Podcast appearances and mentions of jim collins

Some days just feel heavy. You're discouraged, comparing yourself to everyone around you, questioning your progress, and suddenly your brain has decided everything is terrible. We've both been there—and in this birthday episode, we're talking about what actually helps us move through a bad day without pretending we're fine or forcing ourselves into positivity.We also get into the very midlife realities of getting older, becoming more aware of time and mortality, figuring out what we want the “back nine” of life to look like, and why having something to anticipate can make such a difference. Plus, we talk anxiety, gratitude, career disappointment, regret versus disappointment, and the surprising lesson Laura pulled from Good to Great about resilience, patience, and staying out of the dreaded “doom loop.”Episode Highlights[0:03] - What to do when you're having a bad day and everything feels heavy[1:21] - Birthday reflections, getting settled, and why a quiet day can be the perfect celebration in midlife[4:35] - How what we consider “fun” changes as we get older[5:18] - Kids moving farther away and the surprisingly existential side of becoming an empty nester[7:29] - Feeling grateful to be alive, healthy, and increasingly aware of how precious time really is[8:16] - Turning 49, mortality, aging parents, and realizing there may be fewer healthy years ahead than we imagine[10:47] - Careers heating up in midlife while simultaneously thinking about retirement and the next season of life[12:48] - European summers, slowing down, and intentionally designing the life we want[13:34] - Why “anticipation is my drug of choice”—and the power of having something to look forward to[15:18] - Have we lost the ability to anticipate anything in an instant-gratification world?[16:49] - Anxiety, negativity bias, and learning to notice what's actually beautiful in your life right now[17:50] - Gratitude as a way to shift your attention without dismissing difficult emotions[18:35] - Colette's really bad day: career comparison, disappointment, envy, and feeling behind the pack[21:56] - Laura's bad-day rants and why sometimes tomorrow genuinely feels completely different[23:19] - Why trying to cheerlead yourself out of difficult feelings can backfire[24:42] - Taking useful information from disappointment—and why regret may hurt more than trying and failing[25:42] - The power of “not yet” and lessons from Jim Collins' Good to Great[26:57] - The Stockdale Paradox: accepting reality while maintaining faith that things can work out[28:37] - The “flywheel” versus the “doom loop”—and what both can teach us about our own goals[29:17] - Why a good kvetch can help, as long as you don't set up permanent residence there[30:45] - Patience, momentum, anticipation, and staying excited enough about your goals to keep going[31:01] - Our reminder for your next bad day: feel it, reach out, don't overthink it—and remember tomorrow may feel completely differentIf today's discussion resonated with you or sparked curiosity, please rate, follow, and share Insights from the Couch with others. Your support helps us reach more people and continue providing valuable insights. Here's to finding our purposes and living a life full of meaning and joy. Stay tuned for more!Ever stayed quiet to keep the peace and felt yourself disappear? The Cost of Quiet is for anyone who avoids conflict and pays the price. Reclaim your voice, strengthen your relationships, and experience real peace. Order your copy and join the movement: https://www.colettejanefehr.com/new-book

Pat O'Brien, Pat McNamara  and host Jim Collins  discuss what's in the papers and online concerning matters in Co Clare. We encourage you to support your local media, the Clare Champion, Clare Echo, and online the Clare Herald.  To send a message or comment  to the studio - Message or what's app  on 089 2582647 or email sbcrstudio@gmail.com  

A live series where our panel look ahead to the coming week in east Clare. With Rosetta Whyte, Patsy Coyne and Jim Collins. Originally broadcast Friday 25th September 2026

  Tús Premier Intermediate quarter final Match played in Tulla GAA  26th September  2026 @2.30pm  Match commentary Leo Doyle with Pat McNamara on analysis.  SBCR analysis with Pat O'Brien and Patsy Fahey. Introduced by JIm Collins. With apologies for  interference on a faulty microphone for first 5 minutes of broadcast. 00.00 Introductions and chat with Jim, Patsy and Pat teams  ( apologies for faulty microphone) 07.10 Teams and pre game chat 16.26  First Half 47.56  Half time analysis 53.04 Patsy Fahey and Pat O'Brien half time thoughts 55.30 Second Half 1.29.19 end of game analysis 1.31.15 Patsy Fahey and Pat O'Brien Full time thoughts 1.37.32 First half of extra time 1.48.48 First Half extra time analysis 1.52.17 Second half of extra time 2.03.26 Full time analysis  2.07.40  Patsy Fahey and Pat O'Brien end of game analysis 2.11.40 Interview Gearoid Cahill Corofin

