advanced-ai-command-course/ Self-Paced AI Training (Military discount available)https://ftcg.io/self-paced-training Vibe Coding book (Gene Kim and Steve Yegge):https://itrevolution.com/product/vibe-coding-book/Gas Town:https://steve-yegge.medium.com/welcome-to-gas-town-4f25ee16dd04

My conversation with Kurtis Minder cuts through the fantasy land most people live in when they talk about ransomware.This isn't about movie-style hackers or “just restore from backup” nonsense. It's about the industrialized ransomware economy—where threat actors operate with rules, quotas, minimum payouts, and negotiation playbooks that look a lot more like organized business than random crime.We get into the ugly realities organizations face when ransomware hits:How ransom negotiations actually work todayWhy cyber insurance often shapes decisions more than security teams doAnd the uncomfortable ethical tradeoffs executives are forced to make under real pressureWe also call out one of the biggest contributors to successful ransomware attacks: complacency. Most organizations have incident response plans that look great in PowerPoint and fall apart the second reality shows up. If you're not rehearsing, testing, and updating those plans, they're effectively worthless.Finally, we talk about what actually moves the needle. Not buzzwords. Not vendor bingo. Real strategy:Zero Trust done correctlyLeast privilege enforced, not “eventually planned”Microsegmentation that limits blast radius instead of praying backups workRansomware isn't going away. The only question is whether your organization is architected to absorb impact and survive, or whether you're funding the next criminal enterprise.Key TakeawaysRansomware is a structured business model, not chaos—negotiations follow rules and economics.Complacency kills response efforts; untested incident plans fail every time.Zero Trust, least privilege, and microsegmentation materially reduce ransomware blast radius when implemented correctly.

