Podcasts about john what

In 2008, the economy had tanked and John McDonald was left at a crossroads. Rather than withdraw into comfort, he took the opportunity to do something a bit crazy. John was a woodworker who spent time at trade shows, and someone once suggested that he make cabinet doors that fit with IKEA cabinets. With nothing to lose, John launched Semihandmade to do just that. Now, a decade later, Semihandmade has seen consistent double-digit growth year over year and has been featured in countless blogs, interior design social posts, on the feeds of influencers worldwide, and in the homes of tens of thousands of people. On this episode of Up Next in Commerce, John tells the story from start to finish, including how he built a successful ecommerce custom cabinet model on the backs of the IKEA brand, and how he’s now launching into the DTC space with the first US-made custom cabinet DTC offering, BOXI. From finding the right partners, to building an omnichannel approach that doesn’t handcuff your resources, to challenging yourself to strive for more, you’ll learn something from John and his story that just might help you level up your ecommerce business, too.  Main Takeaways:Perfect Partners: For ecommerce brands taking on an omnichannel approach, there is no reason to tie up a lot of your resources into retail spaces and showrooms. Instead, exploring partnership opportunities with other brands in a similar category might be a mutually beneficial way to expand your brand, the brand you partner with, and offer an in-store experience to customers who seek one.Meeting the Moment: The world of home furnishings and interior design is changing rapidly, especially as A.I. and VR technology enter the marketplace. With that tech, users are gaining more flexibility to design their own spaces without leaving home, which means there is an opening for DTC companies that are tech-first. Step Up or Step Out: You can’t let competition scare you, let it inspire you to raise your game. By surrounding yourself with the best and forcing yourself to compete against them, you have to level up to simply survive, and succeed expectations to grow your business in a meaningful way.For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length.---Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce---Transcript:Stephanie:Hey, everyone. Welcome back to Up Next In Commerce. This is your host, Stephanie Postles, Cofounder at Mission.org. Today, I had the pleasure of chatting with John McDonald, the Founder and CEO at Semihandmade and also Boxi. John, welcome.John:Thanks for having me. It's great to be here.Stephanie:I'm really excited to have you on. Before we get started, I was hoping you could give me a little background, and for anyone who doesn't know what Semihandmade is and also Boxi, how did you start it? What is it? How do I think about it?John:Sure. Semihandmade is a company that's been around, I guess, just over 10 years now. We're based in Southern California. We make doors that fit IKEA cabinets. What that means is, if you want to buy a kitchen, bathroom, closet media system, IKEA, for the most part, gives you the amazing flexibility of not buying their doors. For a kitchen, you'd buy the cabinets, you'd buy the interior components. Then we have over 40 different options from entry level doors to some really high-end, one-of-a-kind offerings.Stephanie:I love that. Do I think of it like white labeling? You take IKEA's [inaudible] and then you can add like rose gold fixtures on it, yeah?John:Yeah, absolutely. Yeah. The credit, obviously, goes back to IKEA. This is an ever expanding ecosystem that's been around probably for 15 years now. People that make amazing slipcovers that you can put on their sofas. People that make furniture legs, companies like us that make fantastic cabinet doors. It's a way to get a really high-end look for a really mid-level price.Stephanie:Cool.John:I'm even fortunate to grow quite a bit with that.Stephanie:That's great. How did you come to this idea?John:I'm always honest and clear that this was ... It's a spectacular idea that somebody gave to me.Stephanie:Who gave it to you?John:I think his name is David Stewart. I think he's a photographer. Look, I'm 53. I don't know if I'm older than a lot of the people you talk to.Stephanie:A little.John:I came to things a little bit later. I had moved to California from the East Coast when I was 21. Well, wanted to get rich and famous, work in the film business, didn't really have any kind of plan, bounced around with that, was writing, not making any money like everybody else I knew waiting tables. Then I woke up in my early 30s and said, I got to do something with my life. It was post 9/11, which is a wake-up call for a lot of people. I tried a bunch of different things. Then I somehow landed in woodworking and furniture making at first and cabinetry. I got good at it.John:Through the late '90s and early 2000s, that's what I was doing, Southern California based custom furniture and cabinetry company called Handmade. I worked hard. I approached it like a business into my late 30s, which was different than a lot of other people I knew, the craftspeople, spectacular artists, but just no head for business, no interest in business. I always looked at it like as a business like any other. That's what I was doing through, again, the early 2000s. I was networking and blogs just started to happen. I was doing a lot of woodworking shows but also design shows. At one of those design shows in 2008, I think somebody came up to me, this guy randomly and said, "Have you ever thought about making doors for IKEA cabinets?"Stephanie:Was that something that