Strong businesses do not become healthy by accident. They are built through trust, clear leadership, accountability, and a willingness to face problems together. Will Watrous joins me to explore what makes leadership teams work and why so many companies struggle even when good people are involved. Will shares how his own entrepreneurial journey led him from marketing into helping leadership teams use the Entrepreneurial Operating System, or EOS, to create greater vision, traction, and team health. We discuss vulnerability-based trust, productive conflict, accountability, business complexity, data-driven decisions, and why leaders must take responsibility for both what works and what does not. Will also explains why simplicity matters as companies grow, how weekly meetings can keep teams focused, and why leaders need quiet thinking time to gain clarity. You will find practical leadership lessons here for building stronger teams, making better decisions, and creating a healthier business. Highlights: 05:22 How helping one business owner launched Will's entrepreneurial journey. 11:42 Why strong leadership creates accountability. 15:29 How trust becomes the foundation of healthy teams. 26:20 Why productive conflict leads to better decisions. 40:44 How leaders can reduce complexity as a business grows. 54:04 Why clarity breaks help leaders think and lead better. . About the Guest: Will Watrous is a business owner, EOS Implementer, and advisor to growth-minded leaders in the Tulsa and Broken Arrow area. He works primarily with founders and leadership teams of companies with 10 to 250 employees who want more clarity, discipline, and traction in their organizations. His work centers on helping leaders simplify complexity, make better decisions, and consistently execute on what matters most. As a Certified EOS Implementer, Will guides leadership teams through the Entrepreneurial Operating System, focusing on vision, accountability, data, and healthy team dynamics. He is known for being practical, direct, and grounded in real-world business experience. Clients value his ability to ask hard questions, create focus, and turn strategy into clear priorities that actually get done. Beyond EOS, Will owns and advises multiple businesses, including a marketing company and commercial real estate investments. This firsthand ownership experience shapes how he works with clients. He understands cash flow, hiring decisions, sales challenges, and the pressure leaders face when growth creates complexity. His approach blends structured systems with sound judgment and financial awareness. Will is deeply interested in finance, long-term wealth building, and disciplined execution, both personally and professionally. He values tools, scorecards, and measurable outcomes, but believes strong businesses are ultimately built by healthy, aligned leaders. His Christian worldview influences how he thinks about stewardship, integrity, and responsibility. He lives in the Tulsa area with his wife Jenny and their two children, Eli and Ellie. Outside of work, Will enjoys fitness, hiking, travel, learning, and time with his family. He is driven by helping leaders build organizations that are not only successful, but sustainable and well-run for the long term. Ways to connect with Will**:** LinkedIn: https://www.linkedin.com/in/willwatrous/ Website: https://implementer.eosworldwide.com/will-watrous/ About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson  00:04 What if the biggest thing holding you back isn't what's in front of you, but rather what you believe? Welcome to Unstoppable Mindset, where inclusion, diversity, and the unexpected meet. I'm your host, Michael Hingson, speaker, author, and advocate for inclusion and possibilities. This podcast explores how the beliefs we carry shape the way we live, lead, and connect with others. Each week, I talk with people who challenge assumptions, face adversity head-on, and show what's possible when we choose curiosity over fear. Together, we focus on mindset, resilience, and the small shifts that lead to meaningful change. Let's get started. Well, greetings, everyone, wherever you may be today, I am your host Mike Hingson, and you are listening and/or watching Unstoppable Mindset. Our guest today is Will Watrous, and Will has a I think a lot of interesting things to talk with us about regarding organizations, team building, teamwork, and other such things, and I'm not going to give it away because it's his job to really talk about that, which is a lot more fun. Although I will say that he and I share a like of a particular book on teamwork, which we'll talk about, I'm sure, as we go forward. But anyway, Will, I want to welcome you to Unstoppable Mindset. We're really glad you're here. Will Watrous  01:40 Thank you, Mike. What a pleasure to be on your podcast today. Michael Hingson  01:43 Well, well, I've been looking forward to it for a while, so we're we're glad we're doing it, and we'll we'll take about an hour, and then you can go off to dinner unless you've already had dinner. Speaker 1  01:53 Sounds like a plan. Michael Hingson  01:56 Yeah, Will is in Oklahoma, so I think he's having warmer temperatures today than we are. Anyway, so let's let's go ahead and move forward. Why don't you tell us kind of maybe a little bit about the early will growing up and all that? Speaker 1  02:10 Sure. So I grew up in a little coastal town, Mystic, Connecticut, which is on the shore, northeastern Connecticut. Michael Hingson  02:19 Did you ever have pizza there? I had to ask. Speaker 1  02:21 I did. I did have Mystic Pizza before it was made famous by Julia Roberts' right movie, and that was that was my hometown. Yeah. So the Mystic Drawbridge there, and the old Mystic Village, or the Mystic Seaport. It's a very touristy, but also a great place to grow up. Yeah, on the water, and yeah, the youngest of six kids, five boys, one girl, but don't feel sorry for her because she is probably could still beat me up. She's a strong, strong woman, and yes, pretty, pretty average in in many ways, childhood graduated from high school and went off to college here in Oklahoma. Spent about six years out here going to school, and then went back to the East Coast. This time to Washington D.C. area. I was working in a large nonprofit organization just outside the Beltway, and then wound up going to Boston. Taught at a school in Brookline, Massachusetts, just outside of Boston. And then my wife decided she wanted to go to college out here in Oklahoma, so we moved back out here in around around 2010, and I started a business, and that started my entrepreneurial journey, which was very intensive. Let's say learned a lot, a lot of it the hard way, and really developed an affinity, appreciation for business, for entrepreneurship, for ultimately serving people, which is what most businesses should be designed to do. And through all of that, took some really powerful principles, insights, truths away, and now have the privilege of helping a lot of other business leadership teams run stronger, better, healthier companies. Michael Hingson  04:28 What got you to go to college in Oklahoma? Coming from Mystic, Speaker 1  04:33 well, being the youngest of six, two of my brothers had come to school out here, and so I was following in their footsteps. Michael Hingson  04:41 Where did you go to school? Speaker 1  04:43 So I went to Oral Oral Roberts University. Yep, and I went to a college called Raymo Bible Training College, which is a Christian two-year Christian school out here. Michael Hingson  04:56 And eventually, you came back. And why did your wife want to come? And go to college in Oklahoma, kind of same concepts. Speaker 1  05:03 Yeah, she wanted just so she wanted to go to the Rayma Bible Training College to get a foundation in her faith, and just you know early on in in life wanted to lay that framework, that groundwork, so that she she felt for the rest of her life, and she had met a lot of other graduates from that particular school, which is an amazing school, and they had all just shared how influential, how impactful the school was for them. And mind you, it's not just about head knowledge, you know, not just information. It's about ultimately knowing God better, and so which tends to serve you well in every every area of life. So she was hungry for that. So we decided to move out here. And I, the nature of my work at the time was such that I could work remotely, and so we moved here. And she went to school, graduated, and we stayed and raised a family. Michael Hingson  06:01 So, what what kind of business did you start when you started your business? You said in 2010. Speaker 1  06:09 Yes, in 2010, and so I had been serving in a marketing capacity, doing marketing management for the organization in the D.C. area, and learned a lot simply by doing. Don't have my my college education. My degree is in music performance, actually, so didn't serve me very well as far as marketing is concerned. So I learned a lot by doing, and when I moved out here, I knew someone who had an auto repair shop, and he, through a series of events, had to rename his rebrand his shop completely. the the the I went to his website, I think one day, and it said under construction, and I thought that's weird. I know he has he's been in business, he has a website, so I send him an email, and he emailed me back and said he just asked inquiring is everything going all right? He replied and said I need help right now because we're in the situation where I need to redo everything. So I at the time was not a technician when it came to marketing. I was more of just a manager strategist type. So for whatever reason, I decided that I could build him a website. I just wanted to help, so I didn't charge him anything, and literally went online, and this is many, many years ago. Before there was all of the resources available to us now, and I Googled how do you build a website, and I prayed, and I just went through this very excruciating process of coding and understanding how it all worked. Wound up building him a website, learned a lot along the way about search engine optimization, about digital advertising, and then other you know forms of online advertising. And his he's a great businessman. He does good work, and he has a good reputation. He knows lots of people. His business grew to the degree that he would have some other business owners come to him and say, "Man, what are you doing? Because you you guys are just crushing it. And he's a really gracious guy. He would tell these other business owners, "Well, I have this guy named Will, and sometimes I have to call Will and tell him to tone it down a little bit because I'm too busy. Well, these other business owners demanded my phone number from him because they wanted you know to grow their businesses. So I started getting phone calls from other business owners asking if I would do for them what I was doing for this man, and that started. So I never really woke up one day saying I'd love to start a marketing agency. I just was trying to help someone who needed Michael Hingson  09:00 it, Speaker 1  09:01 and it wound up turning into a business. So then I hired someone, and they started helping me. And then hired some more and grew it and grew it until about four years ago. I stepped away, and there's more to that story as well as as to how I was able to step away. I still own that company passively now. It's a it's a great multi-million-dollar, very profitable, growing company, very healthy company. But now my passion and focus is helping entrepreneurs create businesses that give them what they want from their business that are more aligned, more healthy, and stronger-not just for the business owner and the entrepreneur, but for the whole for the whole company, for everyone involved in that organization. Michael Hingson  09:48 So, you're more involved now in helping people start businesses, or are you still dealing with businesses that exist and you're helping to to kind of improve them? Speaker 1  10:00 Businesses that are already existing. So typically, my my the clients that I work with now are are two to 50 million in annual revenue, 10 to 250 employees. They're growth oriented. They're willing to be open and honest with one another and with themselves, and they're more afraid of the status quo than they are of change. They really are trying to get somewhere, but feel stuck, feel frustrated, feel like the things that have they've been trying to to do to make the business better just aren't gaining traction like they need. Michael Hingson  10:34 Well, how does that differ from what you were doing before? Speaker 1  10:37 Ah, well, so before the marketing agency was really focused on lead generation, increasing their revenue, their sales. Now, what I do is work with leadership teams. I use the EOS model, which is the entrepreneurial operating system, which is a very specific process and set of tools that I teach the leadership team of the organization, so typically that's the three to seven people at the top of the company making the important decisions, and I help them do three things. I call them vision, traction, and healthy. So vision means first getting the leaders 100% on the same page with where is this company going and how do we plan to get there. Traction from the standpoint of helping your leaders to become much more disciplined and accountable, and executing really well to achieve every part of your vision, and then healthy meaning helping the leaders to become a more healthy, functional, cohesive leadership team. Because the truth is that most leaders don't function well as a team, and what I found is, as goes the leaders, so go the rest of the organization. So what we do is we get to the point where everyone in the company is all crystal clear, fully aligned with the vision and plan. They're gaining consistent traction wherever you look in the company, people are executing on that vision together, and they're doing it as a group of people who are who enjoy the work that they do and and enjoy the people that they're around. Michael Hingson  12:13 Okay, what do you think is the problem that leaders and companies most often misdiagnosed in their organizations that create the problems that you have to come in and deal with. Speaker 1  12:30 I would say one of the most common is accountability. It's a it's it's a common hot button frustration of many business leaders, and the misdiagnosis, as you said, is that accountability is actually a byproduct. It is, it's a formula. Actually, the formula is this: L plus M equals A. So the L stands for leadership, plus M stands for management, equals A stands for accountability. So leader accountability is the output, and so rather than trying to make your people be accountable, which you can't really do. What you can do is be a great leader and be a great manager, and the result will be you'll create an environment where accountable people thrive. And so, within EOS, we teach five leadership abilities and five management abilities, or not really ability. They're more like practices, leadership practices, and and management practices. You just do those things well, and and the accountability that you so desire will show up in the organization. Michael Hingson  13:52 Yeah, I think a lot of people don't really understand what accountability is, and and that doesn't help the process, and yeah, you know exactly what I mean, and and that that tends to really make a lot of challenges for people because they they resent rather than recognizing that people who truly understand accountability are are trying to do something to help build the team, help the team work well, and and are looking out for the whole company, but just so many people don't understand that, do they? Speaker 1  14:27 No, and and part of the reason it's interesting. All these EOS tools work together, but another tool that we use a lot is the something we call the accountability chart. The accountability chart is a visual illustration of the structure of the organization, meaning who is responsible for what. So we've got the leadership team, but then every single person in the organization should have a box, a seat on the bus, and within. Box or in that seat, there's five major roles that they really need to own. What I like to say it this way: If the company could speak, why would it say this function exists? Why is this seat in the organization? And many companies have not clearly defined what success looks like for an employee. What are their five major accountabilities or roles within the organization? And so, how can you hold someone accountable to something that's not been clearly communicated from the get go? If they don't really understand what success looks like and what we need them to be doing and focusing and being great at, then it's it's really hard to to hold them accountable. Michael Hingson  15:46 Yeah, and they they just miss it. Well, going back to something I mentioned at the beginning, you and I are both great fans of the book The Five Dysfunctions of a Team. Which which function or dysfunction do you? I can imagine what this might be, but which dysfunction do you most often encounter, and do we find most often with companies and people? Speaker 1  16:14 Yeah, I'll have to start at the bottom of the pyramid because it's right. It's it's it's a it's linear in a way, and and in that one builds upon the other. So the bottom tier of the pyramid is vulnerability based trust. So trust, and that, as Patrick describes it, is being completely open and honest with one another. If you sit down and have a conversation with a peer, you know that they're going to be completely frank. They'll tell you the truth and the whole truth. That, and not only that, you can trust them to have the right motives, the right purpose behind things. It's not political. They're not, you know, kind of positioning themselves and working the politics and dynamic dynamics of the organization. They're really trying to do what's right for everybody involved. So vulnerability-based trust is the first one, and that takes time. That's Patrick defines that as different from the kind of trust that is based on just knowing people in the sense that you can you know what to expect out of them if you're familiar with them. You work with them a lot, so you kind of you can trust that they're going to act a certain way. That's not what he's talking about. He's talking about this true, open, and honest approach, being candid with one another, and that comes through some specific exercises. Ultimately, times the more you know about people, about their personal lives, and the more time you spend with them is what ultimately builds trust. Michael Hingson  18:07 Yeah, and it's all about building a trusting relationship that allows for that level of honesty. Because when you truly have it, then you're you're dealing with an environment where when someone says something to you, you know they're not trying to be political. You know they're not trying to undermine you, but they're trying to give you information, and it goes back to accountability and holding maybe you accountable for the things that you said that you were going to do. But it's also about holding the whole company accountable by feeding back to and working with people to get jobs accomplished. Speaker 1  18:48 Yes, absolutely, that's right. And and for that to happen, everyone has to be on the same page. We all must be looking at the same picture of where we're planning to go and agreeing on how we plan to get there. Michael Hingson  18:59 Yeah, and in a sense, even though accountability is at the bottom of the pyramid, it starts hopefully at the top with senior management that sets the tone and starts to create the environment where everyone can learn to trust and work together in a much more positive way. Speaker 1  19:21 That's right. When we when I work with leadership teams, I half jokingly tell them in in our early sessions that they should look around at the company and admire the wonderful things that are happening, the clients and customers that are being served, the employees that are getting their job done. All all of those things are wonderful, and you helped create that wonderful. On the flip side, all of the frustrations, the pain, the things that are broken and not working, you created that too. So you have to take responsibility for all of it, the good and the bad. And so the leadership really does have to. Take responsibility for everything. Michael Hingson  20:03 Why is it that trust is so hard, and trusting relationships are so hard to build, even when when people probably have really wonderful intentions and want to do it? But why is it so hard? Speaker 1  20:16 Ooh, that's a great question. Michael Hingson  20:18 And and I'll and I'll tell you one of the reasons I ask, being a little prejudiced, working with guide dogs. I work with dogs, and I have learned over the years that while dogs may love unconditionally, they don't trust unconditionally. But dogs are more open to trust, and if you really work at building a trusting relationship with a dog, you set the rules. You set which is what they want, you set the ground rules, you set the tone, and if you do it, the relationship that develops is incredible. But that just seems to be something that's really hard for humans to do internally or between human and human. Speaker 1  20:55 You know, I think the answer is in something that you just said, and the word is intentional. Intentionality, I think that most people show up to work focusing on the work, focusing on doing things faster and more efficiently, and the how and the strategy. But they don't focus very much on the health of the team. And Pat Lynchioni talks about that as well. How that most organizations are focused on getting smarter, but not on getting healthier, and he argues that the healthier team will outperform the smarter team every single time. Michael Hingson  21:36 The other part about it is the whole concept of just being open to trust-we we in our in our human world just see so many examples of why not to trust. And I think too many people have just learned, well, we can't trust. We don't dare take the chance. We can't because everybody has their own agendas, and so how can we trust them? Because they're looking out for them. They're not looking out for me, and we teach children this. We teach each other this, and that's so unfortunate because it doesn't need to be that way. Speaker 1  22:11 Yeah, what are they? The wisest serpents, gentle as gentle as doves, is the is the saying. I, I'm not. You're right. There's a lot of people out there, unfortunately, that have ruined it. Let's say the few have ruined it for the many. I think, and the reality is that today you have to be. And now with AI, we don't need to go there. But with AI, you really have to really have to know what's going on because what seems real isn't. Michael Hingson  22:44 Yeah. Do you think that will improve over time? Speaker 1  22:49 What's that? Michael Hingson  22:50 That AI will get better over time, and a lot of things that aren't real today will become more real just because the whole process will improve. Speaker 1  23:04 Will AI improve? Yes, absolutely. Will its results and its helpfulness improve? Absolutely. Will people continue to use that for their own good? You know, for their for their own devices at the expense of other people. Yes, unfortunately. Michael Hingson  23:21 Unfortunately. Speaker 1  23:22 So, what does that make leave? Where does that leave us? I think we have to be all the more wiser to it. You can't. You can't stay ignorant and think that everything's going to be okay. Michael Hingson  23:35 Where do you think AI fits in corporations mostly, or should fit? Speaker 1  23:41 Well, it's it's an incredible tool. It is an incredible tool, and I think it's it's like it's like money. What do you what do you do with it? It's simply a tool. What are you going to do with it? Where does it fit? It depends on what kind of business model, but I see it impacting every business to some degree, we utilize it heavily. I think when I work with leadership teams, I do a lot of facilitation. So we'll we'll sit around this table here. I'm in my session room here, and we have lengthy, deep, meaningful, impactful discussions with one another, and sometimes I even encourage them to use AI to refine an idea or to collaborate over an idea. But I warn my teams that AI has no soul, and what I mean by that is, it's it's information, it's data and information, but the human being there's more to us than just information. It's like the data, the information part of us is like the tip of the iceberg, and but there's a whole mass below the waterline. I believe you have a soul and a spirit, and so the danger I warn teams of is making strategic decisions based on information that comes from AI without really discussing and using their their soul. Sometimes ideas can resonate with a person on a different level. That that AI and just information can't it can't go there. It's not able to go there. So I don't know if that makes sense. But I just warn them: AI has no soul. You need to pay attention to what's going on inside of you as you're discussing ideas and and weigh that into the decision. Michael Hingson  25:46 And I still go back to we're the ones that are and should be the creators, and so it's great to use AI to help a process, but we still need to be the ones to do the real work. Speaker 1  25:59 Yes, Michael Hingson  26:01 and I think too many times I hear about it with with schools and so on. Oh, students are just writing their papers using AI. Well, we need to work on encouraging that not to be the case. The AI can help provide information, as you pointed out, but that's what it is. It's an information source, and it's only one information source, and anyone who is truly looking for information knows full well you don't just rely on one source. Speaker 1  26:29 Right. Michael Hingson  26:30 Even if it's a human, you don't rely on one source. Speaker 1  26:33 That's right. That's right. But it but it is Michael Hingson  26:35 pretty crucial to to work through that. Well, Patrick Lencioni talks a lot about conflict, and he talks about teams that have healthy conflict, and then there are those who quietly just kind of avoid it. What distinguishes, or how do you deal with the two different kinds of teams? Because I know Patrick talks about the fact that conflict is a very useful thing and needs to be respected as part of the process, Speaker 1  27:04 right? So the second layer of the pyramid that he illustrates is healthy conflict or productive conflict, which can only happen if there is a foundation of trust, because without trust, people tend to hold their cards close to the vest. They're not willing to go out on a limb and say something that might be taken the wrong way, because for fear of retribution, or that it could be it could be used against them, or or what have you. And so conflict is may the best idea win. I have wonderful teams. They're healthy teams. They'll fight like cats and dogs over an idea, not over. It's not personal. They're simply fighting for the best idea to win, and so they'll go at it heated conversations because they have strong opinions. At the end of the day, though, what really matters is that everyone has been heard? The point of conflict is to get the options out on the table to see what's possible, to see what's available, and then from those options, pick the best. So, what healthy conflict does is it opens it up for people to share, be willing to get out there, share their opinion, go back and forth, and as I said, everyone gets heard. That's such a critical piece of healthy team is that you're hearing from everyone on the team. They're having that opportunity to share their perspective, and then when all is said and done, the what we call this person the integrator. This is the person who leads the leadership team. They have a decision to make. It's not a democracy. They have heard all of the all of the opinions, and and then they say, "Well, this is what we're going to do. And 99% of the time, reasonable people, even if they disagree with a decision, if they have been heard and know that their opinion is valued, they are willing to commit to a decision that's against what they believe should have happened. Michael Hingson  29:14 Well, so take that to the next level. Let's say that the decision is made, and in a month, it turns out it really wasn't the right decision. Then what? Speaker 1  29:25 Yeah, healthy teams can pivot, and they don't. Excuse me. There's no paralysis by analysis. They're they're able to be flexible and make a quick decision without regrets and move on. You know, in business, most of the decisions that we make are reversible. It's not like we're a brain surgeon and there's someone's on the operating table, and and one slip means drastic results, or it's not a court case, and the judge once they slam the hammer, nothing changes. That's the verdict. In business, most decisions are reversible. Sometimes I see teams or leaders who are hesitant to make a decision, and I encourage them make a decision, commit to it, and start taking steps. We can always iterate. We can make adjustments along the way, but if you don't act, if you don't take one step forward, then you can't steer a parked car, as they say. So, when when your question was if a month later it was a wrong decision, we agree as a team to pivot and move on. And a great healthy team, you know, they'll probably give one another a hard time and laugh about it and poke a bit, but but keep moving toward the goal. Michael Hingson  30:46 But it's all in fun and it's not intended in any way to be personal, Speaker 1  30:50 right? Michael Hingson  30:51 Which is really the key. None of this has to be personal. We're not doing it to one up anyone, and the good teams truly understand that. Speaker 1  31:02 That's right. Michael Hingson  31:04 Do you ever find environments where leaders unintentionally do things where accountability breaks down? Speaker 1  31:15 Yes. One thing that happens specifically with visionary or leaders or founders is something I call end run, which is when they don't follow chain of command. Basically, because of their position in the company, they feel freedom to go to anyone in the company and either make a decision or give them a directive, and the person that they're giving the directive to feels obligated to follow that because it's a senior leader. Michael Hingson  31:54 Yeah, Speaker 1  31:55 and so that really that really damages you know it's chain of command ultimately, but it damages the relationship, damages the health of the team, and the hard thing about it is that visionary leaders and founders are idea people. They are the creators. They're brilliant at coming up with seeing opportunities and coming up with ideas to solve problems and add value, so they have this natural bent to research. They're curious. They'll want to talk to people, employees in the organization, and that's all good. But they do need a healthy boundary and to understand who they should talk to about decisions or influencing employees in the organization. Michael Hingson  32:43 Yeah, I'm curious about something. How do the operations within a business differ from, say, what goes on in the military, where there's an absolute chain of command, and someone along the line, can issue an order to someone, and it's supposed to be obeyed, and so on. But how does military operations differ, or do they from business, or should they from business? Speaker 1  33:10 I yeah, that's a great. I I think there's some strong similarities, and some significant differences. You know, one question, and this was actually oddly enough. This was a military leader. I forgot who it was, but it was a general. He said something he asks his subordinates on a regular basis is, "Tell me something you know I don't want to hear. Tell me something you know I don't want to hear. And his goal there was to truly to create a relationship with his subordinates where they feel comfortable raising their hand, saying we've got an issue, here's a problem, and I think that traditionally in the military that would be resisted. I think the or my my perception anyway is that subordinates would rarely want to say something's wrong. Everything's always okay, you know. Following orders, everything's good. But I respect that that general's practice of of telling his subordinates that, and I I recommend my leaders do it as well because they need to know what's going on. Really, there's this I think a natural desire to impress or to make it look like I'm doing a good job and our department is okay, so they don't bring up real issues. And so the kind might go against your question, but the the common thread there is a willingness to talk about real issues, real problems, to bring them up, solve them together as a team. But first, be willing to identify. And oddly enough, it goes back to the trust piece: to being open and honest. You have to be willing to just call something out. The elephant in the room: several people know that there's something going on. Nobody wants. To say it, just say it. So that that's maybe one similarity. Michael Hingson  35:06 Well, I know that in reality, in the in the military, I at least I've heard this from my military friends. They they do emphasize teamwork and and teaming and so on. But at the same time, they have this reputation where there's an order and you you just obey the order because that's what the general or what someone above you says and it seems like there's a paradox there somewhere. Speaker 1  35:33 Yeah, I think in in business, what my observation has been that people do need to know the why. I think in the military that's not required, and maybe same in parenting. Sometimes it's you're on a need to know basis, and you just need to follow the order. Whereas in business, I think it's much more common practice for good leaders to give the context of why this directive matters, so that the people can connect the dots and have a clearer picture of the overall success of the mission, as it were, the goal of the organization. They can see how what they're doing is contributing to that over goal. Overall goal. Michael Hingson  36:20 Yeah, yeah. Well, and in the military, maybe the privates don't necessarily get the get to know the why, Speaker 1  36:31 right? Michael Hingson  36:31 But but the hope is that there are enough people above them who are involved in a process that there is enough of an understanding that that enough people know the why that that the process works, and I guess that's a. I've not ever been in the military, and I'm certainly not going to criticize, but it just seems to me that that the more people can communicate and interact with each other, the stronger the team will be, no matter whether it's business or military. Speaker 1  37:00 Yeah, I would hope. Michael Hingson  37:03 So you know, but so EOS generally represent talks about clarity and execution. Where do leaders typically in organizations lose traction after they set a clear vision? Where do where do things break down. Speaker 1  37:22 You know, I think one of the most powerful ideas within EOS is the weekly meeting. So there is something we call the Level 10 meeting, and the name Level 10 comes from when we started working with companies and 1000s and 1000s of companies. One of the questions we would, one of our first questions in meeting them would be: rate the quality of your meetings on a scale of one to 1010, being best. How effective are your internal team meetings? And on average, they were about a four. And so over time, we developed the level 10 meeting agenda, which is a very specific agenda for leadership teams on a weekly basis to conduct that covers makes those those meetings so effective and efficient. And we keep talking about Patrick Lencioni. He wrote another book called Death by Meetings, which is a great great book as well. But so within EOS, the level 10 meeting is a very clear agenda. It gets everyone on the same page. Data passes quickly and smoothly across the right channels to the right people. We solve problems together, and it's just a wonderful, wonderful way to keep the business moving forward. So your question was, what happens after they set a clear vision? Well, very often they lose traction because they're not on a weekly basis measuring their progress toward that goal and vision, and solving problems on a weekly basis that show up that get in the way because there will always be things that prevent us, that resist us from our goals. So, are we methodically? And this is a discipline. This is it's it's not you know glamorous. It doesn't always feel good. But if you can stick with that weekly cadence, then every single week you're you're measuring what matters, the KPIs? It's a score. You know, one of the items on the agenda is the weekly scorecard, five to 15 numbers give us an instant pulse on the business. Reviewing the data, solving problems, and marching forward. So that's where it gets lost, because also in that meeting, everyone is staying on the same page, and there's that accountability. You're looking across the table, say, asking about this initiative or this project. Is it on track? Yes or no? Are we confident we're going to get it completed on time? Do you need any help? Every single week, the leaders. Showing up to that meeting and asking those questions of one another, and they know, hey, on Tuesday at 2o'clock, I'm going to have to answer this question: Is this goal on track for the quarter? And so that introduces this accountability within the team, where the peer-it's peer-to-peer accountability. They're holding one another accountable for the goals of the organization, Michael Hingson  40:22 yeah, I talked with a person recently on one of our podcast episodes. She runs a a boutique PR organization, and it has been growing, but she's not letting it grow too fast. But it has continued to grow, and and I've asked her, and I asked her how how long do you expect or how much do you want the company to grow, and can it grow too large where it becomes unmanageable? And she acknowledged that that kind of thing can happen, and and it it kind of is an interesting concept because most entrepreneurs want their companies to be successful and grow, but when you get multi-million-dollar or larger companies and you're hiring 50, 100, 200, 500 employees, that kind of ranges raises a lot of different complications, and it gets really overly complex. At what point does all the complexity really become too dangerous to deal with? Speaker 1  41:27 So the complexity model is where you you can calculate how complex business gets by every person you add to the organization. My point is complexity is real, and as a leadership team or as a leader, you have to constantly fight the onslaught of complexity. You have to fight for keep it simple, less is more. Keep it simple, less is more. So, if you had two people in an organization, you've got two lines of communication, one going from one to the other and back. If you add a third person, so you increase the number of people by 50% Now there are six lines of communication, so 200% increase in complexity, and that's just communication. Not talking about systems, processes, culture, all of that other stuff. You add a fourth person, so you increase the number of people by 100% from the two. Now you have a A 500% increase, 12 lines of communication. Speaker 2  42:45 Yeah, Speaker 1  42:46 so you have to, as a leader, fight against complexity, and the way that you do that is by less is more, keep it simple. Within EOS, we set three to seven rocks. We call them every quarter. Those are just business priorities, not 27, three to seven. Because if everything is important, nothing is important. So you're always asking yourself as a leader, what's the simplest way to say this, communicate this? What's the simplest way to do this? Do we have the simplest possible structure for the organization. Occam's razor says that the simplest solution is invariably the best solution, or the best solution is invariably the simplest solution. So the the complexity thing is real. You have to stay aware of it, and and fight against it by keeping things simple as you go. Michael Hingson  43:42 Yeah, and and the reality is, it goes back to what you were talking about. Certainly, the weekly meetings and other methods that you use to make sure that everyone not only is encouraged to communicate, but they do communicate. And again, it all gets back to that bottom level of the pyramid, which is accountability, and as long as everyone understands and feels the concept of accountability, and that we're all working toward the same thing, you have a much better shot at making it successful and making it work. Speaker 1  44:15 Right, that's right. Within EOS, we have a two-page strategic plan, not 50 pages. It's not this giant document. It's two pages that allow everyone within the organization to see who we are, where we're going, how we plan to get there. It's simple. Michael Hingson  44:36 Yeah. So, for a while, you didn't own your own business, and then you you now own your own business. How is becoming your own entrepreneur and your own your own business owner, boss, or whatever you want to call it? How has that changed? Kind of the advice you give to other people, and and what do you think about being? A business owner, as opposed to working within another organization, Speaker 1  45:05 you know, I I think I I'm spoiled. No, I don't think I could ever be a good employee again. Yeah, I just have a deep appreciation for visionaries, for people who see what's possible and then rally a team around them to help make it become a reality. That's a special. That's a special quality, and the world needs lots of that quality. So I, I, I have gained just a greater appreciation for the entrepreneurial spirit, and I, I think that it's it's now it's not for everybody, and that's okay. But I, I just can connect now more deeply than I ever could with people who are taking that step of faith, being courageous, doing something that's risky and uncomfortable, and just figuring it out as they go. I think that's for me particularly that resonates. I can't now, and I get it. I I understand. There's the majority of people are comfortable with a oops are are comfortable with a salary, a steady amount of income, and the safety that that brings. But I just it doesn't compute for me. I can't do it. It's just not for me what life is about. Michael Hingson  46:26 Yeah, I know. Especially since 2008, I've not only owned my own company, but it's been mainly me and dealing with lining up speaking engagements and so on, and especially since we moved down here in in 26 2014, I'm I'm very used to being my own individual, and and I I hear exactly what you're saying. I can work in an environment where there are other people, and there's there's times that that's that's a good thing, but I know that especially during COVID, people complained a lot about being locked down and they really missed being with other people, and I always had a little bit of a problem with that because I don't I don't look at other people, so that's one thing, but I learned that I could still communicate with people, and so I I didn't fall into some of those traps. I just do find it interesting, but I understand what you're saying. You're used to to to being the person not only in charge, but you're interested in setting the vision, and there's a lot of merit to that. Speaker 1  47:40 Yeah, yeah, and and he it takes all of us. If he had all visionaries and no doers, no you know no executors, then we'd be in a mess. I'm terribly sorry. The it's later here in the evening, and the cleaners are are at the door. Let me just tell them to wait 10. Give me 10 minutes on the office here. I'll be back in just a moment. Okay. Michael Hingson  48:05 So, yeah, I I appreciate the the position, and I can live with it as as well, and I can I can cope. I can work either way, but I I do like kind of really being the person in charge of me, I think it it probably works better. Yeah, that's okay. Speaker 1  48:28 Yep, we're all wired differently. Michael Hingson  48:30 Yeah, we are. So, in in making decisions, data is is a very important thing, and and it's certainly something that we need to keep around. Why do so many people resist and business leaders resist using data in a kind of an honest way? What are they afraid of? Speaker 1  48:51 Well, I think that data is can make things black and white. I think that data can be very telling because we can share opinions and feelings and ideas, but you can't. The numbers are the numbers; they they are what they are, which is why we use this weekly scorecard in that level 10 meeting I was talking about. But Ronald Reagan said, "Trust but verify. So the idea here is that people don't respect what you expect; they respect what you inspect, and the data is an inspection of what actually happened, what's real, what's what's going on on the ground, and that that's uncomfortable. The numbers don't lie most of the time. Now they can be manipulated, and people can tell stories. But if you're set up in the scorecard the right way with the right. Measuring the right things, it gives you a good idea of what's really going on. So I think it's just a natural resistance, a fear of being falling short, a fear of punishment. Ultimately, you know, in some form or fashion, hardship, difficulty, uncomfortability, things like that. Michael Hingson  50:22 But I think the the other thing I show about data, though, is it is kind of hard factual information, as you say. But it doesn't necessarily always bring the human element into to to things that maybe ought to be considered as well. So that the data should only be part of the final decision-making process. Speaker 1  50:45 It's very true. Very true. If you're looking at the numbers, there's always a story behind the numbers. What's the story behind the numbers? And that has to be part of the equation. Michael Hingson  50:55 As a as a speaker, I get a lot of people who say, "Well, we'll consider you fill out this form, and will evaluate you along with everyone else. And the problem is, I've realized that a lot of these forms, you fill them out, and you get a bunch of words on a screen, but doesn't really tell the whole story. And that's unfortunate because I think that too many evaluators are missing out on really understanding speakers when that happens. Speaker 1  51:25 Yeah, I believe that's true. Yes, absolutely. Hearing someone in person can't compare to just words on a page. Michael Hingson  51:36 Well, so yeah, it's just one of those things that one has to deal with when a team experiences a setback. What is it that causes some people to recover quickly while others don't necessarily recover quickly? Speaker 1  51:54 Why don't some people recover more quickly? Michael Hingson  51:59 Or teams, yeah. Speaker 1  52:00 Or teams. I think I don't know that I can separate teams from people. Michael Hingson  52:08 Yeah. Okay. Speaker 1  52:09 You know, and I say that because it has to do with self awareness. It has to do with personal development. I think many of these qualities are inseparable from the performance of the team, because a team is ultimately a group of individuals, and so in that way you've got the team dynamic. But you're you're also going to rely heavily on the character and the qualities of the individuals on the team. And if some people just can't let go, if they can't just raise their eyes or turn their gaze from the past and look forward, then, then they're going to struggle. Now, there are tools. You know, who is it? An autopsy without blame. He called it in good to great. In good to great, he said. This is where. What was his name now? Jim. I forget his name. Who wrote Good to Great, Jim Collins? Michael Hingson  53:04 Collins. He said Speaker 1  53:05 he called it on autopsy without blame, which is a team or person's ability to look back at the past and just understand. Okay, what happened? This isn't this isn't to point fingers. We just need to know what actually went down, so that we can learn from it. Because I tell teams this all the time, the past is only good for one thing-learning from it. And once you learn from it, you got to let go and move on. So the and and it's funny, I say this again every every meeting that I have with them. Actually, we review our data and we look back, we understand what. And then I said at the end of that review, I say, "Okay, that's the past. Nothing else we can do about it. Anything else need to be said before we leave it completely in the past and move forward? And I give them that opportunity to process and to you know make observations, insights, confessions. But after that moment, we got to let it go, and I think that a team has to be committed to be willing to do that for them to be able to to move forward. Michael Hingson  54:09 Yeah. Well, a lot of what you do is I suspect helping leaders, especially shift their mindset in some way. What mindset shift really helps leaders move from reacting to problems to leading intentionally and developing the kinds of of operations that we're talking about here as being successful? Speaker 1  54:35 I think you know you said mindset shift, but this is what I would call a mindset best practice. It's something I call a clarity break. A clarity break is a time scheduled on your calendar. So this is hard landscape. This is a an appointment you make with yourself that you keep, and in a clarity break, you get away from all the noise. You turn all the notifications off. You. On do not disturb mode, and you get a legal pad and a pen, and you simply think it. You think about the biz, think about the business, think about the biggest challenge you're facing, and you just start writing. And it's amazing what kind of solutions, ideas, next actions come to us when we have that clarity of mind. When we have time to get gain perspective, to take a step out of the fray, all of the noise, and just simply think. There's fewer things more valuable than high quality, pure thought, just simple thinking time. So that that is a mindset best practice, I would say, and and I encourage leaders to do it at a minimum of once a week, 3060, 90 minutes. Get a legal pad. Now, there's another book out there called The The Road Less Stupid by Keith Cunningham. That's lessons from the the chairman of the board, and he that book is a book full of questions that leaders should be asking themselves about the business. You could use those as prompts, or just again get quiet and think about the business right now. And I promise you, you'll start writing, and the thoughts will just flow, and you'll write the whole time and come up with such clarity and such perspective that allows you to re reengage, reenter the business with confidence as to what needs to happen, what are our next steps, and that's so important because that confidence is a precious commodity for leaders. You have to protect your confidence, and the confidence comes from clarity, and the clarity comes from taking time away from the business to simply sit and think. Michael Hingson  56:46 One of the things that I think all too often we individually and collectively don't do is to just stop and think about life, think about things, do more internal introspection, and that's kind of what you're talking about. And the reality is, if we would do more of that, and if we would listen to our own mind, we would discover so many things that would help us along the way. My favorite example is Trivial Pursuit, where I ask people regularly when you're playing Trivial Pursuit, and somebody asks, and somebody reads a question from a card. Immediately, you think of an answer, but you went, "Oh, that came too quickly. That can't be it. And so you think again and come up with another answer. But that first answer invariably was the right answer. But that's not what we listen to. We're teaching ourselves not to be so introspective and to sit back or to sit down and think about whatever it is that we need to think about, and as you point out, writing things down. Speaker 1  57:50 Yes, so valuable and and hard to do, frankly, in our age of distraction. Our phone is so distracting, and so so many other options, so many other things that hit the dopamine, get the dopamine flowing, that challenge our our ability to, or our sitting down and making time to do simple thinking time. Michael Hingson  58:16 Yeah. Well, if a leadership team today wanted to have one practical step about how they would work together this quarter. What would you advise? How would you advise them to start? In addition to reaching out Speaker 1  58:34 to you, which I'm Michael Hingson  58:35 all in favor of, but that's another story. Speaker 1  58:38 You know, there is a tool out there that I would point them to. It's called the organizational checkup. It's free. It's online. It's put out by EOS. There's no obligation, no strings attached, or anything like that. But I think that tool. It's a set of 20 questions, and you rate each question on a scale of one to five, five being best. And that tool would really shine the light on where the most pain is being felt across the organization. When the leaders, first of all, just give an honest assessment of those 20 questions, they'll be able to put their finger right on the priority of what they need should should fix first. And I think that would just that exercise alone would get them all on the same page of what problem to tackle first, and I think that would be the very valuable for them. Michael Hingson  59:30 And what is that called again? Speaker 1  59:31 It's called the organizational checkup. If you were to Google EOS organizational checkup, there'll be a link there, and it's just 20 questions. Michael Hingson  59:40 Great. Well, if people want to reach out to you and learn from you, or interact with you, and maybe use your services and so on, how best can they do that? Speaker 1  59:52 Yeah, connect with me on LinkedIn is great. Also, if you just did a search for EOS Will Watrous, my name, it'll come up. I've got lots of content out there. The EOS website has my listing and contact information on there as well. Michael Hingson  1:00:06 And what are what's your LinkedIn name or handle? Will Speaker 1  1:00:10 Watchers. Yep, Wils. Michael Hingson  1:00:16 Okay. Well, I hope people will reach out. This clearly has been instructive in so many ways and lots of great ideas. So I want to thank you for being here and being a part of this. And I want to thank all of you who are paying attention to us today, wherever you're listening and/or watching. If you'd like to reach out to me, and I'd love to hear what you think, please email me at speaker@michaelhingson.com at speaker at m i c h a e l h i n g s o n.com wherever you are with us in the podcast please give us a five star rating but more important give us a review we love reviews and people who are interested in looking at podcasts love to see the reviews that others have thought about podcasts, and so hopefully you'll say nice things about us. But either way, please give us a review. If you know someone who ought to be a guest on our our podcast, Will, including you, please introduce us. We're always looking for people to come and tell their stories. and And with that, again, I want to thank you for being here, Will. This has been absolutely fun. It's been hours gone by without without any any time seeming like it passed. So thank you very much for being here. Speaker 1  1:01:29 Thank you, Mike. What a pleasure to speak with you, and looking forward to your podcast success. Michael Hingson  1:01:37 Thank you for being here with me on Unstoppable Mindset. I hope today's conversation left you with a fresh perspective, a new insight, or at least something worth thinking about. If you're ready to go deeper into the ideas that shape how we see ourselves and others, I have a free gift for you. Head over to michaelhingson.com and download my free ebook, Blinded by Fear. It explores the invisible beliefs that hold us back, and shows you how to reframe them so you can move forward with clarity and confidence. Be sure to subscribe to our podcast, leave a review, and share this show with someone who can use a reminder that growth starts with mindset. When people think differently, we all move forward together. Thanks again for listening. Keep learning, keep questioning, and keep choosing to live with an unstoppable mindset.