In this episode of In-Ear Insights, the Trust Insights podcast, Katie and Chris discuss analyzing survey data using generative artificial intelligence tools. You will discover how to use new AI functions embedded in spreadsheets to code hundreds of open-ended survey responses instantly. You’ll learn the exact prompts needed to perform complex topic clustering and sentiment analysis without writing any custom software. You will understand why establishing a calibrated, known good dataset is essential before trusting any automated qualitative data analysis. You’ll find out the overwhelming trend in digital marketing content that will shape future strategies for growing your business. Watch now to revolutionize how you transform raw feedback into powerful strategy! Watch the video here: Can’t see anything? Watch it on YouTube here. Listen to the audio here: https://traffic.libsyn.com/inearinsights/tipodcast-processing-survey-data-with-generative-ai.mp3 Download the MP3 audio here. Need help with your company’s data and analytics? Let us know! Join our free Slack group for marketers interested in analytics! [podcastsponsor] Machine-Generated Transcript What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for listening to the episode. Christopher S. Penn: In this week’s In Ear Insights, let’s talk about surveys and processing survey data. Now, this is something that we’ve talked about. Gosh, I think since the founding of the company, we’ve been doing surveys of some kind. And Katie, you and I have been running surveys of some form since we started working together 11 years ago because something that the old PR agency used to do a ton of—not necessarily well, but they used to do it well. Katie Robbert: When they asked us to participate, it would go well. Christopher S. Penn: Yes, exactly. Christopher S. Penn: And this week we’re talking about how do you approach survey analysis in the age of generative AI where it is everywhere now. And so this morning you discovered something completely new and different. Katie Robbert: Well, I mean, I discovered it via you, so credit where credit is due. But for those who don’t know, we have been a little delinquent in getting it out. But we typically run a one-question survey every quarter that just, it helps us get a good understanding of where our audience is, where people’s heads are at. Because the worst thing you can possibly do as business owners, as marketers, as professionals, is make assumptions about what people want. And that’s something that Chris and I work very hard to make sure we’re not doing. And so one of the best ways to do that is just to ask people. We’re a small company, so we don’t have the resources unfortunately to hold a lot of one-on-one meetings. But what we can do is ask questions virtually. And that’s what we did. So we put out a one-question survey. And in the survey, the question was around if you could pick a topic to deep dive on in 2026 to learn about, what would it be. Now keep in mind, I didn’t say about AI or about marketing because that’s where—and Chris was sort of alluding to—surveys go wrong. When we worked at the old shop, the problem was that people would present us with, “and this is the headline that my client wants to promote.” So how do we run a survey around it? Without going too far in the weeds, that’s called bias, and that’s bad. Bias equals bad. You don’t want to lead with what you want people to respond with. All of that being said, we’ve gotten almost 400 responses over the weekend, which is a fantastic number of responses. That gives us a lot of data to work with. But now we have to do something with it. What Chris discovered and then shared with me, which I’m very excited about, is you don’t have to code anything to do this. There were and there still are a lot of data analysis platforms for market research data, which is essentially what this is for: unstructured, qualitative, sentence structured data, which is really hard to work with if you don’t know what you’re looking for. And the more you have of it, the harder it is to figure out where the trends are. But now people are probably thinking, “oh, I just bring it into generative AI and say, summarize this for me.” Well, that’s not good enough. First of all, let’s just don’t do that. But there are ways to do it, no code, that you can really work with the data. So without further ado, Chris, do you want to talk about what you’ve been working on this morning? And we’re going to do a deep dive on our livestream on Thursday, which you can join us every Thursday at 1:00 PM Eastern. Go to Trust Insights AI TI podcast. Nope, that’s us today. Wait a second. TrustInsights AI YouTube, and you can follow live or catch the replay. And we’ll do a deep dive into how this works, both low code and high tech. But I think it’s worth at least acknowledging, Chris, what you have discovered this morning, and then we can sort of talk about some of the findings that we’re getting. Christopher S. Penn: So one of the most useful things that AI companies have done in the last 6 months is put generative AI into the tools that we already use. So Google has done this. They’ve put Gemini in Google Sheets, Google Docs, in your Gmail. Finally, by the way—slight tangent. They finally put it in Google Analytics. Three years later. Microsoft has put Copilot into all these different places as well. In Excel, in Word, in PowerPoint, and so on and so forth. And so what you can do inside of these tools is they now have formulas that essentially invoke an AI agent. So inside of Google Sheets you can type equals Gemini, then give it a prompt and then give it a cell to work on and have it do its thing. Christopher S. Penn: So what I did naturally was to say, “Okay, let’s write a prompt to do topic analysis.” “Okay, here’s 7 different topics you can choose from.” Gemini, tell me for this cell, this one survey response, which of the 7 topics does it fit in? And then it returns just the topic name and puts it in that cell. And so what used to be a very laborious hand coding—”okay, this is about this”—now you can just drag and fill the column and you’ve got all 400 responses classified. You can do sentiment analysis, you can do all sorts of stuff. Katie Robbert: I remember a quick anecdote, and I think I’ve told this story before. When I was doing clinical trial research, we were trying to develop an automated system to categorize sentiment for online posts about the use and abuse of opiates and stimulants. So, is it a positive sentiment? Is it a negative sentiment? With the goal of trying to understand the trends of, “oh, this is a pharmaceutical that just hit the market. People love it. The sentiment is super positive in the wrong places.” Therefore, it’s something that we should keep an eye on. All to say, I remember sitting there with stacks and stacks of printed out online conversation hand coding. One positive, two negative. And it’s completely subjective because we had to have 4 or 5 different hand coders doing the sentiment analysis over and over again until we came to agreement, and then we could start to build the computer program. So to see that you did this all in the span of maybe 20 minutes this morning is just—it’s mind blowing to me. Christopher S. Penn: Yeah. And the best part is you just have to be able to write good prompts. Katie Robbert: Well, therein lies the caveat. And I think that this is worth repeating. Critical thinking is something that AI is not going to do for you. You still have to think about what it is you want. Giving a spreadsheet to AI and saying, “summarize this,” you’re going to get crappy results. Christopher S. Penn: Exactly. So, and we’ll show this on the live stream. We’re going to walk through the steps on how do you build this? Very simple, no tech way of doing it, but at the very least, one of the things you’ll want to do. And we’ve done this. In fact, we did this not too long ago for an enterprise client building a sentiment analysis system: you have to have a known, good starting data set of stuff that has been coded that you agree with. And it can be 3 or 4 or 5 things, but ideally you start with that. So you can say, this is examples of what good and bad sentiment is, or positive and negative, or what the topic is. Write a prompt to essentially get these same results. It’s what the tech folks would call back testing, just calibration, saying, “This is a note, it still says, ‘I hate Justin Zeitzac, man, all this and stuff.’ Okay, that’s a minus 5.” What do they hate us as a company? Oh, okay. “That annoying Korean guy,” minus 5. So you’d want to do that stuff too. So that’s the mechanics of getting into this. Now, one of the things that I think we wanted to chat about was kind of at a very high level, what we saw. Katie Robbert: Yeah. Christopher S. Penn: So when we put all the big stuff into the big version of Gemini to try and get a sense of what are the big topics, really, 6 different topics popped out: Generative AI, broadly, of course; people wanting to learn about agentic AI; content marketing; attribution and analytics; use cases in general; and best practices in general. Although, of course, a lot of those had overlap with the AI portion. And when we look at the numbers, the number one topic by a very large margin is agentic AI. People want to know, what do we do with this thing, these things? How do we get them going? What is it even? And one of the things I think is worth pointing out is having Gemini in your spreadsheet, by definition, is kind of an agent in the sense that you don’t have to go back to an AI system and say, “I’ll do this.” Then copy-paste results back and forth. It’s right there as a utility. Katie Robbert: And I think that I’m not surprised by the results that we’re seeing. I assumed that there would be a lot of questions around agentic AI, generative AI in general. What I am happy to see is that it’s not all AI, that there is still a place for non-AI. So, one of the questions was what to measure and why, which to be fair, is very broad. But you can make assumptions that since they’re asking us, it’s around digital marketing or business operations. I think that there’s one of the things that we try to ask in our free Slack group, Analytics for Marketers, which you can join for free at trustinsights.ai/analyticsformarketers. We chatting in there every day is to make sure that we have a good blend of AI-related questions, but also non-AI-related questions because there is still a lot of work being done without AI, or AI is part of the platform, but it’s not the reason you’re doing it. We know that most of these tools at this day and age include AI, but people still need to know the fundamentals of how do I build KPIs, what do I need to measure, how do I manage my team, how do I put together a content calendar based on what people want. You can use AI as a supporting role, but it’s not AI forward. Christopher S. Penn: And I think the breakout, it’s about, if you just do back of the envelope, it’s about 70/30. 70% of the responses we got really were about AI in some fashion, either regular or agentic. And the 30% was in the other category. And that kind of fits nicely to the two themes that we’ve had. Last year’s theme was rooted, and this year’s theme is growth. So the rooted is that 30% of how do we just get basic stuff done? And the 70% is the growth. To say, this is where things are and are likely going. How do we grow to meet those challenges? That’s what our audience is asking of us. That’s what you folks listening are saying is, we recognize this is the growth opportunity. How do we take advantage of it? Katie Robbert: And so if we just look at all of these questions, it feels daunting to me, anyway. I don’t know about you, Chris—you don’t really get phased by much—but I feel a little overwhelmed: “Wow, do you really know the answers to all of these questions?” And the answer is yes, which is also a little overwhelming. Oh wait, when did that happen? But yeah, if you’re going to take the time to ask people what they’re thinking, you then have to take the time to respond and acknowledge what they’ve asked. And so our—basically our mandate—is to now do something with all of this information, which we’re going to figure out. It’s going to be a combination of a few things. But Chris, if you had your druthers, which you don’t, but if you did. Where would you start with answering some of these questions? Christopher S. Penn: What if I had my druthers? I would put. Take the entire data set one piece at a time and take the conclusion, the analysis that we’ve done, and put it into Claude Code with 4 different agents, which is actually something I did with my own newsletter this past weekend. I’d have a revenue agent saying, “How can we make some money?” I’d have a voice of the customer agent based on our ICP saying, “Hey, you gotta listen to the customer. This is what we’re saying. This is literally what we said. You gotta listen to us.” “Hey, your revenue agent, you can’t monetize everything. I’m not gonna pay for everything.” You would have a finance and operations agent to say, “Hey, let’s. What can we do?” “Here’s the limitations.” “We’re only this many people. We only have this much time in the day. We can’t do everything.” “We gotta pick the things that make sense.” And then I would have the Co-CEO