others were doing? Why did he have that idea? Then was like, I'm going to tell John to do that.John:It's interesting. Again, I always want to give credit where credit is due. On top of him, there was a company called Scherr's based in North Dakota that has been making doors for IKEA cabinets just a little bit prior to that. People are always making their own doors as well. It is because IKEA lets you not buy doors when you buy their kitchens. I don't know why he mentioned it. I think part of it was because when I did those shows, it was a show called Whelan Design, which is a great show in Southern California at the time and back when Dwell magazine was really in its heyday and just an iconic brand.John:I was always like the one off independent company. It was me and all the big brands. It would be like Kohler and Caesarstone and Sub-Zero. I was there alongside them with my little custom furniture setup. I don't know if he took a liking to me, but we just spent that day, the Friday and then the following day just talking about it. I had no idea what he was talking about at first.Stephanie:That's awesome. Then for people listening, I know when I first heard of your brand and was looking through it. I'm like, oh, it's just like a small thing, a big thing. Then I was looking through some of the stats and you've been named like the fastest growing private company every year by Inc. magazine [inaudible].John:Well, yeah, one of. Yeah, one of many. Inc. 500 originally, we've been on that list, I think, six or seven years now.Stephanie:You've had double digit growth for almost a decade, year every year.John:Yeah. It's exciting. It's, again, one of many things. I try to be candid and clear, but I never expected this. I never thought in a million years I'd be doing this. Every year that we were fortunate to grow, even my ambition or dreams, it got bigger. It's like get to a million, get to two million, get to five million. It's been exciting. Believe me, I don't take it for granted. That's why I enjoy doing things like this, because I always ... At 40, I was newly divorced. I didn't have any kids at the time. I have a son now. He was nine. I lived in my shop for a year, because I got divorced.John:I didn't have anywhere to live. I had options, but I wanted to hide. I lived in my woodworking shop. I lived on my sofa with my dog. I just said, I got to do something else. It was a huge wakeup call. Then that's when the conversation I had, I think, six to nine months prior. It was like, maybe I should try this. Again, in terms of the second acts in life, whatever, I was 40 and had no clue. 10 years later, more than 10 years later, it's different.Stephanie:Yeah, that's very inspirational. Cool to hear about and cool to see where you can start and where it can grow to. How did you grow the company? From starting out where you're woodworking, you're building stuff, and then you're like, okay, I'm going to buy IKEA stuff and make it better. How did you get in front of people and be found in general?John:Like anything, Stephanie, it's like you look back on it and as much as it was, a long journey at times were so challenging, whatever. You get through it, and you gloss over it. It's only when conversations like this that I do get an opportunity to look back. The reality was, again, I had a nice custom furniture cabinetry business. I had some really good clients. I work with some good architects and designers. Then in 2008, the market tanked. Everybody went in the dumpster. I had to do something else. Things had slowed down.John:I started saying to a couple designers and architects, "What if we try to do integrate some IKEA cabinetry into the custom project." Because at the end of the day, a box is a box, and you're just going to see the outside of the beautiful panels and the doors. There were a few people that took a chance on that. That's how it ... It's like anything. I was 100% custom in 2009. Then it's like, okay, you can start mixing it in and starting to organically ... I don't even know what kind of ... I wasn't doing advertising. Blogs had just taken off.John:Apartment therapy had seen see me at a design show and written about me, which was amazing. That was a really big deal. L.A. Times did a story on me, which is incredible. Yet it was always organic. Through 2010 and 2011, it became, okay, now we're doing half custom, half IKEA. Then every year, it's a little bit more headed towards full IKEA. The truth is, I don't know when it was, maybe 2013, when it was fully just making doors for IKEA. It was fun. It was always a steady progression, always growing every year.Stephanie:Yeah, sustainably growing, which is a lot different than a lot of the brand.John:Yeah, profitable every year. Beginning, doubling every year, which, again, was not what I expected. Part of that, what's funny too is I have a lot of incredibly supportive family, but also friends, guys that I grew up with. When I was in California at 21, or 22, or 29, or whatever, they were amazing. They love me. They were supportive, but they probably had no clue where I was headed. I didn't either. Now, it's fun. I gave them a hard time constantly about the fact that they probably gave up on me.John:Not in a bad way, but it's just ... I mean, I do think that there is a time to cash in your chips. It's great to have dreams. There was an interesting like Scott Galloway kind of thing recently about if you should follow your dream. His overly simplistic thing is definitely do not follow your dream. Because unless you're willing to pay your bills to start because following just exclusively your dream can be incredibly impractical. The people that you admire, suddenly, the