In seinem Buch ‘Good to Great' vergleicht Jim Collins die Supermarktkette A&P, in den 1950er-Jahren das größte Einzelhandelsunternehmen der Welt, mit Kroger, einer kleineren, preisorientierten Supermarktkette, ebenfalls erfolgreich in den fünfziger Jahren. Beide Firmen erkannten, dass sich die Welt veränderte. Beide führten Studien durch und engagierten Analysten, um abzuschätzen, wie sich diese Veränderungen auswirken würden. […]

A series where our panel look ahead to the coming week in east Clare. With presenters this week  Anne Marie McGann and Fiona Levie. introduced by Jim Collins.   Originally broadcast live on SBCR on Friday 18th September 2026

Yes, Yahweh will give what is good,    and our land will yield its increase.- Psalm 85:12  Links and Timestamps: 00:25 – Scripture Reading; 01:59  – Introduction – Turning 40 Soon and Two Adult Sons; 15:37 – Commentary on Psalm 85; 44:29 - Commentary on “Train” by TALK; 1:02:07 - Arthur Brooks on PBD—Mid-Life, Mentoring, and Metamorphosis; 1:21:50 - Good to Great by Jim Collins; 1:37:01 - The Culture Map by Erin Meyer; 2:17:41 - Three resulting paradoxes and a Conclusion: Formation cannot stop at self-understanding. How do I wisely deploy these three paradoxes that have been formed in me?o   I am highly explicit, but highly contextualabout relationships.o   I am low in status-deference, but relativelyhigh in respect for legitimate authority.o   I am peace-seeking, but highly confrontationalwhen I believe principle or duty has been implicated.