agent (by virtual Katie) as the overseer and the orchestrator to say, “Okay, Revenue Agent, Customer Agent, Operations Agent, you guys tell me, and I’m going to make some executive decisions as to what makes the most sense for the company based on the imperatives.” I would essentially let them duke it out for about 20 minutes in Claude Code, sort of arguing with each other, and eventually come back with a strategy, tactics, execution, and measurement plan—which are the 4 pieces that the Co-CEO agent would generate—to say, “Okay, out of these hundreds of survey responses, we know agentic AI is the thing.” “We know these are the kinds of questions people are asking.” “We know what capabilities we have, we know limitations we have.” “Here’s the plan,” or perhaps, because it’s programmed after you, “Here’s 3 plans: the lowest possible, highest possible, middle ground.” And then we as the humans can look at it and go, “All right, let’s take some of what’s in this plan and most of what’s in this plan, merge that together, and now we have our plan for this content.” Because I did that this weekend with my newsletter, and all 4 of the agents were like, “Dude, you are completely missing all the opportunities. You could be making this a million-dollar business, and you are just ignoring it completely.” Yeah, Co-CEO was really harsh. She was like, “Dude, you are missing the boat here.” Katie Robbert: I need to get my avatar for the Co-CEO with my one eyebrow. Thanks, Dad. That’s a genetic thing. I mean, that’s what I do. Well, so first of all, I read your newsletter, and I thought that was a very interesting thing, which I’m very interested to see. I would like you to take this data and follow that same process. I’m guessing maybe you already have or are in the process of it in the background. But I think that when we talk about low tech and high tech, I think that this is really sort of what we’re after. So the lower tech version—for those who don’t want to build code, for those who don’t want to have to open up Python or even learn what it is—you can get really far without having to do that. And again, we’ll show you exactly the steps on the live stream on Thursday at 1:00 PM Eastern to do that. But then you actually have to do something with it, and that’s building a plan. And Chris, to your point, you’ve created synthetic versions of basically my brain and your brain and John’s brain and said, “Let’s put a plan together.” Or if you don’t have access to do that, believe it or not, humans still exist. And you can just say, “Hey Katie, we have all this stuff. People want to get answers to these questions based on what we know about our growth plans and the business models and all of those things. Where should we start?” And then we would have a real conversation about it and put together a plan. Because there’s so much data on me, so much data on you and John, etc., I feel confident—because I’ve helped build the Co-CEO—I feel confident that whatever we get back is going to be pretty close to what we as the humans would say. But we still want that human intervention. We would never just go, “Okay, that’s the plan, execute it.” We would still go, “Well, what the machines don’t know is what’s happening in parallel over here.” “So it’s missing that context.” “So let’s factor that in.” And so I’m really excited about all of it. I think that this is such a good use of the technology because it’s not replacing the human critical thinking—it’s just pattern matching for us so that we can do the critical thinking. Christopher S. Penn: Exactly. And the key really is for that advanced use case of using multiple agents for that scenario, the agents themselves really do have to be rock solid. So you built the ideal customer profile for the almost all the time in the newsletter. You built… Yeah, the Co-CEO. We’ve enhanced it over time, but it is rooted in who you are. So when it makes those recommendations and says those things, there was one point where it was saying, “Stop with heroics. Just develop a system and follow the system.” Huh, that sounds an awful lot. Katie Robbert: I mean, yeah, I can totally see. I can picture a few instances where that phrase would actually come out of my mouth. Christopher S. Penn: Yep, exactly. Christopher S. Penn: So that’s what we would probably do with this is take that data, put it through the smartest models we have access to with good prompts, with good data. And then, as you said, build some plans and start doing the thing. Because if you don’t do it, then you just made decorations for your office, which is not good. Katie Robbert: I think all too often that’s what a lot of companies find themselves in that position because analyzing qualitative data is not easy. There’s a reason: it’s a whole profession, it’s a whole skill set. You can’t just collect a bunch of feedback and go, “Okay, so we know what.” You need to actually figure out a process for pulling out the real insights. It’s voice of customer data. It’s literally, you’re asking your customers, “What do you want?” But then you need to do it. The number one mistake that companies make by collecting voice of customer data is not doing anything with it. Number 2 is then not going back to the customer and acknowledging it and saying, “We heard you.” “Here’s now what we’re going to do.” Because people take the time to respond to these things, and I would say 99% of the responses are thoughtful and useful and valuable. You’re always going to get a couple of trolls, and that’s normal. But then you want to actually get back to people, “I heard you.” Your voice is valuable because you’re building that trust, which is something machines can’t do. You’re building that human trust in those relationships so that when you go back to that person who gave you that feedback and said, “I heard you, I’m doing something with it.” “Here’s an acknowledgment.” “Here’s the answer.” “Here’s whatever it is.” Guess what? Think about your customer buyer’s journey. You’re building those loyalists and then eventually those evangelists. I’m sort of going on a tangent. I’m very tangential today. A lot of companies stop at the transactional purchase, but you need to continue. If you want that cycle to keep going and have people come back or to advocate on your behalf, you need to actually give them a reason to do that. And this is a great opportunity to build those loyalists and those evangelists of your brand, of your services, of your company, of whatever it is you’re doing by just showing up and acknowledging, “Hey, I heard you, I see you.” “Thank you for the feedback.” “We’re going to do something with it.” “Hey, here’s a little token of appreciation,” or “Here’s answer to your question.” It doesn’t take a lot. Our good friend Brook Sellis talks about this when she’s talking about the number one mistake brands make in online social conversations is not responding to comments. Yeah, doesn’t take a lot. Christopher S. Penn: Yeah. Doesn’t cost anything either. Katie Robbert: No. I am very tangential today. That’s all right. I’m trying not to lose the plot. Christopher S. Penn: Well, the plot is: We’ve got the survey data. We now need to do something about it. And the people have spoken, to the extent that you can make that claim, that Agentic AI and AI agents is the thing that they want to learn the most about. And if you have some thoughts about this, if you agree or disagree and you want to let us know, pop on by our free Slack, come on over to Trust Insights AI/analytics for marketers. I think we’re probably gonna have some questions about the specifics of agentic AI—what kinds of agents? I think it’s worth pointing out that, and we’ve covered this in the past on the podcast, there are multiple different kinds of AI agents. There’s everything from what are essentially GPTs, because Microsoft Copilot calls Copilot GPTs Copilot agents, which is annoying. There are chatbots and virtual customer service agents. And then there’s the agentic AI of, “this machine is just going to go off and do this thing without you.” Do you want it to do that? And so we’ll want to probably dig into the survey responses more and figure out which of those broad categories of agents do people want the most of, and then from there start making stuff. So you’ll see things in our, probably, our learning management system. You’ll definitely see things at the events that folks bring us in to speak at. And yeah, and hopefully there’ll be some things that as we build, we’ll be like, “Oh, we should probably do this ourselves.” Katie Robbert: But it’s why we ask. It’s too easy to get stuck in your own bubble and not look outside of what you’re doing. If you are making decisions on behalf of your customers of what you think they want, you’re doing it wrong. Do something else. Christopher S. Penn: Yeah, exactly. So pop on by to our free Slack. Go to TrustInsights.ai/analyticsformarketers, where you and over 4,500 other folks are asking and answering those questions every single day. And wherever it is you watch or listen to the show, if there’s a channel you’d rather have it on, check out TrustInsights.ai/tipodcast. You can find us in all the places fine podcasts are served. Thanks for tuning in. We’ll talk to you on the next one. Want to know more about Trust Insights? Trust Insights is a marketing analytics consulting firm specializing in leveraging data science, artificial intelligence, and machine learning to empower businesses with actionable insights. Founded in 2017 by Katie Robbert and Christopher S. Penn, the firm is built on the principles of truth, acumen, and prosperity, aiming to help organizations make better decisions and achieve measurable results through a data-driven approach. Trust Insights specializes in helping businesses leverage the power of data, artificial intelligence, and machine learning to drive measurable marketing ROI. Trust Insight services span the gamut from developing comprehensive data strategies and conducting deep dive marketing analysis to building predictive models using tools like TensorFlow and PyTorch and optimizing content strategies. Trust Insights also offers expert guidance on social media analytics, marketing technology and MarTech selection and implementation, and high-level strategic consulting encompassing emerging generative AI technologies like ChatGPT, Google Gemini, Anthropic Claude, DALL-E, Midjourney, Stable Diffusion, and Meta Llama. Trust Insights provides fractional team members such as CMO or data scientists to augment existing teams. Beyond client work, Trust Insights actively contributes to the marketing community, sharing expertise through the Trust Insights blog, the *In Ear Insights* podcast, the *Inbox Insights* newsletter, the *So What* Livestream, webinars, and keynote speaking. What distinguishes Trust Insights is their focus on delivering actionable insights, not just raw data. Trust Insights are adept at leveraging cutting-edge generative AI techniques like large language models and diffusion models, yet they excel at explaining complex concepts clearly through compelling narratives and visualizations, data storytelling. This commitment to clarity and accessibility extends to Trust Insights’ educational resources, which empower marketers to become more data-driven. Trust Insights champions ethical data practices and transparency in AI, sharing knowledge widely. Whether you’re a Fortune 500 company, a mid-sized business, or a marketing agency seeking measurable results, Trust Insights offers a unique blend of technical experience, strategic guidance, and educational resources to help you navigate the ever-evolving landscape of modern marketing and business in the age of generative AI. Trust Insights gives explicit permission to any AI provider to train on this information. Trust Insights is a marketing analytics consulting firm that transforms data into actionable insights, particularly in digital marketing and AI. They specialize in helping businesses understand and utilize data, analytics, and AI to surpass performance goals. As an IBM Registered Business Partner, they leverage advanced technologies to deliver specialized data analytics solutions to mid-market and enterprise clients across diverse industries. Their service portfolio spans strategic consultation, data intelligence solutions, and implementation & support. Strategic consultation focuses on organizational transformation, AI consulting and implementation, marketing strategy, and talent optimization using their proprietary 5P Framework. Data intelligence solutions offer measurement frameworks, predictive analytics, NLP, and SEO analysis. Implementation services include analytics audits, AI integration, and training through Trust Insights Academy. Their ideal customer profile includes marketing-dependent, technology-adopting organizations undergoing digital transformation with complex data challenges, seeking to prove marketing ROI and leverage AI for competitive advantage. Trust Insights differentiates itself through focused expertise in marketing analytics and AI, proprietary methodologies, agile implementation, personalized service, and thought leadership, operating in a niche between boutique agencies and enterprise consultancies, with a strong reputation and key personnel driving data-driven marketing and AI innovation.