people that I admire weren't these head up in the clouds kind of people. They worked really hard. I geek out on founder stories, things, podcasts like this. I'm fascinated by that. It's never an overnight thing, or at least it's rarely. Again, I'm 53 now. This is all house money.Stephanie:Wow, that's awesome. When you started, getting more money, you're doubling growth, more revenue, obviously. Where did you invest? How did you think about investing that? Because I'm sure you're like, woo-hoo! I'm going to go have fun now.John:No.Stephanie:No?John:It was never like that, no. It's interesting. I would say I like nice things like some people do. I'm pretty frugal. In terms of the business, everything lives inside the business. I had a partner at that point. Up until three years ago, we made everything in-house. I was the original guy making the doors and packing them up and then shipping them in New York or different places. Then my partner at the time, Ivan, came on board. He was the guy cutting the doors. Now, we were fortunate to grow.John:Eventually, we had close to 35, I think 35 or 40 people that were working in production. Up until three years ago, we topped out at 75 people and half of them were making products. Now I'm proud to say we don't make anything in-house. Everything, it's made around the US, some at the top manufacturers in the country. That was a huge shift. To answer your question, everything is in the business. That's why you see revenue numbers are different than other things.Stephanie:Yeah. What were some mistakes maybe that you remember where you're like, ooh, I would have avoided this if I were to do it again, or especially in the more maybe the past five years or something. Not early on when you're just ...John:Right. If we're going to say 10 years ago, the mistakes that I made were unavoidable in the sense that I was creating this out of thin air. Ivan and I were just making stuff up as we went along. We were two guys. He's a little bit younger than me. He came out from Boston. I came out from Philadelphia to be writers. In some ways, no business starting this kind of business. In the last five years, it's probably the mistakes that I've made are ... I don't know, maybe waiting too long to really build up the team, which is not to say that we didn't have good people, we did.John:Part of my job now is just looking at the next 12 months and 18 months and say, hopefully, where are we going to be? Where do we think we're going to be? What are we going to need then? As someone who is ... Again, I think pretty honest about their limitations or whatever, we only thrive with people that are smarter, better, or more experienced than me. That's one of the biggest changes in the last at least six months, where we really just hit the gas and brought in some really amazing complementary pieces.Stephanie:Yeah, cool. How do you think about building on top of another company? What if IKEA changes their cabinet line or does something different, did that ever worry you, building a business that's ... I mean, a lot of businesses are built on another businesses, obviously. How did you think about that?John:We've always been after market. With IKEA, it's pretty well documented. We've gone up and down with them. I think in most ways, they appreciate what we do. Certainly, it's undeniable that we sell kitchens that people wouldn't normally buy if we weren't available. They also, I think, hate a little bit that we're there. I don't know this is arrogant or anything to say. They're not going to change their model because of us. They're never going to not sell doors. Even if they did, I would say to people like, "Then just buy the doors that literally cost $2."John:Then we'll pay for them and recycle. Their model is that a la carte wide range of pricing. We've always been respectful. Again, I have immense respect for them and what they built. It's extraordinary. Even when my fiancé and I moved into a new house and it's like going there, buying the basics for the house, it's just nobody can beat it [inaudible].Stephanie:Yup. I'm doing that now as well. I think, like you said, you're opening up a market that they probably wouldn't have access, otherwise. When I'm about finishing this house now, I honestly would not have thought to go to IKEA to get cabinets. I don't know. Then when I saw you guys, I'm like, oh, well then you can have the finishings and the colors and the things that I actually want. I don't actually care what a cabinet is like inside or behind the scenes, but I care about how it looks. A lot of the IKEA stuff does look like you know sometimes.John:Yeah, it's understandable. Because at that scale, you can't get that fancy and creative. This is the part where I drop names, just in the sense that what I do love is we work with some really cool people that do make IKEA more accessible. It is people like Karlie Kloss and Coco Rocha and all kinds of celebrities and high end designers and influencers. They, more so than us, have normalized IKEA. That's good for everybody. If design is supposed to be democratic and accessible to everybody, there's nothing more accessible than IKEA. Obviously, Amazon, Wayfair, and things like that.Stephanie:Walmart? Walmart is coming back. I have bought rugs now, a little egg wicker chair. It's from following influencers. I'm like, Walmart is coming back.John:You're right. It's funny, because the same thing with my fiancé, Stephanie. Yesterday, she was looking at different coffee tables. She said, "This is ... " She showed me a thing. I was like, "That's awesome." She said, "Oh, it's like the Kelly Clarkson line." I was like, "This is great." It's true. Look, certainly, you