You don't have to agree with an author 100% to get something valuable from their book, and that is exactly the theme of today's episode! Marc shares five more books he recommends coaches and entrepreneurs check out, ranging from a brand-new Jim Collins release to a radical honesty deep dive, to a year spent living completely off the grid with zero technology. There is something for everyone on this list! Do you have something that helps coaches, like a program, a product or a service? If you'd like to get your offer out to about 100,000 coaches, Marc currently has openings for partnerships, and you can get the details and book a call to chat with him about it at www.jvwithmarc.com/!  This episode was edited and produced by Marc's brother Matt and his team and PodAssist, and they can help you with your current show, or work 1-on-1 with you to launch your brand-new audio podcast in as little as 2 weeks. All you have to do is visit PodAssist.com to learn more and book a call with Matt to learn more and see if podcasting is a fit for you too.  What You'll Hear In This Episode: Why the odds of getting through life without a major setback are close to zero, and what one of the most well-known post-presidential legacies teaches us about comebacks at any age. How pigeonholing yourself into one thing forever is a trap, and the examples in one book prove it is never too late to pivot into something completely different and thrive. What one legendary comic book writer says about boredom in the creative process, and why it matters more than ever for coaches creating content in the age of AI. Radical honesty and the way it can lead to better health and less stress. [11:25] How standing your ground against haters was the most important ingredient in one media empire's success. What a man who spent over a year in the Irish countryside with zero electricity, no running water, and no phone can teach the rest of us about our relationship with technology.   LINKS:  What to Make of a Life: Cliffs, Fog, Fire and the Self-Knowledge Imperative by Jim Collins Push the Wall: My Life, Writing, Drawing, and the Art of Storytelling by Frank Miller Radical Honesty: How To Transform Your Life By Telling The Truth by Brad Blanton Cancel Me If You Can by Dave Portnoy The Way Home: Tales from a life without technology by Mark Boyle Episode #980: Marc's Reading List That Covers Mindset, Power, Beating Burnout (And More)   Join The Coaching Jungle Facebook Group! http://www.thecoachingjungle.com   Become a Coaching Jungle VIP member which includes special posting perks in the group to reach almost 30,000 potential clients! http://www.myjunglevip.com If you have a product or service that helps coaches, and you'd like to get it in front of 100,000 of them: http://www.jvwithmarc.com  

The most expensive mistake in your practice might be solving a problem you never proved existed.   Dr. Jen Stewart joins me back on the show for a conversation about making better decisions before writing the check. Inspired by Jim Collins' concept of "firing bullets, then cannonballs," we explore why practice owners should test assumptions, gather evidence, and understand what success actually looks like before committing significant money or resources to a decision.   One idea kept resurfacing throughout our conversation: more isn't better; better is better.   Before you hire another employee, buy another piece of equipment, or sign a lease on more space, ask yourself: What am I solving for? In service of what? At the cost of what? And perhaps most importantly: What would it take to get a better result with what I already have?   NBS (Next Best Step): Identify one "cannonball" you're currently considering in your practice. Before committing to it, write down the problem you believe it solves and identify one or two smaller, lower-cost experiments you can run to prove the problem—and the solution—before writing the check.   Have a podcast-related question? Contact our team here!   Resources: 20/20 Money: The Business of Optometry Episode: Optical Isn't Dead, but The Way You Are Running It Is with Dr. Jennifer Stewart 20/20 Money: The Business of Optometry Episode: Edging In-House vs Outsourcing: The Economics, Trade-Offs, and Data An Optometric Practice Needs to Measure with Drs. Jennifer Stewart, OD & Sam Hornberger, OD 20/20 Money: The Business of Optometry Episode: Why some dry eye practices thrive-and others quietly fail with Dr. Chris Wolfe 20/20 Money: The Business of Optometry Episode: Improving your practice by tracking the right KPIs (and ignoring the wrong ones) with Nathan Hayes 20/20 Money: The Business of Optometry Episode: Why focusing on "profit" in your optometry practice might not be the most effective owner metric to measure (and which ones you SHOULD focus on) with Nathan Hayes of Books & Benchmarks 20/20 Money: The Business of Optometry Episode: Making sense of your practice financials (profit/loss, balance sheet, and cash flow statement) with Nathan Hayes of IDOC Book a Triage call with Adam Download the Practice Owner's Financial Toolkit 20/20 Money Ultimate Financial Success Masterclass OD Mastermind Interest Form Check out Adam's new book: How to Buy an Optometry Practice     ————————————————————————————— Please rate and subscribe to 20/20 Money on these platforms Apple Podcasts Spotify ————————————————————————————— For past episodes of 20/20 Money with full companion show notes, please check out our episode archive here!   Check out Adam's other podcast! The Optometry Success Podcast  Subscribe on Apple Podcasts: https://bit.ly/4tttng6 Subscribe on Spotify: https://bit.ly/4tuf0YM 

¿Cómo encontramos nuestro camino en el mundo? ¿Cómo superamos los precipicios, esos acontecimientos significativos que pueden cambiar una vida de forma radical? ¿Cómo mantenemos encendido el fuego interior, fuerte y hasta tarde? Guiado por una curiosidad incansable, Jim Collins dedicó una década a estudiar estas cuestiones y a analizar minuciosamente esos momentos en los que la vida pasa de la claridad a la confusión y nos sumerge en una niebla desconcertante.Si este episodio te ha gustado, no te quedes solo en la escucha.El siguiente paso es pasar de escuchar a aplicar.▸ Aquí tienes mi nuevo libro "La distancia exacta"

The Learning Leader Show with Ryan Hawk www.LearningLeader.com New Book: The Price of Becoming www.LearningLeader.com/Becoming This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My guests:  Andy Stanley is the founder of North Point Ministries, which he started in Atlanta in 1995 and has grown into 8 churches across metro Atlanta and a network of more than 225 churches globally, serving over 200,000 people weekly. He's the author of more than 20 books, including Next Generation Leader, Visioneering, and Deep & Wide. His newest is What Great Leaders Do: 7 Essentials for Enduring Impact. He and his wife Sandra have three grown children and live in Atlanta. Sam Kaufman is the Chief Revenue Officer of Insight Global, a $5.3B talent, technical, and AI services firm. He started as an entry-level recruiter in 2004 and rose through the ranks to lead the company's core sales divisions. He's played a central role in Insight Global's transformation into a global talent and technical services organization, helping the company double in size over the past five years, and in 2026, he was named to Staffing Industry Analysts' Staffing 100 North America list, recognizing the most influential leaders in staffing. He has a degree in electrical engineering from Bucknell. Key Learnings Somebody saw it in him before he saw it in himself. Andy and Louie Giglio were the troublemakers in his dad's youth group. One morning after they'd disrupted everything, Mother Mary sat them down and told them they were leaders and needed to lead. Andy's reaction at the time: then I don't want to be a leader. She should have kicked them out, but she didn't. She kept giving them chances they didn't deserve and didn't handle well. She's about to turn 101 years old. She never had children of her own and to this day she calls them her sons. Now Andy does it for others. When he sees someone with a leadership gear, he tries to speak life into it and fan the flame, because that's what was done for him. Leadership is the most wonderful, dangerous gift. Every great thing that's happened in the world had a leader behind it. So did every terrible thing. People followed both for the same reason: the leader brought clarity to a dilemma, made a promise, and people leaned in. Andy thinks leaders are born, not made. His evidence: he's never met a leader who accomplished anything extraordinary who said they weren't a leader, then read two books or went to a conference and became one. Anyone can get better. "But you can make him a better singer and still never hand him a microphone." Problems to solve vs tensions to manage. Work-life balance is a tension. You don't solve it, you manage it. Every industry and every company has its own. "When you solve a tension, you create a problem." You can spot tension by the calendar. If it keeps reappearing on the agenda and somebody keeps saying didn't we just talk about this, you've been trying to solve something that was never a problem. Naming it changes the conversation. Once a team agrees they're looking at a tension, nobody is right and nobody is wrong, and people stop treating each other like enemies. Andy's team asks the question out loud once a month. Sam heard Andy teach this on a podcast and it moved through Insight Global in a week. He listened on the drive in, recognized the pattern live in his CEO's Thursday meeting, and shared it with 40 leaders in the room. It reached a 40,000 person company within days. Sam's read on why: they'd been having the same conversation for years and had never had the language for it. Nobody can promise certainty. You can give clarity. The only way to promise certainty is to know the future in detail. And the greater the uncertainty, the more the need for clarity is heightened. If there were no uncertainty, nobody would need a leader. When COVID made his entire model illegal, Andy redeployed. Rather than doing a half-baked version of the old thing, he pulled everyone together and told them they were hitting pause, building a new plan, and staying busy doing something different. Giving people something to do feels like clarity. You know what to do, you know when you've done it, and the organization keeps moving. Andy pairs it with Jim Collins on navigating fog: put one foot in front of the other and feel your way along. Action absorbs anxiety. Ryan's phrase, and Andy's addition: even when it isn't progress, it usually leads to progress, because there's motion and momentum. Think like a broadcast studio, not a live one. When they knew nobody would be in the room, they didn't film the old service. They rebuilt the auditorium into a television studio and talked to the camera. Sam, watching from home, still can't remember whether he was there in person. They kept the habits. Andy's view is that hitting pause and waiting to reopen the old way would have been an enormous miss. Sam says Insight Global never went back to how they were before and has grown for seven years since. "How long do you plan to stay?" Andy had lunch with John Maxwell carrying demographic research, expecting to be interrogated about how big to build. Andy said he thought this was his life's work. Maxwell said then build it as big as you possibly can. They built 2,700 seats in the middle of nowhere. Three  years later they built another one behind it that seated 2,000. That's what intuition looks like. Maxwell knew the answer without knowing how he knew it. Andy would never have connected his own tenure to the size of the building. Andy's three questions for any big decision: What's considered impossible in our industry, but if it could be done would fundamentally change it? From Joel Barker's Future Edge. The point isn't that you'll answer it. It's that if you don't know the question, you won't recognize the paradigm shift when somebody else answers it. What would the next leader do? From Andy Grove at Intel, who asked Gordon Moore what a new team would do if the board threw them out. Moore answered instantly. Grove said then why don't we walk out the door, come back in, and do it ourselves. What would a great leader do? Not what's expected, not the industry standard. What would a selfless, others-first, high-integrity, world-class leader do here? The second question is terrifying because it produces instant clarity. Andy says it's how he's made the hardest personnel decisions of 31 years. You love the person and they can't keep up, and the next leader would have no emotional attachment and would see immediately what needs to happen. The best leadership decision Andy ever made was going home at 4:00. He'd resigned from his dad's church with two kids in diapers, a pregnant wife, and no insurance. Then he started the church and worked constantly. He asked Sandra what she needed and didn't want her to hold back. She said be home between 4:00 and 4:30, because by then her energy with the kids was gone. So he became the first one to leave the office. When people asked to meet after work, he said before work instead, and ate two breakfasts. He ran that routine for about ten years. "I'm gonna cheat work. I'm not gonna cheat home." The deadline made him better at his job. If you have an hour to do something it takes an hour, and if you have two it takes two. Walking out the door at a fixed time made him dramatically more efficient, and everything still got done. We're supposed to be examples of the rule, not exceptions to it. Andy encouraged his staff to make the same call, and it set the organization's standard from day one. "It's not a sacrifice, it's an investment." What he tells his kids now they're grown with their own families.. Sow and reap, and you only get one shot at it. Parent towards the relationship, not towards compliance. Andy and Sandra had two rules: honor your mother, and don't tell a lie. You can dishonor me, but not her. Lying breaks relationships, and they wanted their relationships intact. Discipline toward reconciliation instead of restriction. When his middle son Garrett was disrespectful to Sandra, Andy made Garrett call his mother, ask her on a date, take her to dinner, and pay for it. By the end of the dinner it was resolved. Don't sweat the small stuff. Andy and Sandra were foster parents for ten years. Their biological kids came over one day and watched a five-year-old foster daughter roller skate across the hardwood floors, and pointed out they'd never even been allowed to run in the house. Andy's regret is that he wasn't that way when his own kids were young. Do the eulogy exercise. From Stephen Covey. Write what you'd want people to say about you at your funeral. Andy spent several mornings on it in his early 30s. Covey's line at the end: you have just discovered your personal definition of success. He reduced it to seven words, and he won't tell anyone what they are. He used to share them until he noticed people writing them down. His view: those are his, and you have to go get your own. The exercise changed what failure means. Once Andy defined success as those values, stepping outside them wasn't just messing up. It was failing, by his own definition. Don't let your identity shift from what you value most to what you're known for. Andy is grateful for the influence, but he didn't want to become the pastor of, or the author of. He says it's especially easy for men to center on what they're known for out in the world rather than who they are at home. "I only have one unique role. That's father to my children." Sandra could get another husband. There will be another pastor and other authors. Nobody else can be the father to his children. "Your ego is not your friend." Jeff Foxworthy's answer when Andy asked what one piece of advice he'd give Andy's son Andrew, a stand-up comedian, so that at 68 he'd end up where Foxworthy is instead of where many people in show business end up. "The people I work with the most would quit before they followed me into something stupid." They'd be on his doorstep if he started doing something dumb, and Sandra wouldn't even have to call them. Foxworthy fired his manager and hired his best friend from fifth grade. Same reason. That friend knew him as a middle schooler, so he's not Jeff Foxworthy the world-famous comedian. He's Jeff the goofball. Andy's champagne moment: celebrating a year after he's gone. Not just that there's a successor, but that the global network of churches is thriving without his direct involvement. That, to him, is professional success. And the second half: that his kids want to be with him and with each other when they no longer have to be. That was the goal of their parenting from the start. You sow and sow and then find out whether you get to reap it. Reflection Questions What's on your agenda every month that you keep trying to solve? Is it actually a problem, or a tension you need to manage? Run your biggest current decision through all three questions. What's considered impossible in your industry? What would the next leader in your seat do? What would a great leader do? Who has permission to show up at your door and ask who you think you are? If you can't name them, that's the first thing to fix. More Learning #687: Jim Collins - What to Make of a Life#361: John Maxwell - The Essential Changes Every Leader Must Embrace#358: Stephen Covey - The One Thing That Changes Everything (Trust)   Podcast Chapters 00:00 Apply for the Learning Leader Circle  01:16 Meet Andy Stanley  02:50 Mother Mary Saw It First 05:25 The Most Wonderful, Dangerous Gift  07:08 Are Leaders Born or Made?  08:37 Problems to Solve, Tensions to Manage  11:44 When You Can't Offer Certainty, Offer Clarity  15:43 The Messy Middle  20:42 Lunch With John Maxwell  24:16 The Three Questions  28:54 What Would a Great Leader Do?  30:01 AI and the Tornado of Transformation  31:20 Putting Your Values on the Wall  32:11 "I'm Gonna Cheat Work. I'm Not Gonna Cheat Home."  36:55 Parenting Toward the Relationship  41:02 The Eulogy Exercise  45:35 Your Ego Is Not Your Friend  51:58 The Champagne Question  55:07 EOPC

The story is told of a businessman whose company was failing. Creditors were calling. He was desperate for some move that would turn things around. He went to his lawyer. No help.He went to his accountant. No help. He hired a consultant. Nothing. Finally, in utter desperation, he went to the rabbi. "Rabbi," he said, "please give me one idea that could save my business."The rabbi thought for a long moment. Then he said, "All wisdom is in the Torah. Take a chumash and a folding chair to the beach on a windy day. Let the wind blow through the pages. When the wind stops, whatever page the Torah opens to contains the answer to your problem."Several months later, the rabbi sees the man walking down the street in a brand-new suit, smiling from ear to ear. "Rabbi," he says, "it worked!" The rabbi asks, "What page did the Torah open to?" The man smiles. "Chapter 11."I thought of that old joke this summer while reading Chapter 11 of a different book: Jim Collins's new book, What to Make of a Life. Chapter 11 contains two teachings that stopped me in my tracks. The moment I read them, I thought: I have to share these on Yom Kippur.The first teaching is what Collins calls the Mothershead Mantra. John Mothershead Jr. was a philosophy professor at Stanford. When Collins was an undergraduate, he invited Professor Mothershead, then in his late sixties, to dinner and asked him a question: "When you look back on your life, how do you sum up what you've learned from your long experience?"Professor Mothershead responded: "I reject your question." Then he explained:"There are two ways to go through life. The first is to ride through life sitting in the saddle looking backward. The second is to ride through life sitting in the saddle pointed forward. I'm the second. I have no interest in looking backward. I'm not done yet."There are two ways to sit in the saddle. Facing backward. Or facing forward.And on Yom Kippur, that raises a question for every one of us: How are you sitting in the saddle?