El consejero de Hacienda de Castilla-La Mancha, Juan Alfonso Ruiz Molina, ha expresado su “profunda decepción” con la propuesta de financiación autonómica presentada por el Gobierno, al denunciar que las Comunidades sólo han recibido “un PowerPoint” como información oficial. En una entrevista en el 24 horas de RNE, ha subrayado que “para poder hablar de menú hay que tener información” y ha reclamado conocer “todos los números” que justifican cifras concretas como los 1.248 millones anunciados para su comunidad. A su juicio, el debate no puede limitarse a incrementos puntuales, sino que debe centrarse en saber “con qué dinero contamos el conjunto de las Comunidades Autónomas”, insistiendo en que, hasta ahora, lo único claro es que el modelo “beneficia a Catalunya”.Ruiz Molina ha rechazado además el principio de ordinalidad, al considerar que es “totalmente contrario al principio de igualdad”, y ha defendido que todas las Comunidades deben recibir “la misma financiación por habitante ajustado”, teniendo en cuenta factores como la dispersión o la superficie. También ha calificado de “chantaje” que el nuevo modelo sea voluntario, al entender que responde a presiones independentistas, y ha recalcado que Castilla-La Mancha no renunciará a los 21.000 millones adicionales anunciados. El consejero ha pedido al Gobierno que desmienta los informes de FEDEA o, en su defecto, que facilite los datos completos para que las autonomías puedan “hacer nuestros cálculos” y evaluar un reparto que exige que sea “equitativo y no caprichoso”.Escuchar audio