Most school reform efforts claim to be "research-based." But fewer are genuinely built with the people who have to live inside them every day. Building on some of the themes that I explored with Iwan Syahril on a recent episode, this week we're diving deeper into community-based design. Rather than starting with an expert's blueprint, what happens when innovation starts with the community's own convictions about what its children deserve, and why that starting point often determines whether an idea actually takes root, or just gets installed and then quietly left to atrophy. As a fantastic example of that process working really well, we also discuss the Whole Child Model (https://www.wholechildmodel.org/), born exactly that way and now reaching thousands of students across the US and beyond.Cynthia Robinson-Rivers is a managing partner at Transcend (⁠https://transcendeducation.org/⁠ ) where she supports schools as they adopt the Whole Child Model that she developed while serving as head of school at Van Ness Elementary (DC Public Schools).  Before her return to school leadership, Cynthia worked in the DCPS central office as the Director of Teacher Retention and Recognition.  In that role, she developed projects to improve retention of highly effective teachers, including LIFT: Leadership Initiative for Teachers, a career ladder system for teachers.  Prior to her work on teacher retention, Cynthia directed the DCPS master educator program during the inaugural year of IMPACT, the district's teacher evaluation system.  She holds a B.A. in Communication and Art from Stanford University, M.A. in Education from George Washington University, and EML from the McDonough School of Business at Georgetown University. She is a fellow with the first class of the Aspen-Pahara Teacher Leaders Fellowship, a recipient of the Rubenstein Award for highly effective leadership, and a 2020 Boulder Fund grantee. Cynthia and her husband live in Washington, DC with their three children who all attend(ed) DC Public Schools.Dr. Jeff Wetzler is co-founder of Transcend, former Chief Learning Officer of Teach For America, and a two-time author. Jeff's career is dedicated to unlocking human potential by helping people learn more deeply and transform their mindsets to realize bold new possibilities for themselves, their organizations, and their communities.In 2015 Jeff co-founded Transcend, a leading organization for driving innovation in the education sector. Since its founding, Transcend has been one of the fastest growing and most diverse organizations in the field of education innovation, working with hundreds of cutting-edge schools and districts in over thirty U.S. states and a vibrant network of 10,000+ innovators. Under Jeff's leadership as co-CEO until 2024, Transcend raised over $80M of investment. Its resources have been translated in multiple languages and have reached communities worldwide, from Estonia to India to New Zealand. Jeff currently serves as Head of Transcend Labs and is a Board member at Transcend.Prior to Transcend, Jeff served as Chief Learning Officer of Teach for America, one of the nation's largest and most respected social impact organizations. Jeff is a Fellow in the Aspen Global Leadership Network and an Edmund Hillary Fellow.Jeff is the co-author of Extraordinary Learning for All: How Communities Design Schools Where Everyone Thrives, with Aylon Samouha and Jenee Henry Wood, and author of Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs In Leadership and Life. It has been widely endorsed by experts and leaders such as Jim Collins, Adam Grant, Kim Scott, Seth Godin, Bill George, and Amy Edmondson, who wrote the book's foreword.More links:Transcend's conditions framework (last updated 2024)https://www.youtube.com/watch?v=CM0Ajp5f49Mhttps://vimeo.com/1171159869/fffdc226a8?fl=tl&fe=echttps://vimeo.com/1157422544/2eb1dcf782?fl=pl&fe=sh

A series where our panel look ahead to the coming week in east Clare. With   Roisin Bugler   and Jack Treacy introduced by Jim Collins.   Originally broadcast liveon SBCR on Friday 11th September2026

You know exactly what compounding does to money. Why don't we apply it to our habits? Ryan Hawk is the author of

Most entrepreneurs think scaling a business requires millions in venture capital and high-pressure sales quotas. Rich Lyons proved the exact opposite.In this episode of Owning Your Legacy, host Laurette Rondenet interviews Rich Lyons, founder of Lyons Consulting Group (LYONSCG) and author of Life Is Sales. Rich shares the unvarnished story of growing a bootstrapped digital commerce agency to $55M, surviving the 2008 banking collapse, standing up to abusive clients, and making the difficult decision to sell when tech giants consolidated the market.Key topics covered:•  Moving from a scarcity mindset and quota panic to consultative service and trust•  The reality of bootstrapping — personal checks for payroll, home equity lines, and betting the farm•  How a 2008 bank loan recall forced the agency to shed non-core services and master e-commerce•  The dinner 'feelings game' that helped a stoic executive open up to his daughtersResources & books mentioned:•  Life Is Sales by Rich Lyons — lifeissales.com•  Rich Lyons official site — richlyons.com•  Good to Great & Turning the Flywheel by Jim Collins•  Traction (the EOS system) by Gino Wickman•  Dr. Gertrude Lyons on Owning Your Legacy (episode archive)Connect:Rich Lyons — linkedin.com/in/richardblyons/Laurette Rondenet — linkedin.com/in/laurette-rondenet-82064911/Subscribe to Owning Your Legacy for weekly conversations on leadership, authentic entrepreneurship, and leaving a lasting mark.Chapters:0:00 The Reality of Scaling a Business1:22 Is Service the Heart of Sales?3:35 The Core of Trusting the Process6:07 Research, AI, and the Human Connection8:06 Mindset vs. Talent in Sales Success10:53 Using Anger Intentionally15:53 The Hard Lessons of EntrepreneurshipIf you enjoyed the episode please share it with others, and rate, review, and subscribe wherever you get your podcasts. To learn more about me and how I am Owning My Legacy, you can find me on Instagram @LauretteRondenet and online at lauretterondenet.com. 

Cliffs, Fog, Fire and the Self-Knowledge Imperative. Get all the news you need by listening to WBZ - Boston's News Radio! We're here for you, 24/7. See omnystudio.com/listener for privacy information.

Jim Collins, author of Good to Great, shared at this year's Global Leadership Summit that only 53% of Benjamin Franklin's accomplishments happened by the age of 60. Collins' point is that age is not a good indicator of future achievements.   Prior to Social Security's beginning, most people concluded they would work as long as they ... The post Rethinking Retirement appeared first on Unconventional Business Network.

Kelly sits down with Jim Collins—the bestselling author behind business classics Good to Great and Built to Last—for a live conversation recorded on stage at Sixth & I in Washington, D.C., about his new book, What to Make of a Life. For over a decade, Collins studied 34 exceptional people, from astronauts to Supreme Court justices to rock stars, matching them into pairs who faced the same defining turning point in life and tracing how each person navigated what came after. They talk about the "cliff" moments that split a life in two, the disorienting fog that always follows, and why the advice we get from people who love us often says more about them than it does about us. It's a conversation about trusting the parts of yourself that don't come with a plan, and why some of the most meaningful chapters of a life can show up decades later than expected.

Has your Meta ads performance stalled? We can help you redesign your messaging and creatives for sustained growth. Talk to us at: https://www.tiereleven.com/apply Here's something growing brands don't realize until growth stalls: the messaging that built your business will eventually run out of steam, even while your offer keeps converting. So why does that happen, and what do you do about it?On today's show, I'm breaking down a real client case study: an eight-figure SaaS-powered lead generation and coaching business that's been stuck at a revenue plateau for nearly two years. We dig into why their original messaging saturated the market, how a growth diagnostic uncovered an entire untapped audience they'd been ignoring, and why the fix isn't adding new ad platforms.I'll walk you through the exact messaging extraction process we use to turn customer interviews, support calls, and event transcripts into content pillars that actually move the algorithm. If you're only running one or two creative angles right now, this episode shows you exactly what you're leaving on the table, and how to expand your market without blowing up your budget. In this episode:- Why proven ad messaging eventually stalls growth- How Meta's Andromeda algorithm builds individual funnels - The real reason CPMs rise and cost to acquire a customer flattens- Why creative diversification matters more than adding new ad platforms- How to uncover untapped audience segments through a growth diagnostic- The messaging extraction process for capturing authentic customer language- Customer support calls and live event interviews as creative gold mines- How to build a 10-variation content matrix around a single theme- Using hook rate, hold rate, and link click-through rate in creative testing- Why volume alone will not scale your Meta ads account- How top-of-funnel creative shows up in branded search and MER- Three questions to audit your creative strategy before your next briefMentioned in the Episode: Tier 11's Data Suite: https://www.tiereleven.com/what-we-do/data-suiteWicked Reports Attribution Software: https://www.wickedreports.com/ Jim Collins' Book, Good to Great: https://a.co/d/068eKQng Listen to This Episode on Your Favorite Podcast Channel:Follow and listen on Apple: https://podcasts.apple.com/us/podcast/perpetual-traffic/id1022441491 Follow and listen on Spotify:https://open.spotify.com/show/59lhtIWHw1XXsRmT5HBAuK Subscribe and watch on YouTube: https://www.youtube.com/@perpetual_traffic?sub_confirmation=1We Appreciate Your Support!Visit our website: https://perpetualtraffic.com/ Connect with Ralph Burns: LinkedIn - https://www.linkedin.com/in/ralphburns Instagram - https://www.instagram.com/ralphhburns/ Hire Tier11 - https://www.tiereleven.com/apply-now Mentioned in this episode:https://perpetualtraffic.com/advertise-with-us/

Not sure what you should be doing with your life? Are you where you're supposed to be? Have you hit a career speedbump and not sure what's next? In this episode, executive coach and former CHRO and military pilot Jim Reid is in The Legal Department to help you chart your next move. Jim contributed to Jim Collins new bestselling book, "What to Make of a Life." He advises that to move forward past a career cliff, we should get clear about what we are "genetically encoded to do." By anchoring to what's important to you and what you deeply enjoy, you can have the life (and career) you really want.

Today, Dr. Killeen explores Jim Collins' powerful flywheel concept from Good to Great and explains why lasting success is rarely the result of one big breakthrough. Instead, it's built through small, consistent actions that may seem insignificant on their own but create unstoppable momentum over time. From morning huddles and appointment confirmations to treatment follow ups and patient reviews, this episode highlights the importance of sticking to the fundamentals. Learn why consistency beats chasing the latest strategy and how keeping your team focused on the same key actions day after day is what truly drives long-term growth.

What should dentists understand about practice ownership, selling to a DSO, planning for retirement, and building a career that stays aligned with their values? In this episode, Kirk Behrendt talks with Dr. John Cranham, restorative dentist, educator, and former clinical director of the Dawson Academy, about the decisions and transitions that shaped his career as he prepares to step away from clinical practice. You will learn what dentists should consider before selling a practice, why giving up control can be difficult, how practice models affect the way dentists deliver care, why retirement requires something meaningful to transition toward, and what Dr. Cranham believes the future holds for comprehensive and fee-for-service dentistry. To hear his perspective from nearly four decades in dentistry, listen to Episode 1092 of The Best Practices Show!Main Takeaways:Dentists should think about their eventual transition and end game early in their careers.Selling a practice to another dentist or a DSO involves tradeoffs, and every transition model carries potential risks.Dentists considering a DSO should carefully evaluate control, compensation, scheduling, practice philosophy, and the organization's long-term stability.Practice environments become difficult when the dentist's preferred style of care conflicts with the organization's priorities or values.Dentists who want to provide relationship-based, comprehensive care need an environment that supports the time, training, and systems required to deliver it.Retirement is easier when dentists are transitioning toward meaningful work, relationships, service, or other activities rather than simply leaving clinical practice.Dr. Cranham believes fee-for-service dentistry remains viable for dentists who combine strong relationships, comprehensive treatment planning, technical excellence, and appropriate use of technology.Episode Chapters:00:00 Introduction to Dr. John Cranham's retirement and practice transition.01:23 Dr. Cranham prepares to step away from clinical dentistry.04:23 His path from dental school to comprehensive dentistry and education.06:04 Building a general practice focused on aesthetic, implant, and complex care.07:04 Why Dr. Cranham sold his practice to Heartland Dental.09:55 Comparing transitions to another dentist, group practice, or DSO.13:27 The challenge of giving up control after selling a practice.17:21 His daughter's decision to reconsider her future within the DSO model.20:35 Benefits and limitations of high-volume DSO practice.22:40 Financial promises, compensation, and risks when evaluating DSOs.25:39 Finding a practice model that aligns with your values.28:40 What Dr. Cranham would tell himself on his first day of practice.29:52 Why behavioral skills, relationships, delegation, and financial planning matter.31:58 Why retirement should be a transition to something meaningful.33:56 How Dr. Cranham became involved with the Pankey Institute.38:39 Dr. Cranham's view of the future of dentistry.41:01 Why fee-for-service dentistry is not dead.42:21 The next chapter for Dr. Cranham and Dental Mastery.44:22 Final thoughts on challenges, changing direction, and asking for help.47:00 Time boundaries lesson48:25 Closing EncouragementGuest Bio:Dr. John Cranham graduated from dental school in 1988 and built a general dental practice in Chesapeake, Virginia, with a focus on aesthetic dentistry, implant dentistry, TMD, and complex restorative care. Early in his career, he completed advanced education through the Dawson Academy, the Pankey Institute, and programs associated with Kois and Spear. His Cranham Dental Seminars organization merged with the Dawson Academy in 2004, and he served as clinical director of the Dawson Academy from 2004 to 2020. He later developed Cranham Culp Digital Dental and has continued teaching comprehensive dentists how to translate traditional restorative and occlusal principles into digital workflows. He is also involved with the Pankey Institute and its educational programs.Resources:Good to Great by Jim Collins: https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996Dental Mastery: https://dentalmastery.com/More Helpful Links for a Better Practice & a Better Life:Contact Gina to learn more about ACT: gina@actdental.comThe Best Practices Show: https://www.actdental.com/podcast/Smile Source Community Hub: https://www.actdental.com/community-hubUpcoming Events & Workshops: https://www.actdental.com/events/Smile Source: https://www.smilesource.com/Subscribe on Apple Podcasts: https://podcasts.apple.comSubscribe on Spotify: https://open.spotify.com

What you will learn: The Zen circle metaphor and how a small shift in perspective changes everything Two powerful questions to ask about your own client journey: what do they experience first, and how will they know when they've arrived? A simple exercise: how would you treat a client if referrals were the only way you could ever get new business? The flywheel concept from Jim Collins' Good to Great, and Ken's five-step version built specifically for service-based, relationship-driven businesses Ken's five golden rules for designing a flywheel that gains momentum instead of burning you out If you've ever felt like you're doing the same laps in your business without real progress, this episode gives you a genuinely different way to think about client experience and momentum. Connect with Ken:  ken@spiraluplife.com  www.spiraluplife.com If you are a spiritual coach, healer, practitioner, or facilitator, check out my linktree below for extra resources such as:Join the complimentary Marketing Mastermind Group CallsThe Quick Win Campaign eBook - Generate 20 leads in 20 daysAccess to the Serving Circle Community - Find collaborations with other spiritual business ownersSocial Media linkshttps://linktr.ee/tysonsharpe

Are you feeling lost in a career fog or facing a major transition? In this special episode, Sarah is joined by legendary author and researcher Jim Collins to explore what it really takes to build a fulfilling life and career. This episode of part 3 of 4 in the 'Career Well Spent Series' Drawing on Jim's new book 'What to Make of a Life', they explore what it really means to navigate life's 'cliffs' and 'fog'.

Jim Collins is the author of some of the most important business books of all time, like Good to Great and Built to Last. For his latest project, instead of profiling iconic companies, he zoomed in on extraordinary individuals we can learn from. He joined Masters of Scale to reveal how icons like Grace Hopper and John Glenn illustrate lessons on how to navigate the cliffs and fog of life. Find out more about the book: jimcollins.comSubscribe to the Masters of Scale weekly newsletter: https://mastersofscale.com/subscribeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Episode 381: What Leaders Must Know to Build Cross-Sector Power (Karen Riordan)Episode SummaryNonprofit leaders often assume advocacy, cross-sector partnerships, and funding diversification are someone else's job — but Karen Riordan, President & CEO of Together SC in Myrtle Beach, South Carolina, argues that building real power for the sector starts with everyday relationship-building. Drawing on three decades of for-profit marketing experience before her move into nonprofit leadership, Riordan makes the case that nonprofits are businesses too, deserving of the same respect, visibility, and strategic rigor as any company in the community. She shares how to build relationships with lawmakers long before you ever need something from them, why chambers of commerce and civic groups are an underused bridge to the business community, and how to have hard budget conversations with your board before a funding crisis forces the issue. Listeners will walk away with concrete, low-lift ways to build cross-sector alliances, advocate for their organization without feeling like a lobbyist, and lead with pride even when the funding landscape feels shaky.About KarenKaren Riordan is President & CEO of Together SC (formerly the South Carolina Nonprofit Association), the statewide network that strengthens and champions the nonprofit sector across South Carolina, a role she stepped into in 2024. She spent three decades building brands in the for-profit world, first in the tourism industry and later in automotive marketing, where she managed teams of up to 1,200 employees, before moving into the nonprofit space by way of the Myrtle Beach Chamber of Commerce, where she founded both Keep Myrtle Beach Beautiful and Partnership Grand Strand. A journalism graduate who has volunteered for nonprofits since high school - across subsectors from animal welfare to food insecurity - Riordan now channels that business rigor and marketing instinct into raising the visibility and respect of nonprofits statewide. She's an avowed re-reader of Jim Collins' Good to Great and a self-described “maniac” for a good thriller series in her downtime.ResourcesKaren's LinkedIn: linkedin.com/in/karen-riordan-72a88a2Together SC: TogetherSC.orgCheck out Together SC's “Nonprofits Get It Done” campaign (modeled on the National Council of Nonprofits) and their upcoming scenario-planning workshops for budget diversificationBook recommendation: Impact Networks by David EhrlichmanFollow Your Path to Nonprofit Leadership and please leave a review!Learn more about the leadership resources at Armstrong McGuire:  ArmstrongMcGuire.com

Send us a message!My guest today is Srikanth Seshadri.Sri is a returning guest, previously on episode 169 in 2022.Today, Sri and I discuss the book, What to Make of a Life, by Jim Collins.  Sri is an executive coach who helps CEOs scale their companies and accelerate performance.When Sri and I talked about doing another podcast together, he sent me a link to this book, suggesting we both read it and talk about it for the podcast.  What to Make of a Life is an exploration through the study of a dozen or so people: writers, actors, scientists, leaders and others, asking the questions, How do we find our way in the world? How do we make it past the significant events that can radically change a life? How do we keep the inner fire burning bright, long and late? Inspired by relentless curiosity, Collins devoted a decade to studying these questions and to minutely analyzing those moments when life flips from clarity to confusion and casts us into a befuddling fog.I'm so grateful you shared this book with me, Sri, and that we had this conversation.  It has given me new perspectives on twists and turns my life has taken, new ideas for continuing to shape my life and choices for living in meaningful and purpose-filled ways, and inspiration to keep taking one step at a time into areas of exploration and unknown.In our conversation, Sri mentions a number of other books and resources.  You'll find links to all those in the show notes as well as ways to learn more about Sri and the work he does in the world.Resource Links:Connect with Sri: https://agilegrowthpartners.com/a1/What to Make of a Life by Jim CollinsMindset by Carol DweckThe Right Kind of Wrong by Amy EdmondsonAdaptive Leadership by Ron Heifetz Why Bad Things Happen to Good People by Harold KushnerMovie: Just Mercy (About Bryan Stevenson and his justice work)Jim Collins interviewed by Oprah Keep an eye out for Sri's book on Leadership Agility coming in 2027!Support the showMake Life Less Difficult~   Support:buymeacoffee.com/lisatilstra

In this episode, we sit down with DeeAnn Palin, founder and CEO of On Point Business Solutions, to explore how talent strategy can either drain a business or become a powerful driver of growth. Known as the CEO Whisperer, DeeAnn has spent more than 20 years in executive leadership and over a decade helping founder-led companies avoid costly talent mistakes, improve EBITDA, and prepare for strategic growth and transition. Drawing on her experience leading operations, turnarounds, and transformational growth initiatives, DeeAnn shares why HR is often misunderstood as an expense instead of being leveraged as a strategic business asset. During our time together, we discuss:Why traditional HR is often viewed as a cost center—and how that mindset limits growthThe concept of the “Million Dollar Mistake” and how hidden talent problems quietly erode profitabilityThe role HR should play in helping CEOs achieve long-term growth objectivesHow modern assessment tools and AI can improve leadership effectiveness, team performance, and hiring decisionsWhy organizations should rethink their total rewards strategy rather than focusing solely on compensationHow to solve talent gaps without overspending on the wrong benefits, incentives, or hiresA real-world case study showing how one organization transformed culture, performance, and financial outcomes through strategic talent managementThe importance of Jim Collins' Hedgehog Concept in aligning talent with organizational successThis episode provides practical insights for leaders who want to unlock hidden value in their workforce and build people systems that accelerate business growth.To learn more from DeeAnn visit www.onptbiz.com Request a business X-ray assessmentLearn more about Aptiv Index and strategic talent solutionsConnect with the On Point Business Solutions team

Il y a un mois, après trois ans de demandes, j'ai ouvert mon mastermind réservé aux entrepreneures qui font plus de 100 000 € de chiffre d'affaires. La moitié des places est déjà partie, et il est construit autour d'un seul sujet : le leadership.J'ai lancé TheBBoost en 2019,  je dirige aujourd'hui une petite équipe, et on est très loin des organisations de 4 000 salariés dont parlent les livres de leadership. Pourtant, c'est un principe fondateur chez moi.Dans cet épisode, je vous donne les 4 principes de leadership que j'applique au quotidien, avec moi-même et avec mon équipe. Au programme :

Most CEOs think coaching means getting the right answers. Sheldon Harris built a twelve-year career proving the opposite.Sheldon Harris, Partner and Coach at CEO Coaching International, talks about the operating principles that have guided hundreds of CEOs through growth, crisis, and reinvention.From a warehouse manager job at Costco in Alaska to leading Cold Stone Creamery through explosive growth and a public food-safety crisis, Sheldon shares the moments that shaped how he leads and coaches today. He talks about getting fired the same day as his close friend and CEO Coaching International founder Mark Moses, why he believes the best leaders are humble and hungry, and the coaching principle he calls “meeting people where they live.”He also unpacks a few of his most repeated operating principles, the ones his clients call the Sheldons, and explains why real transformation with a coach is never a single moment but an ongoing process.KEY TAKEAWAYS00:00 Character reveals itself most clearly under real adversity01:22 Work ethic outweighs credentials when building a career03:38 Great leadership adapts fast when familiar rules disappear06:53 Guard your integrity like it defines everything you do12:47 Owning a crisis builds more trust than hiding it18:01 Behave today like the leader your future demands24:32 Getting fired revealed exactly who he chose to be32:35 The best performers share one trait: humble and hungry39:01 Trust must be earned before real change happens60:28 Meeting people where they live unlocks real coaching impactSubscribe now and be ready when the conversations begin.RESOURCES MENTIONED“Great by Choice” by Jim Collins:https://www.jimcollins.com/books/great-by-choice.html CEO Coaching International website:https://ceocoachinginternational.com/#MakeBIGHappen #CEOCoaching #Leadership

The award winning, Compliance into the Weeds is the only weekly podcast which takes a deep dive into a compliance related topic, literally going into the weeds to more fully explore a subject. Looking for some hard-hitting insights on compliance? Look no further than Compliance into the Weeds! In this episode of Compliance into the Weeds, Tom Fox and Matt Kelly celebrate the return of Ted Lasso for Season 4.   Tom and Matt begin with why Ted Lasso resonates with compliance officers as a study of workplace dynamics, leadership, and building a culture of trust. They highlight how Ted focuses on coaching people and shaping club-wide culture through “thousands of imperceptible moments,” culminating in “total football,” where shared expectations and mutual support enable improvisation and performance. They connect this to compliance goals of embedding ethics so employees can handle new situations on the fly, and to Jim Collins' “level five” leadership and humility, illustrated by Ted renaming Trent Crimm's book from “The Ted Lasso Way” to “The Richmond Way.” They also link the show to the military OODA loop (observe, orient, decide, act) as a model for empowered decision-making within clear objectives and boundaries, and preview Season 4's shift to Ted coaching a women's team. Key Highlights ·      Ted Lasso Returns Season Four ·      Culture and Trust at Richmond ·      Total Football and Compliance ·      The Richmond Way Leadership Lesson ·      Level Five Humility ·      OODA Loop Meets Compliance  Resources Matt in Radical Compliance Tom   Instagram Facebook YouTube Twitter LinkedIn  A multi-award winning podcast, Compliance into the Weeds was most recently honored as one of a Top 25 Regulatory Compliance Podcast and a Top 10 Business Law Podcast, and a Top 12 Risk Management Podcast. Compliance into the Weeds has been conferred a Davey, Communicator and w3 Award, all for podcast excellence.  Learn more about your ad choices. Visit megaphone.fm/adchoices

What does it take to reach the top of one of the largest tech organizations on the planet, and then walk away to fix the pipeline that got you there?In this episode of B the Way Forward, host Brenda Darden Wilkerson sits down with Judith Spitz, former CIO of Verizon and founder of Breakthrough Tech, an initiative reshaping who gets access to power and influence in a tech-enabled world. Judith's path from applied research scientist to Fortune 10 C-suite leader to movement builder is not a story about climbing a ladder. It's a story about learning when the ladder stops serving you, and having the courage to go build a new one somewhere else.Brenda and Judith dig into what authentic leadership actually costs, why imposter syndrome is a conversation worth retiring, what happens to AI when the wrong people are in the room, and why the moment we are living in right now may be a once-in-a-generation opportunity to break a broken talent pipeline before it locks into place again. This is a conversation about humility, urgency, humanity, and the radical act of lifting others as you climb.Connect with Judith on LinkedInWe Learned About:How Judith built her leadership identity through applied research rather than corporate command-and-control, and why that unconventional start gave her the freedom to lead authentically from the beginningJim Collins' definition of great leadership as "a paradoxical combination of personal humility and professional will" and why that framework reshapes how we think about authorityWhy Judith wants us to retire the imposter syndrome conversation and replace it with a more empowering reframe: you don't have to know everything, you just have to surround yourself with people who doThe moment Judith looked around the C-suite and realized women weren't coming up behind her in 30 years, and why that observation became the foundation of Breakthrough TechWhat "democratizing privileged access" actually means in practice, from Sprinternship micro-internship programs to AI-focused work-based learning cohortsChapters:0:00 Introduction & Season Theme1:00 Meet Judith Spitz, Former CIO of Verizon and Founder of Breakthrough Tech2:30 What Pressure at the C-Suite Level of a Fortune 10 Company Actually Looks Like4:00 Relationships as Rocket Boosters: How Judith Survived the Peak5:30 The "March": Suits, Pumps, and How Women Were Taught to Perform Leadership7:30 Judith's Unconventional Path: Why Coming Up Through Research Changed Everything10:00 Authenticity as the Non-Negotiable Foundation of Leadership13:00 Jim Collins, Personal Humility, and the Paradox of Great Leadership15:30 Why Judith Wants to Retire the Imposter Syndrome Conversation18:00 Leaving Verizon: How Do You Know When It's Time to Go?21:00 Fall in Love With the Problem, Not the Solution23:00 The Origin Story of Breakthrough Tech26:00 Women in CS Peaked in 1986: The Data That Would Not Let Judith Rest27:30 Democratizing Privileged Access: What It Means and Why It Matters35:00 How to Hear the Voice That Tells You It's Time to Do Something Different38:00 What Happens When You Give Overlooked Talent a Foot in the Door41:00 How Judith Stays Motivated on the Hardest Days43:00 Was Your Drive Rooted in Achievement? Judith's Honest Answer47:30 Who Is in the Room When AI Decisions Are Made, and Who Is Not53:00 The AI Skills Gap: What Hiring Managers Say vs. What Technical VPs Need58:00 The Medical Residency Model and the Once-in-a-Generation Pipeline Opportunity1:01:00 Defining Leadership by Integrity, Not Title1:02:00 Closing Thoughts: You Don't Have to Lose Yourself to Lead Change#BTheWayForward #WomenInTech #BreakthroughTech #AIWorkforce #TechEquity #LiftAsYouClimb #InclusiveAI #WomenInLeadership

In honor of the Kenosha Kingfish once again making the playoffs in the Northwoods League, we're replaying this 2014 conversation with Jim Collins, author of "The Last Best League: One Summer, One Season, One Dream." Collins follows the exploits of the Chatham A's, one of the best teams in the Cape Cod League. The book is one of the best books ever written about minor league baseball. (The book was originally written back in 2004. The occasion of this interview was the re-release of the book in a 10th anniversary updated version.)