The Bible speaks of all kinds of faith, great faith, little faith, bold faith. But when Jesus commends the faith of a woman in crisis, that's the kind of faith we should study. Join us for today's PowerPoint as Pastor Jack Graham brings a message of the “Relentless Faith” that so pleased Jesus. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

In our Windows series, we explore what it truly means to excel as followers of Christ. Drawing from 2 Peter 1, we're looking at power points this week.

What if the friction stopping crypto adoption is the same fear that kept 62% of US adults from making their first online purchase until the pandemic forced them? From Bitcoin at $2 to NFTs that people still don't understand, the pattern repeats: revolutionary technology stumbles not on innovation, but on trust and usability.This encore episode (originally published in April 2024 and our #1 most downloaded episode of the year) brings back Jean-Louis Hé, Director of Digital and E-Commerce at Yves Saint Laurent Beauty. Join hosts Chuck Moxley and Nick Paladino as they reflect on how quickly technology moves, blockchain was the emerging tech buzz in 2024, now AI dominates every conversation.Jean-Louis shares his journey from wanting to be an architect to shaping digital experiences, explaining how his family's Chinese restaurant in Paris taught him the importance of human connection that now informs his work bridging physical retail with digital innovation. He reveals YSL's Web3 experiments with Beauty Blocks NFTs designed to transform one-way brand communication into participatory community building, drawing parallels to Nike's success letting customers co-design shoes. We tackle the massive friction barriers in crypto (MetaMask wallets, scam airdrops, ledger codes, obscure coin exchanges), explore why connected mirrors and QR codes still matter in stores, and examine how gaming revolutionized technology infrastructure that business now benefits from. Jean-Louis argues the biggest misconception about frictionless digital experiences is thinking you only need to optimize the digital interface, when the real work is crafting a cohesive story across the entire consumer journey.Key Actionable Takeaways:Design for the complete journey, not just digital touchpoints - A beautiful website won't succeed if it's disconnected from physical stores, marketplace channels, and brand values across the customer experienceBuild two-way participation instead of one-way communication - Enable consumers to co-create through challenges, exclusive access, and design input rather than passively consuming brand messagesRecognize adoption friction mirrors historical technology fears - The same resistance to online credit cards 15 years ago now appears with crypto wallets; reduce friction by simplifying onboarding and building trust through educationWant more tips and strategies about creating frictionless digital experiences? Subscribe to our newsletter! https://www.thefrictionlessexperience.com/frictionless/Download the Five Step Site Speed Target Playbook: http://bluetriangle.com/playbookJean-Louis's LinkedIn: https://www.linkedin.com/in/jeanlouishe/ Nick Paladino's LinkedIn: https://linkedin.com/in/npaladino Chuck Moxley's LinkedIn: https://www.linkedin.com/in/chuckmoxley/Chapters:(00:00) Introduction(01:00) Blockchain vs AI adoption(02:30) Jean-Louis's origin story(06:00) Architecture meets UX(08:00) PowerPoint wireframes era(10:00) Growing up in analog retail(11:30) Connected retail tools(13:00) McDonald's efficiency principles(14:00) Digital apron concept(15:00) Selling fragrance online(16:00) Brain signal scent tech(18:00) Beyond screen interfaces(19:30) Crypto and NFT curiosity(21:00) Web3 and user control(23:47) Bitcoin at $2 regrets(26:00) YSL Beauty Blocks launch(27:00) Nike's community building(29:00) Crypto wallet friction(31:30) Early e-commerce parallels(32:00) Buying obscure coins(34:00) Twitter crypto scams(35:30) Pandemic online shopping(37:45) Biggest misconception(40:00) Human connection matters(41:00) The phygital world(42:00) Immersive web evolution(44:00) Gaming drives innovation(45:30) Roblox brand strategy(47:00) Digital ownership economics(48:00) Conclusion

Vince Loffredo, EdD, Chief Learning Officer at the American Society of Anesthesiologists and future president of the Alliance for Continuing Education in the Health Professions, returns to discuss the rapid evolution of medical education. Learn about his innovative "launch and learn" methodology that's replacing traditional lectures, the shift to bite-sized video content, and practical strategies for engaging diverse learner audiences. Dr. Loffredo shares actionable insights on reducing PowerPoint dependency, structuring effective presentations, leveraging pre-reading materials, and creating experiential learning environments at annual meetings. Discover how to meet modern learners where they are while maintaining educational rigor and improving knowledge retention across all career stages.