Navin Chaddha is the Managing Partner at Mayfield. He's made the Forbes Midas List 18 times, and thinks a lot of the AI revenue everyone's chasing right now is fake.Mayfield is a 56-year-old firm that backs founders at the paper-and-pencil stage. They're investing $3 billion into AI, but Navin warns the market is overcapitalized by a factor of 10x.We get into what's actually going on with the $1B+ funding rounds, the $25 trillion of value AI has to justify, the dangers of FOMO, how he separates vibe revenue from real revenue, backing vertical models instead of horizontal ones, why inference will dwarf training, how a startup actually beats a $100 billion incumbent, the people x-ray behind his founder bets, what cricket taught him about running a company, lessons being the last founder to IPO before the Dot Com Crash, what he learned working with Satya Nadella, and the unfinished business still driving him.Thanks to this episodes sponsors!Numeral: Sales tax on autopilot https://www.numeral.comFlex: Premium banking, 60-day credit, 0% APR https://home.flex.one/referral/bananacapitalAmplitude: AI analytics https://www.amplitude.comMerge: Every model, one API https://www.merge.dev/turnerMonaco: The revenue engine for startups https://www.monaco.com/Timestamps:0:00 Lumilens: Zero to $3B revenue in 14 months0:50 Connecting GPU's is AI's next bottleneck5:07 Mayfield: investing $3B in AI and semiconductors9:39 Where a $1B round actually gets spent12:51 The six-layer AI stack, and who needs mega-rounds15:00 Why AI is overcapitalized by 10x17:47 FOMO is for sheep21:13 Vibe revenue vs real revenue22:45 Backing vertical models24:22 The best firms have one North Star27:18 Are semiconductors still cyclical?29:10 Why inference will dwarf training31:19 What happens after every infra build-out36:27 2 billion Gemini users isn't real AI adoption38:21 What a correction does to AI stocks40:46 How FOMO pulls VC's into hot categories44:13 What Navin looks for in founders50:23 Why "everyone hates this category" can be a buy signal54:12 The argument against the cloud everyone got wrong57:20 What white-collar work AI teammates will take1:01:45 How AI startups beat incumbents1:06:54 Why startups die of indigestion1:11:49 Mayfield's secret formula: people-first1:19:18 What cricket taught Navin about building companies1:23:17 Dropping out of Stanford to start VXtreme1:29:22 Blitzscaling to blitz-failing: the last IPO before the Dot-Com Crash1:31:25 Joining Mayfield instead of starting a 4th company1:33:29 Unfinished business (backing a $1T company)1:35:54 Could you tell Satya would run Microsoft?1:38:58 Investors he respects, founders he missedReferencedMayfield: https://www.mayfield.com/Lumilens: https://lumilens.com/Lumilens Raises $700M: https://www.wsj.com/tech/startup-raises-700-million-to-replace-data-center-wires-with-light-adc74358?mod=e2twdBuilt to Last by Jim Collins: https://www.amazon.com/s?k=built+to+last+-+jim+collins&adgrpid=186020621003&hvadid=779535177756&hvdev=c&hvexpln=0&hvlocphy=9218885&hvnetw=g&hvocijid=9037174021105194159--&hvqmt=e&hvrand=9037174021105194159&hvtargid=kwd-362242264527&hydadcr=21907_13365950_10662&mcid=f1dd2c5deb5539b7afc6bcdfee5613c8&tag=googhydr-20&ref=pd_sl_4b3f3t1l23_eFollow NavinLinkedIn: https://www.linkedin.com/in/navinchaddhaFollow TurnerTwitter: https://twitter.com/TurnerNovakLinkedIn: https://www.linkedin.com/in/turnernovakSubscribe to my newsletter to get every episode + the transcript in your inbox every week: https://www.thespl.it/

What if the goal isn't simply to avoid burnout, but to learn how to burn on? Jim Collins joins Joan Garry to explore why some leaders stay energized for decades, what it means to stay “in frame,” and how to build a life around what matters most.

When we are inthe midst of our Bar and Bat Mitzvah season, our clergy team meets with the teen whose big day is coming up that Shabbat. We often ask some version of this question: As you are about to begin your Jewish adulthood, tell us some of your dreams. What do you want to do when you grow older? Who do you want to become?Appropriately enough, most often the answer is: huh? What? What did you say?They look attheir parents, who always say the same thing. "Don't look at us. Look at the rabbis. They're asking you the question."At which point the most common answer is: "I don't know." Or: "I have no idea."I plead guilty. I am usually the one asking that question. And I don't know why I keep asking it, given how fruitless it is and how dry the conversation goes.But once, Hashem rewarded me for asking the question. I said to a Bar Mitzvah student:"What do you want to do when you grow up?" With no hesitation, no looking at his parents, no helpless look, he declared: "I want to run a hedge fund.” Total clarity. I asked the obvious follow-up question: "Why? Why do you want to run a hedge fund?"He was thirteen. Too young for pretense or affect. So he said: "I want to make a lot of money." At which point I asked the obvious follow-up question: "Why? What would you do with all that money?" His answer was clear. "I would want to have a really nice life. A big house. Nice vacations. Nice cars.”I have been thinking about this inspiring conversation this week because I have been reading Jim Collins's new book, What to Make of a Life, and because of a famous teaching in our Torah portion this morning.This teen's unvarnished answer points to what Collins calls “the arrow of money.” We work hard. We make money. We use that money to build the life we want. Our home. Ourvacations. Our children's education. Our tzedakah. Our retirement. That arrow is familiar to all of us. Our work leads to our money leads to our life, the arrow of money. But Collins observes that many people who live deeply meaningful lives embody a different move. In his phrase, they “reverse the arrow of money.” They do not ask: "How can my work make me money?" Instead they ask: "How can I make enough money so that I can do the thing I most want to do?" One of the people he profiles, the historian Barbara Tuchman, did not write books in order to make money. She earned enough money so that she could write books. Collins argues that the deepest question is not how to make money but what do we do once we have enough. Remarkably, that is exactly the point Moses makes in this week's Torah portion: Lo al halechem levado yichyeh ha'adam. Man does not live by bread alone. We usually hear those words as a statement about spirituality. But in context, Moses is saying something quite specific.

In this episode of The Hollow Bunny Leadership Podcast, former police chiefs Sylvia Moir and Kristen Ziman explore personal transformation and leadership after stepping away from executive roles, drawing on concepts from Jim Collins, David Brooks, and Colin Powell. They break down a four-part framework for navigating life's major transitions: confronting the Cliff (defining, trajectory-altering life events), navigating the Fog (the uncertain period after a crisis that demands disciplined patience rather than hasty action), tending the Fire (the enduring internal purpose that outlasts any job title), and cultivating Self-Knowledge (continually re-evaluating one's identity across different seasons of life). Ultimately, the hosts highlight that true fulfillment comes from separating your personal worth from your position, using resilience and inner purpose to guide your next chapter.

Core values only matter if leaders are willing to use them. In this episode of Sales & Cigars, Walter Crosby sits down with EOS Implementer Jim Coyle to talk about culture, accountability, leadership, and the challenges founders face when trying to step out of the sales seat. Jim shares his journey from entrepreneur and bar owner to becoming one of the earliest EOS Implementers. He explains why core values should be discovered rather than created, how EOS gives organizations a common language, and why companies must be willing to make difficult decisions when employees do not align with the culture. The conversation also explores why the best salesperson is rarely the best sales manager, how founder-led companies become too reliant on the CEO to close deals, and why accountability must apply to culture as much as performance. If you are still the best closer in your company—or your core values only live on the wall—this episode will give you plenty to think about. Episode Highlights Why Traction remains one of the most transformative books for entrepreneurs How Great by Choice helps leaders test ideas before making major bets Jim's journey from entrepreneurship to EOS implementation Why EOS works through simple tools and shared language Why core values should be discovered, not invented How leadership teams can uncover values from their best employees Why core values must be used as a business tool How to address employees who perform well but damage the culture Why a "moldy blueberry" can quickly affect the rest of the team The danger of promoting top salespeople into management without support Why founders struggle to step away from the sales seat How accountability conversations help people improve Key Takeaways Simple does not mean easy. EOS provides straightforward tools and language, but leaders still have to do the hard work of implementation and accountability. Core values already exist inside the business. The goal is not to invent impressive words. It is to identify the behaviors shared by the people who best represent the company. Values are only useful when they guide decisions. Core values should influence hiring, coaching, promotions, performance conversations, and terminations. Culture must apply to top performers too. A salesperson who hits their number but damages the team cannot be exempt from accountability. It may be better to have no core values than fake ones. When leaders tolerate behavior that contradicts the stated values, they weaken trust across the organization. The best salesperson is rarely the best sales manager. Selling and managing require different skills, including coaching, patience, process, and accountability. Founders get pulled back into sales because it feels natural. They built the company through relationships and selling, but long-term growth requires developing a team that can perform without them. Accountability is an act of support. Clear feedback gives employees the chance to improve, align with the culture, and become more successful.   Who Should Listen This episode is especially valuable for: Founders who are still the primary closer in the company Entrepreneurs considering EOS Sales leaders building accountability across their teams Companies reviewing or redefining their core values CEOs dealing with high-performing employees who damage the culture Leadership teams trying to create consistency across the organization Business owners who want the sales department to run without them   Links & Resources EOS Worldwide https://www.eosworldwide.com Contact Jim Coyle jim.coyle@eosworldwide.com Traction by Gino Wickman Great by Choice by Jim Collins and Morten T. Hansen Enshittification by Cory Doctorow   Continue the Conversation If this episode made you think differently about accountability, leadership, culture, or how to get the sales department running without everything flowing through the founder, join the Sales Integrator Community. The community is built exclusively for salespeople and sales managers who want an edge and practical support from someone who has learned the hard way over 40 years in sales. Inside, members can access coaching insights, sales tools, practical resources, and ongoing conversations designed to help them improve their craft and lead more effectively. Free forever. Special founding member badges are available for the first 250 members. Join the community here: https://helix-community.circle.so/join?invitation_token=8b6622d942c852339d856b2af3504123cf9476e2-8b78b151-d94f-46df-a26b-ec4a6df24460   Subscribe to Sales & Cigars Sales & Cigars is hosted by Walter Crosby, the Sales Integrator with Helix Sales Development. Subscribe on Apple Podcasts, Spotify, YouTube, or wherever you listen. The only smoke we blow is from cigars.

The Moment You Can't Afford to Miss.   How a NATALIE moment could change your life, business, or future   Not every hour carries the same importance.   In his book What to Make of a Life, Jim Collins introduces the idea of a NATALIE moment: Not All Time in Life Is Equal.   Some moments may look ordinary at first but carry the potential to change everything that follows. It could be an unexpected business opportunity, an important conversation, a new relationship, or time with someone you love.   In this episode of the Three Word Podcast, Lisa shares how to recognize these moments and respond with the attention, energy, and courage they deserve.   You'll discover: Why not every opportunity deserves an equal response How to recognize a potential turning point in your life or business Why being fully present may help you see what busyness hides How to invest more intentionally in meaningful people and opportunities Three questions to help identify what deserves more of you right now Your calendar divides time into equal blocks. Your life does not.   This week, remember these three words: Notice the Moment. Listener Reflection Consider these three questions: What deserves more of my attention right now? Who has entered my life that I should invest more time in? What opportunity might I regret treating as ordinary?   Some moments look ordinary until you realize they had the power to change everything. This episode may help you recognize the next one.   Until Next Time, my friend. Connect with Lisa: https://www.linkedin.com/in/lisathal/ http://threewordmeetings.com http://threewordpodcast    

Jim Collins is the author of some of the most important business books of all time, like Good to Great and Built to Last. For his latest project, instead of profiling iconic companies, he zoomed in on extraordinary individuals we can learn from. He joined host Jeff Berman to reveal how icons like Grace Hopper and John Glenn illustrate lessons on how to navigate the cliffs and fog of life. Find out more about the book: jimcollins.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Get Ryan Hawk's new book: The Price of Becoming: The Compounding Practices of High Performance There's a sentence most people never recover from. "He gives us a better chance to win than you do." That's what Ryan Hawk's college football coach told him, benching a highly recruited quarterback in favor of a freshman who would go on to win two Super Bowls and a Hall of Fame induction. Ryan calls it one of the luckiest things that ever happened to him — because it installed a question he asks himself before bed every night since: what did I do today to add value to someone else's life? In this conversation, Michael Trainer sits down with Ryan Hawk — host of the Learning Leader Show, author of The Price of Becoming — for a wide-ranging exploration of what actually compounds a life. Not just money. Not just skill. Relationships, proximity, and the rooms you choose to sit in. They get into the uncomfortable underside of Ryan's own thesis: if consistency compounds, what happens when you're consistently investing in the wrong people? Ryan doesn't dodge it — he talks about outgrowing friendships as a marker of growth, not disloyalty, and the discipline of choosing rooms that force you to level up rather than settle in. From there, the conversation moves through Ryan's answer to what love actually is — curiosity, full stop — the tactical, specific ways he and his wife make people feel seen (down to remembering someone's favorite bourbon), Jim Collins' definition of leadership as "the art of getting people to want to do what must be done," and the four-book journey of learning what it actually takes to launch work that spreads. This is a conversation about the architecture of a well-lived life — told through a man who has spent eleven years and 700 interviews studying exactly that, and is still, by his own account, trying to live it out one morning at a time. "We learn who we are in practice, not in theory." Michael Trainer has spent 30 years learning from Nobel laureates, neuroscientists, and wisdom keepers worldwide. He's the author of RESONANCE: The Art and Science of Human Connection (March 31, 2026), co-creator of Global Citizen and the Global Citizen Festival, and host of the RESONANCE podcast.Featured in Forbes, Inc, Good Morning America. Follow on YouTube

In this episode of Modern Chiropractic Mastery, Dr. Kevin Christie shares reflections from his transformative six-week immersion trip to the Cotswolds, England. He discusses the journey of planning and executing this ambitious family adventure, highlighting the importance of vision and preparation in achieving significant life goals. Dr. Christie delves into the concept of the R Factor question from Strategic Coach, encouraging listeners to envision their future and identify the necessary steps to reach their personal and professional aspirations. He emphasizes the value of creating self-managing companies to facilitate life-changing experiences, sharing insights on how to financially prepare for extended time away from practice.Throughout the episode, he reflects on two impactful audiobooks he listened to during his trip: Jim Collins' "What to Make of a Life" and Marshall Goldsmith's "The Earned Life." Dr. Christie draws parallels between the themes of these books and the challenges faced by chiropractors, offering actionable insights to help listeners align their ambitions with daily actions. Listeners will gain valuable strategies for navigating the 'cliffs' and 'fog' of their careers, and learn how to cultivate a fulfilling professional life through aspiration, ambition, and action.

In the automotive industry, we often focus on the vehicle itself, the technology within it, the smart factories, and artificial intelligence. Ford is leading the way in all these areas, even reimagining the assembly line that Henry Ford created back in 1913. However, that is not the whole story. The hardware has never been the main focus.The real story lies in the culture; it's about how more than 100,000 individuals think, act, and make decisions, and whether they can adapt faster than the legacy companies that were built to move at a different pace.In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Bryce Currie, Ford's Chief Manufacturing Officer, who oversees more than 40 plants worldwide. Both Bryce and Jan began their careers in a command-and-control environment, where plant managers were feared, meetings featured thrown books, and no one felt comfortable offering alternative ideas because they weren't being heard. However, Bryce opted for a different approach. He identifies as a servant leader and has dedicated 51 weeks of his life to traveling by bus to demonstrate his commitment.These bus tours form the core of their discussion. Over the course of a week, Bryce visits four plants with 50 employees from every level and function, working from 5:30 in the morning until 10:30 at night, all focused on learning to operate Ford's production system in a unified way. This initiative is how Bryce turns culture into a tangible experience for the team. He emphasizes aspects that many leaders overlook: he turns off his phone so his team can learn to operate independently, encourages two ideas from every operator, and uses Thomas Edison's 2,332 inventions as a benchmark for what his team can achieve in a single year.This conversation explores what it takes to accelerate a company with over a century of history. Trust and kindness are powerful business tools. He advocates for accountability without fear, highlighting that culture should not be viewed as a soft concept; rather, it is the backbone that drives results.If you're a leader in this industry, Bryce will illustrate what shifts when you stop trying to control your team and start believing in them.Themes Discussed in this EpisodeWhy culture is the real transformation story at FordBreaking command and control at the manufacturing scaleServant leadership across 40-plus Ford plantsThe bus tour is a culture change engineEmpowerment over micromanagement in a legacy organizationActivating the minds of 100,000 peopleDriving innovation through frontline operator ideasThis episode is sponsored by Lockton, click here to learn more

377: Stop Pushing Harder: How Great Nonprofits Build Momentum (Suzanne Smith)Episode SummaryNonprofit leaders are exhausted, pushing harder and still feeling stuck. Suzanne Smith, Founder and CEO of Social Impact Architects, offers a different path. Drawing on sixteen years of consulting and her forthcoming book, The Nonprofit Flywheel, she reframes Jim Collins's flywheel for the social sector: translate business practices, don't transplant them. Suzanne walks through the six elements, impact, brand, revenue, and operations, held together by culture and governance, and explains why momentum builds only when all six align. She shares proof from the TACA arts accelerator in Dallas, where participating organizations saw average budgets rise roughly 40 percent and foundation support climb 77 percent, then challenges leaders to rethink old norms through what she calls Nonprofit 2.0. Listeners walk away with a practical diagnostic for finding the friction in their own organizations and a reminder that lasting impact comes from working smarter, not harder.About SuzanneSuzanne Smith is the Founder and CEO of Social Impact Architects, a social change agency in Dallas, Texas, that helps nonprofits, government agencies, and cross-sector systems move from stuck to strategic. Describing herself as “trilingual” in nonprofit, government, and business, Suzanne began her career as a lobbyist after earning a government degree from the University of Texas, then went on to complete her MBA at Duke, where she studied social entrepreneurship under pioneer Greg Dees. Over the past sixteen years she has founded nonprofits, served as a board chair, and taught the next generation of social entrepreneurs as an educator and consultant. She writes the Social TrendSpotter newsletter, a top nonprofit publication on Substack, and her TEDx talk, Everyone Is a Changemaker, reflects her belief that anyone can make a difference. She calls herself half therapist, half mechanic, a nod to her therapist mother and her love of finding the right tools to get unstuck.ResourcesConnect with Suzanne on LinkedIn; Social Impact Architects; MeetSuzanne.comVisit Suzanne's Book WebsiteSocial TrendSpotter - Suzanne's weekly newsletter on the future of the social sectorTEDx talk: Everyone Is a ChangemakerThe Nonprofit Flywheel: A Playbook for Sustainable Growth, Smarter Strategy, and Lasting Impact by Suzanne Smith, launching August 2026, with a free digital edition and companion resourcesThe Power of TED (The Empowerment Dynamic) by David EmeraldLearn more about Inperium, a nonprofit that helps health and human services organizations grow without sacrificing their mission: Inperium.orgFollow Your Path to Nonprofit Leadership at www.armstrongmcguire.com/podcastsFind more leadership resources at ArmstrongMcGuire.com

After more than 400 episodes across eight years, Corey Kupfer launches a new quarterly roundtable with his law firm partners Brian Meegan and Sara Mostafa (together representing roughly 90 years of combined deal experience) to unpack why the projected 2026 M&A boom has not fully arrived, revisit the negotiation tactics behind the 1951 Korean War armistice, and share parting wisdom for business owners in a slower market. In this episode of the DealQuest Podcast, host Corey Kupfer launches a new quarterly roundtable format with his law firm partners, Brian Meegan and Sara Mostafa. Brian has been a partner for several years. Sara joined this year as the newest partner. Together the three represent about 90 years of combined deal experience across M&A, capital raises, cross-border transactions, and wealth management. WHAT YOU'LL LEARN You'll discover why the pent-up M&A demand projected for 2026 has not materialized as expected, how a Virginia-focused fund is challenging the assumption that acquisitions drain leadership talent out of state, and why wealth management continues to run counter to the broader slowdown. Brian and Sara explain what a $60 billion all-stock transaction involving AnySphere signals about AI M&A, what the 1951 Korean War armistice negotiations still teach modern dealmakers, and how a post-Soviet Russian deal turned on cultural understanding rather than a legal provision. THE FIRM'S JOURNEY TO A QUARTERLY ROUNDTABLE The DealQuest Podcast has run for eight years and passed 400 episodes with a rhythm of three guest interviews followed by a solocast. Brian Meegan joined the firm a few years ago as a partner and has appeared on the show as a guest a couple of times. Sara Mostafa joined this year as the newest partner and has also appeared as a guest since coming on board. With three partners now representing roughly 90 years of combined deal experience, Corey launched this quarterly roundtable to talk deals openly, share what each partner is seeing across their practice areas, and introduce a new Deals in History segment. DEALS IN HISTORY Brian opened the first installment of Deals in History with the 1951 Korean War armistice negotiations, which contained nearly every classic tactic anyone has ever written about. The North Koreans picked up the UN delegation in cars carrying white flags, used higher chairs to gain physical advantage, and pushed multi-meeting standoffs over table shape and flag size. At one point both sides sat in complete silence for over two hours, refusing to move on a single boundary point. The full negotiation spanned roughly 160 meetings across two and a half years, and the document that resulted is not a peace treaty. It is a ceasefire that has held since the end of the war. KEY INSIGHTS The pent-up 2026 M&A demand has not arrived. Energy price disruption, interest rate uncertainty, and other macro conditions have kept the big bump from showing up. Deal flow remains active, but both Brian and Sara noted a less frenetic pace toward closing. Wealth management remains a meaningful exception, with private equity capital and succession pressure keeping RIA deal flow robust. Outside wealth management, Sara is seeing active smaller and mid-market activity, especially for targets that have successfully integrated AI into operations. Andrew Dunlap's Virginia-focused fund is a useful counterweight to the standard acquisition narrative. He shared with Corey that 82 percent of Virginia acquisition buyers were from out of state, and top leadership talent tends to relocate with the new HQ. His commitment is to keep businesses local, in a mini Berkshire Hathaway style approach. Cultural understanding often matters more than a specific legal provision. Corey shared a story from the early 1990s, just after the Soviet Union fell, when a Russian counterparty refused to sign a standard non-circumvention agreement as a matter of deeply held belief. Corey structured around it by locking up non-circumvention agreements with the US suppliers directly, and closed the deal. There is a deal for almost any business frustration, challenge, or opportunity. Corey's parting wisdom points to acquihires, joint ventures, strategic alliances, and white labeling as underused options. Brian added Jim Collins' 2009 line to never waste a good recession. Sara closed with practical guidance for women-owned and minority-owned business owners to seek community and specialized funds beyond the SBA. Perfect for entrepreneurs weighing M&A moves right now, wealth management and RIA professionals tracking deal flow, and anyone interested in how experienced deal lawyers read the market quarter to quarter. FOR MORE ON THIS EPISODE https://www.coreykupfer.com/blog/quarterly-roundtable-brian-meegan-sara-mostafa FOR MORE ON KUPFER.https://www.kupferlaw.com FOR MORE ON COREY KUPFERhttps://www.linkedin.com/in/coreykupfer/ https://www.coreykupfer.com/ Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast. Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today! Episode Highlights with Timestamps [00:00:00] - Launching the new quarterly roundtable format with Brian Meegan and Sara Mostafa[00:05:13] - Sara on smaller and mid-market deal activity, especially where AI is integrated[00:09:18] - Andrew Dunlap's Virginia fund and the 82 percent out-of-state buyer statistic[00:11:24] - Space industry multiples running hot alongside AI [00:14:09] - The $60 billion all-stock transaction involving AnySphere and Cursor[00:15:04] - Deals in History debut, the 1951 Korean War armistice negotiations[00:20:26] - Walking the Abraham Path with William Ury in 2017 [00:23:32] - Corey's post-Soviet Russian deal and the non-circumvention agreement story [00:28:17] - Cross-border capital flow from the Middle East, India, and China [00:36:22] - Parting Shots from Sara, Brian, and Corey Guest Bios: Brian Meegan has represented US and multinational clients on corporate matters for more than 25 years, primarily on M&A, business formation, contract negotiation, and real estate. Before joining Kupfer, he founded Evergent Law, listed in Best Law Firms in America (Colorado) for Corporate Law and the exclusive Colorado M&A firm in the IR Global network, and he separately founded Watson Ltd., a back-office support company serving law firms nationwide. Brian earned his B.S. and J.D. from the University of Colorado, is listed in Best Lawyers in America (Colorado), and is a self-described history nerd who powers the new Deals in History segment on the show. Sara Mostafa is a corporate attorney with nearly two decades of experience representing private companies and individuals across M&A, private equity, financing, corporate governance, employment, real estate, and outside general counsel work, with clients spanning technology, wealth management, retail, entertainment, construction, restaurants, medical practices, and fitness and nutrition. She began her practice at Cooley LLP in San Diego and later served as a Partner at Lobb & Plewe LLP before joining Kupfer. Sara earned her J.D. from UCLA School of Law and her B.A. magna cum laude from the University of Pennsylvania, completed Harvard Law School's Executive Education program in M&A in 2023, and is licensed in California and Hawaii. She speaks English, Spanish, Arabic, and French Host Bio: Corey Kupfer is an expert strategist, negotiator, and dealmaker with more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker deeply passionate about deal-driven growth. He is the creator and host of the DealQuest Podcast. Show Description: Do you want your business to grow faster? The DealQuest Podcast with Corey Kupfer reveals how successful entrepreneurs and business leaders use strategic deals to accelerate growth. From large mergers and acquisitions to capital raising, joint ventures, strategic alliances, real estate deals, and more, this show discusses the full spectrum of deal-driven growth strategies. Get the confidence to pursue deals that will help your company scale faster. Related Episodes: Episode 351 - There's a Deal for That Episode 331 - M&A Market Outlook and Deal Predictions Episode 293 - Sunny Vanderbeck, Selling Without Selling Out Keywords/Tags: DealQuest quarterly roundtable, Brian Meegan, Sara Mostafa, Corey Kupfer, 2026 M&A market, wealth management M&A, RIA deal flow, AI acquisitions, AnySphere Cursor, mid-market deals, cross-border transactions, Korean War armistice negotiation, William Ury, post-Soviet dealmaking, Andrew Dunlap Virginia fund, mini Berkshire Hathaway, non-circumvention agreement, deal-driven growth, Kupfer Associates, private equity M&A

Faith Driven Entrepreneur Podcast – Episode 383 Release Date: July 14, 2026   Why the Leadership Pipeline Is a Myth, and What Actually Works What if the most widely accepted strategy for developing leaders in your church or business is fundamentally broken? In this episode, Justin Forman sits down with Pastor David Ashcraft, former lead pastor of LCBC Church, which grew to 25 locations and 28,000 weekend attendees, now serving with the Global Leadership Network. David pulls no punches: the leadership pipeline is a myth. What replaces it is a culture, one that produces leaders from within, in real time. David draws on decades of experience scaling a church from 200 to 28,000 and overseeing 300 staff, 275 of whom were developed from within the congregation. His insights on leadership development, faith-work integration, and measuring fruit over process offer a roadmap for any pastor, entrepreneur, or marketplace leader serious about building something that lasts. Key Topics: Why the "leadership pipeline" model fails, and the culture-based alternative that actually works How LCBC grew from 200 to 28,000 people across 25 locations by developing leaders from within The "just-in-time training" principle: why proximity to application accelerates leader development The Global Leadership Summit: roughly 400,000 leaders across 1,120 sites worldwide, and why it bridges pastors and marketplace leaders Data vs. fruit: how to measure discipleship and leadership without falling into box-checking traps How business leaders and churches can learn from each other, and why ministry happens everywhere, not just on Sunday   Notable Quotes: “You can have the money, but if you don't have the leaders, you're not going anywhere.” — David Ashcraft   “The whole idea of the leadership pipeline is a myth. It tends to be almost more of a class or a course. If you go through enough courses, somehow you're going to come out on the other end a trained leader—and you've received training, but it doesn't make you a leader.” — David Ashcraft   “If you're a leader, people are going to be attracted to whoever the leader is.” — David Ashcraft   Guest Bio: David Ashcraft served for decades as the founding lead pastor of LCBC Church (Lives Changed By Christ) in Pennsylvania, scaling it from a church plant in 1991 to 25 locations serving 28,000 people every weekend, with 275 of 300 staff members developed from within the congregation. He now serves with the Global Leadership Network (GLN), which hosts the Global Leadership Summit, an annual event reaching approximately 400,000 leaders across 1,120 sites worldwide. GLN features speakers including Jim Collins, Andy Stanley, Craig Groeschel, Arthur Brooks, and Patrick Lencioni.

What keeps you looking forward instead of backward? In this REVERB episode, Andy Stanley and Suzy Gray unpack one of the most powerful ideas from Andy's discussion with Jim Collins: the responsibilities you choose today shape the future you're moving toward. Discover why your greatest contribution may still be ahead of you, and how embracing the responsibilities you're uniquely designed to carry can keep your life and leadership moving forward. IMPORTANT NOTES: Beginning next month, we're kicking off a new format with a discussion of Andy's brand-new book, What Great Leaders Do: 7 Essentials for Enduring Impact. Joining Andy for these conversations will be an incredible leader, Holly Goddard. Together, they'll bring practical insight, honest conversation, and decades of leadership experience to each episode. New release schedule: New episodes will release on the first and third Mondays of every month. Available on YouTube: Each new episode will also be available on YouTube at YouTube.com/AndyStanleyOfficial Special thanks to our sponsor BELAY for offering a free download of their latest ebook, The Freedom Framework. This resource is designed to help leaders step out of the operational center of gravity and get back to the work that only they can do. Just text the word ANDY to 55123 to claim your free ebook now. Recognized as one of Forbes' 6 Leadership Podcasts to Listen to in 2024 and one of the Best Leadership Podcasts to Stay in the Know for CEOs, according to Industry Leader Magazine. If this podcast has made you a better leader, you can help it by leaving a quick Spotify or Apple Podcasts review. You can visit Spotify or Apple Podcasts, and then go to the “Reviews” section. Thank you for sharing! ____________ Where to find Andy: Instagram: @andy_stanley Facebook: Andy Stanley Official X: @andystanley YouTube: @AndyStanleyOfficial See omnystudio.com/listener for privacy information.

In part two of Andy’s conversation with bestselling author and researcher Jim Collins, they continue exploring one of life’s biggest questions: What do you make of your life? Together they discuss questions like: how do you stay in frame when life changes direction? What responsibilities are worth giving yourself to? And how do you continue growing, creating, and contributing long after others have settled into comfort? Drawing from a decade of research, Jim shares insights on choosing responsibilities, staying focused on what you’re uniquely wired to do, and why some of the most meaningful work of your life may still be ahead of you. Download the application guide: https://re.yourmove.is/4vx4kcw Get your copy of What to Make of a Life: https://re.yourmove.is/4uaxInK Here's what they cover in this episode: Three elements of a like in frame (2:16) Why your best years may still be ahead (8:43) The notion of extend out, circle back (13:45) What true freedom is (20:32) Level 5 Leadership (27:29) The dangerous lure of legacy (29:24) Special thanks to our sponsor BELAY for offering a free download of their latest ebook The Freedom Framework. This resource is designed to help leaders step out of the operational center of gravity and get back to the work that only they can do. Just text the word ANDY to 55123 to claim your free ebook now. Recognized as one of Forbes' 6 Leadership Podcasts To Listen To In 2024 and one of the Best Leadership Podcasts To Stay in the Know for CEOs, according to Industry Leaders Magazine. If this podcast has made you a better leader, you can help it by leaving a quick Spotify or Apple Podcasts review. You can visit Spotify or Apple Podcasts, and then go to the “Reviews” section. Thank you for sharing! ____________ Where to find Andy: Instagram: @andy_stanley Facebook: Andy Stanley Official X: @andystanley YouTube: @AndyStanleyOfficial See omnystudio.com/listener for privacy information.