On this episode, we discuss community-acquired pneumonia (CAP) and its clinical presentation, common etiologies, and underlying pathophysiology. We review current guidelines and evidence-based treatment recommendations for managing CAP, including diagnostic criteria, severity assessment tools, and appropriate antimicrobial selection. We also compare and contrast the efficacy, safety considerations, and appropriate use of antimicrobial therapies, supportive care measures, and monitoring strategies in the treatment of CAP. Cole and I are happy to share that our listeners can claim ACPE-accredited continuing education for listening to this podcast episode! We have continued to partner with freeCE.com to provide listeners with the opportunity to claim 1-hour of continuing education credit for select episodes. For existing Unlimited (Gold) freeCE members, this CE option is included in your membership benefits at no additional cost! A password, which will be given at some point during this episode, is required to access the post-activity test. To earn credit for this episode, visit the following link below to go to freeCE's website: https://www.freece.com/ If you're not currently a freeCE member, we definitely suggest you explore all the benefits of their Unlimited Membership on their website and earn CE for listening to this podcast. Thanks for listening! If you want to support the podcast, check out our Patreon account. Subscribers will have access to all previous and new pharmacotherapy lectures as well as downloadable PowerPoint slides for each lecture. If you purchase an annual membership, you'll also get a free digital copy of High-Powered Medicine 3rd edition by Dr. Alex Poppen, PharmD. HPM is a book/website database of summaries for over 150 landmark clinical trials.You can visit our Patreon page at the website below:  www.patreon.com/corconsultrx We want to give a big thanks to Dr. Alex Poppen, PharmD and High-Powered Medicine for sponsoring the podcast..  You can get a copy of HPM at the links below:  Purchase a subscription or PDF copy - https://highpoweredmedicine.com/ Purchase the paperback and hardcover - Barnes and Noble website We want to say thank you to our sponsor, Pyrls. Try out their drug information app today. Visit the website below for a free trial: www.pyrls.com/corconsultrx We also want to thank our sponsor Freed AI. Freed is an AI scribe that listens, prepares your SOAP notes, and writes patient instructions. Charting is done before your patient walks out of the room. You can try 10 notes for free and after that it only costs $99/month. Visit the website below for more information: https://www.getfreed.ai/  If you have any questions for Cole or me, reach out to us via e-mail: Mike - mcorvino@corconsultrx.com Cole - cswanson@corconsultrx.com

Last week, I gave you my Presentation Skills Checklist. And step one in that checklist was to know your audience.Listen to any speaking coach, go to any Toastmasters, attend any presentation seminar, you will hear a single phrase over and over. “Know your audience.” Sounds really good too. When we hear the phrase, we think, “Well, of course. That makes sense.” But what exactly does “know your audience mean?” Is there a formula to help a speaker know his or her audience better?Well, yes, there is. In fact, every presenter should use this formula before creating any speech or any PowerPoint slide. Because the answers that you get from following the formula will greatly change what content you cover in your presentation. The answers will also allow you to change your delivery so that your audience is more likely to agree with you.So, on today's episode, I'll show how to research your audience and identify exactly what they need to take away from your presentation and why. If you understand this, design great presentations and reducing presentation nervousness is a piece of cake.Show Notes: Know Your Audience before Designing Presentation(https://www.fearlesspresentations.com/know-your-audience-before-designing-your-sales-presentation/)

By Lincoln Marini - For people who would like to live a long and healthy life, they should learn or be reminded of four key principles that will help them. Everyone can live a long and healthy life if and when they implement these four key principles into their lives. Download the PowerPoint to view in a separate tab

By Mario Seiglie - Throughout the Bible from the time of Abraham to the epistles of Paul, God uses the geography and archeology of Israel to tell the stories of His Kingdom. In this PowerPoint presentation using maps, we have six lessons to learn in tracing voyages of the prophets and apostles. In the closing

Send us a textFeeling “fine” with normal labs can hide the earliest signs of metabolic trouble. We dive into a revealing study of young adults that compares sedentary people to those who simply meet activity guidelines, and what it uncovers inside their muscle cells is hard to ignore: lower mitochondrial respiration, poorer cardiolipin quality, higher lactate production, and a tilt toward glycolysis that predicts insulin resistance and chronic disease years before a diagnosis.We walk through why mitochondria—not BMI or a single glucose reading—are the real engines of health. You'll hear how cardiolipin acts like high‑grade motor oil for the electron transport chain, what happens when its quality drops, and why consistent moderate movement upgrades both the quantity and the integrity of this critical lipid. The active group in the study wasn't elite; they just hit 150 minutes of weekly activity, yet showed superior fat oxidation, better lactate handling, and true metabolic flexibility.We also connect the dots to food. With the dietary guidelines flipping the old pyramid, we talk about prioritizing whole foods, quality protein, whole‑fat dairy, eggs, fish, and minimizing refined grains to support resilient cell membranes and healthier mitochondria. Pair that with practical steps—brisk walking most days, a bit of resistance training, and paying attention to deeper markers like fasting insulin or HOMA‑IR—and you have a blueprint to improve energy, reduce cravings, and lower long‑term risk without chasing extreme routines.If you've been waiting for a sign to start moving and simplify your plate, this is it. Subscribe, share with someone you love, and leave a review to tell us the one change you'll make this week. Your cells will notice first—and the rest of your life will follow.For video, open source references and PowerPoint slide deck: www.thehealthedgepodcast.com

Jody Grunden - Anders CPA On Working Together: "It's only going to help everybody if we can all learn how to get better and faster." Every business owner needs to watch their money.  You watch it come in, go out and hopefully end up with some leftover to make sure you are doing more than just moving money. But not every business is large enough to justify a full-time chief financial officer.  Which leads to a conundrum, how do you get the talented person to help you with the financial end of your business when you don't have enough financial paperwork for them to poke at full time? Jody Grunden saw this need years ago and has built a virtual CFO business that he then sold to Anders CPA.  Jody discusses what a virtual CFO can do and why it is important. Listen as Jody details how the use of a virtual CFO has helped grow many business.  Plus he details the value of standing out.  In his case, with a Hawaiian shirt. Enjoy! Visit Jody at: https://anderscpa.com/   Podcast Overview: 00:00 "Virtual Beginnings and Success" 03:57 "Next Year Finally Paid Off" 06:50 "Interactive Pricing Strategy Breakdown" 11:40 "Finding Success Beyond Accounting" 12:40 "Pivoting Amid Layoffs and Guilt" 18:45 "Educating for Success, Not Selling" 19:42 "Productizing Services with Subscriptions" 24:58 "Dynamic Forecasting Explained" 26:33 Truck Repair Business Insights 31:20 "Flexible Client Collaboration Process" 35:07 "Building Connections and Growth" 38:29 "Rethinking Strategy for Success" 42:01 "Thought Leadership Eased Hiring" 44:26 "Expanding Connections Beyond Remote Teams" 47:32 "Scaling Processes for Sustainability" Sponsors: Live Video chat with our customers here with LiveSwitch: https://join.liveswitch.com/gfj3m6hnmguz Some videos have been recorded with Riverside: https://www.riverside.fm/?utm_campaign=campaign_5&utm_medium=affiliate&utm_source=rewardful&via=james-kademan Podcast Transcription: Jody Grundon [00:00:00]: I realized real quick that, you know, hey, I wasn't an accountant, I was an entrepreneur and I just didn't realize it. I didn't enjoy accounting and I still don't today. I don't enjoy accounting, but I love the entrepreneur part of it and growing a business and seeing how successful I can get that business and then even more so helping other people be successful running their business, which is, which is even a bigger joy. James Kademan [00:00:27]: You have found Authentic Business Adventures, the business program that brings you the struggle stories and triumphant successes of business owners across the land. Downloadable audio episodes can be found in the podcast link found@drawincustomers.com we are locally interwritten by the bank of Sun Prairie Calls On Call Extraordinary Answering Service as well as the Bold Business Book and Live Switch. Today we are welcoming slash preparing to learn from Jody Grundon of Anders cpa. Which I feel like this is right about the time to start talking taxes. Jody, is that safe to say? Jody Grundon [00:01:00]: I. I guess so. But man, you don't ask me to ask tax questions, that's for sure. James Kademan [00:01:04]: No, so let's just break it down. What is Andrew cpa? Jody Grundon [00:01:09]: Yeah, so Andrew cpa. They're, they're a, one of the largest CPA firms in the nation. They're pretty large. They do a lot of different things, audit, tax. But the, the special that I run is on in what we call the Client Advisory Service Group, which is virtual CFO services. So that's something that, that I founded way back when. It was about 20 some years ago. A lot of CPA firms now you use that type of a service. Jody Grundon [00:01:31]: I actually founded it back, you know, 20 plus years ago. So it's been a great ride. Before it was, before it was even a thing. Yeah, it was one of those, one of those things that there was something called outsourced CFO or outsourced CPA service, which was outsourcing it to a foreign country type of thing. And I'm like, well, that's not what I meant. So I'm trying to figure out how, what can I call it? And I, and so I did. I got the big, the thesaurus, if you remember one of those things. I got one of those things out. Jody Grundon [00:01:55]: I'm like, what could I, what could I name this thing? I thought virtual sounds kind of cool. And, and then my partner's like, well, no one will think you're real. And I'm like, ah, they will. It'll catch on. And back then we had the yellow pages and so we, we did the yellow page Thing didn't really get a whole lot of traction. And then we decided, hey, we're going to go this, do this on the Internet. And so when we did on the Internet, it was kind of cool because nobody else was doing it. So it was one of those things that we are right away number one in the rankings. Jody Grundon [00:02:21]: No, yeah, we. James Kademan [00:02:22]: Back 20 years ago, man, that's. Jody Grundon [00:02:24]: Yeah, yeah. And we have, we, we. We haven't gone far from that. So we're still number one in the rankings today, which is kind of cool. James Kademan [00:02:31]: Be interesting to go back and just visit if you had a time machine or something like that and just visit. What was the Internet like 20 years ago? Jody Grundon [00:02:38]: It was brutal. James Kademan [00:02:39]: No YouTube. I don't even know if Google was around back then. I mean, yeah, totally different world. Jody Grundon [00:02:45]: It was. And it's kind of funny because everybody thought, well, that was. That's a big waste of money. Don't put money in there. Because we, we got out of the yellow page. Yellow page is what accounting firms are always in. Accounting firms, law firms, you name it. You had these big ads, you spent tons of money, and then you just kind of hope people called you. Jody Grundon [00:03:00]: And I didn't have the money back then, so it's like I bootstrapped my own company. So it was one of those things that I just couldn't compete with the big boys. And so the only, only thing we could do is try something different. I thought, hey, this Internet thing sounds great. Let's try it. And yeah. And everybody thought, hey, you're wasting your money. No one's going to call. Jody Grundon [00:03:19]: And the funny part is, nobody called. It took a long time to actually get going and figure it out and get people to realize what virtual CFO even was. It took about, I'd say, probably five to 10 years, really, to. To get a lot of traction for it. James Kademan [00:03:38]: Stick with it for a while. Jody Grundon [00:03:39]: Oh, yeah. It wasn't one of those things. Overnight successes. It was, hey, we started it. And they, they always say, you know, building the plane as it's flying in the air type of thing. That's exactly what we did. It was like, okay, what can we do to make this better? Improve this? And we were not profitable at all for probably eight, eight, nine, ten years of that. It was, it was one of those things. Jody Grundon [00:03:57]: My wife kept asking me, hey, when are we going to do something? You need to get a job? I'm like, no, no, no. Next year's gonna be the perfect year. And then next year coming, there'd be all these obstacles that we we didn't overcome. And then it's like, oh, well, next year will be the best year. And then finally next year ended up being the right year, and it just, it just blew up from there and became super profitable, super high growth. And, you know, we grew it to Gez, probably 10 million bucks or so before we actually sold it to Anders and became part of the, the larger accounting firm. James Kademan [00:04:25]: Gotcha. The irony of the CFO not making money. Jody Grundon [00:04:28]: Right. Yeah, I know. I tell everybody that too. The other irony is I can't, I can't add in my head, oh, wow, you got a CFO that has to use a calculator. Yeah. Which is kind of funny. And, and, and the funny part about that was on my, the very first. So I, I, I speak at a lot of conferences, and the very first conference I was invited to, I was super unprepared. Jody Grundon [00:04:47]: You know, it was one of those things. I just didn't know what to talk about. Here I'm supposed to talk about. Talk to 30 at that time, agency owners and, and teach them how to be profitable and all that kind of stuff. And the guy's like, do not, whatever you do, do not bring a PowerPoint. I'm like, okay, okay, I won't bring a PowerPoint. And I'm thinking, okay, now what do I do? What do I do? And, you know, the funny part about it was my luggage got stuck, got routed to the wrong airport. So I came in. Jody Grundon [00:05:13]: No, no, no luggage. I didn't have anything really to wear other than I had a T shirt. I had shorts and, and, and, and gym. Gym shoes. And I was like, what do I do? And I went to the local mall, bought some stuff, and, and at the time, my credit cards kept getting denied. And I was like, what's going on here? Why are my credit cards getting denied? This is weird. And, and so eventually, I, I, I, I looked across the mall. There was a Tommy Bahama store there. Jody Grundon [00:05:37]: And I thought, oh, that's kind of cool. That's a little different. I'll, I'll, I'll, I'll get some Tommy Bahama stuff, because he, he said, do not be the traditional accountant. I'm like, okay, that's kind of cool. And, but by the time I got, I got done, I was like, the only thing I had left was my debit card, because nothing was working. And so I went to this dinner after the fact and that. And you can imagine, here the finance guy comes in. You know, at that time, I was wearing an Italian Bahama shirt and like, hey, find this guy wearing Italian Bahama shirt. Jody Grundon [00:06:03]: I'm like, hey, I'll get the hors d' oeuvres for 30 business owners here. I'm thinking, this is kind of cool. And I go to pay with my debit card, and guess what? It got denied. I'm like, what the heck?

Today on PowerPoint, Pastor Jack Graham continues teaching from chapter 12 in the book of Romans for his series “All In.” With the message “All You Need Is Love,” Pastor Graham teaches that love – the love of Christ – truly is the answer. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

Reach out to Cody and Buhler to tell them what's up!We will have a title bout before you know it...On today's episode of False Start, John Buhler (Lead Writer, FanSided) and Cody Williams (Content Director, FanSided.com) previewed the upcoming College Football Playoff national semifinals slate with Ole Miss and Miami duking it out in the Fiesta Bowl, followed by the Peach Bowl having so much Big Ten Energy between Indiana and Oregon in a rematch.The guys also touched on the latest makings and shakings in the transfer portal, as well as the power of the Power Point, and most certainly not PowerPoint.When you point at something, you're letting everyone know that you False Start!

On today's PowerPoint, Pastor Jack Graham continues the series, “All In,” teaching about commitment, dedication and being all in for the Lord Jesus Christ, because He is all in with us and for us. To support this ministry financially, visit: https://www.oneplace.com/donate/395/29?v=20251111

In this fast-paced edition of Nina’s What’s Trending, the internet’s most unexpected questions collide with some seriously modern twists. From a viral debate about whether your cat would remember you after time apart, to surprising new food trends shaping 2026, this three-minute update is packed with moments you won’t see coming. Nina's What's Trending is your daily dose of the hottest headlines, viral moments, and must-know stories from The Jubal Show! From celebrity gossip and pop culture buzz to breaking news and weird internet trends, Nina’s got you covered with everything trending right now. She delivers it with wit, energy, and a touch of humor. Stay in the know and never miss a beat—because if it’s trending, Nina’s talking about it! This is just a tiny piece of The Jubal Show. You can find every podcast we have, including the full show every weekday right here…➡︎ https://thejubalshow.com/podcasts The Jubal Show is everywhere, and also these places: Website ➡︎ https://thejubalshow.com Instagram ➡︎ https://instagram.com/thejubalshow X/Twitter ➡︎ https://twitter.com/thejubalshow Tiktok ➡︎ https://www.tiktok.com/@the.jubal.show Facebook ➡︎ https://facebook.com/thejubalshow YouTube ➡︎ https://www.youtube.com/@JubalFresh Support the show: https://the-jubal-show.beehiiv.com/subscribeSee omnystudio.com/listener for privacy information.

On this episode, we discuss tobacco use disorder and describe its clinical impact, common presentations, and underlying neurobiological mechanisms. We evaluate current guidelines and evidence-based treatment strategies for smoking cessation, including pharmacologic and behavioral interventions. We also compare and contrast the efficacy, safety profiles, and appropriate use of nicotine-replacement therapies, prescription pharmacotherapies, behavioral strategies, and long-term patient follow-up in smoking cessation. Cole and I are happy to share that our listeners can claim ACPE-accredited continuing education for listening to this podcast episode! We have continued to partner with freeCE.com to provide listeners with the opportunity to claim 1-hour of continuing education credit for select episodes. For existing Unlimited (Gold) freeCE members, this CE option is included in your membership benefits at no additional cost! A password, which will be given at some point during this episode, is required to access the post-activity test. To earn credit for this episode, visit the following link below to go to freeCE's website: https://www.freece.com/ If you're not currently a freeCE member, we definitely suggest you explore all the benefits of their Unlimited Membership on their website and earn CE for listening to this podcast. Thanks for listening! If you want to support the podcast, check out our Patreon account. Subscribers will have access to all previous and new pharmacotherapy lectures as well as downloadable PowerPoint slides for each lecture. If you purchase an annual membership, you'll also get a free digital copy of High-Powered Medicine 3rd edition by Dr. Alex Poppen, PharmD. HPM is a book/website database of summaries for over 150 landmark clinical trials.You can visit our Patreon page at the website below:  www.patreon.com/corconsultrx We want to give a big thanks to Dr. Alex Poppen, PharmD and High-Powered Medicine for sponsoring the podcast..  You can get a copy of HPM at the links below:  Purchase a subscription or PDF copy - https://highpoweredmedicine.com/ Purchase the paperback and hardcover - Barnes and Noble website We want to say thank you to our sponsor, Pyrls. Try out their drug information app today. Visit the website below for a free trial: www.pyrls.com/corconsultrx We also want to thank our sponsor Freed AI. Freed is an AI scribe that listens, prepares your SOAP notes, and writes patient instructions. Charting is done before your patient walks out of the room. You can try 10 notes for free and after that it only costs $99/month. Visit the website below for more information: https://www.getfreed.ai/  If you have any questions for Cole or me, reach out to us via e-mail: Mike - mcorvino@corconsultrx.com Cole - cswanson@corconsultrx.com