can make the argument that some of that stuff is more disposable and it's going to go into a landfill and less sustainable. I understand that. The reality is, not everyone has the same access to disposable. If you can get cool stuff, it's reasonably priced and it lasts for a few years. I don't know. It's hard to turn that down.Stephanie:You mentioned that you partner with influencers and celebrities. How does that relationship work?John:Yeah. I think that's always been a huge differentiator for us, one of several things. From the start, I always felt no self-consciousness about reaching out to people. Whether it was blogs, I would say, "This is what we're doing. Here are some photos. I'd love for you to write about us." Or even influencers. The biggest one and the one that we worked with the most is Sarah Sherman Samuel. We've had a door line with Sarah for three years. That's a situation where, god, I think 2014 or 2015, she reached out and said, "Hey, I bought a bungalow in Venice. I love IKEA cabinets.John:I wonder if we could partner on some doors." We did a small collaboration, gave her a tiny discount. She painted the doors. She styled everything. She took photography. The kitchen went completely viral. It's one of those kitchens that is everywhere. I think a really cool Farrow & Ball paints, brass and mixture of this light green and white. That just opened the door to all these other relationships. People saw that and started reaching out to us. It's been an amazing thing. The truth is, we've gotten to a point where we've had to pull back on that because it's just a different way to market the brand. It can be expensive. It's definitely grown us, there's no doubt about it.Stephanie:Have you thought about Netflix series? I'm just thinking, wow, they should be on a home remodel type of show. How perfect is that? People always trying to do amazing things on a budget on like the HGTV [inaudible].John:Yeah. We've talked about that stuff in the past. I like that stuff. Again, I don't know. I do think it's interesting our growth. That's how I always look at things, behind the scenes of how businesses grow, especially within that. I do like someone we haven't worked with in a while, the Studio McGee, the Netflix series, which is great. That's really interesting, especially after listening to another podcast like our friends at Business of Home, where ... I left the podcast with so much more respect.John:Because my interaction with them was a long time ago, and then I just see the photos and the beautiful stuff. Just the growth that they've had and the behind the scenes, and again, hearing their story is really extraordinary. I enjoy watching that stuff. I don't know if I want to watch this. I get sick of hearing myself talk. Maybe if it's everybody else, that might work.Stephanie:Yeah. I was just thinking like, wow, that'd be a really good partnership strategy. I always bring up the Container Store partnership that they had on the Netflix series and just how much Container Store sales went up after that series.John:[inaudible]Stephanie:I can see why, same thing with cabinets and stuff.John:Yeah, it's interesting. Because even that, again, I'm a lot older than you, but in the early '90s, whenever Trading Spaces came on and that was huge like ...Stephanie:I watch Trading Spaces, just to be clear.John:I mean, even in the '80s, the godfather of that is like Bob Vila in this old house. That's definitely before your time. That was restoring amazing New England homes and stuff. It was master carpenter, Norm. I think Norm Abram is absolute craftsman. That was the start. Then you had Trading Spaces. Even now, you would have thought, after 10 years, that goes away, and it hasn't. That's the thing. Is it the ladies like Home Edit and stuff like that? I don't know. It hasn't evaded, it just only grown. Obviously, Chip and Joanna Gaines and the dynasty that they have built. It doesn't show any sign of stopping.Stephanie:Yeah. It seems like the world is now just moving to a more curated collections like I'm going to look for someone who knows my style, so I don't have to waste time looking at everything. Whereas before, it's like, oh, I'm going to go to Target to get this, and then I'm going to go to Dollar Tree to get this. I make it up. I think, 10 years ago is very much about DIY, but all over the place. Now, it's like, okay, I'm going to follow Chip and Joanna Gaines, their line at Target, whatever that is, and follow the people that I know are my style and be ready to immerge myself in that brand.John:Yeah. The interesting, whether it's the 180 to that is the amount of growth that Restoration Hardware has had, where it's just almost like meteoric, being a complete luxury brand and selling the whole experience. It is like the Ralph Lauren of today, and now as they move towards hospitality restaurants and sounds like hotels. Part of your brain thinks, man, you can't sustain that. How do you keep growing? There is a market for that. Even when you watch the Studio McGee, their services are not expensive. Amber Interiors, who we work with, people like that, incredibly talented, at the really high end of the market. They keep growing.Stephanie:Yup. Tell me a bit about your omnichannel approach. I saw that you had showrooms around the country. Then you're, obviously, online as well. Now you're moving into DTC. How do you think about keeping a cohesive story of your brand but also expanding and reaching a lot of people on different channels?John:I guess the biggest challenge, if it is the biggest, it's just the fact that what we're selling comes at a higher price point than the average online purchase. We sell certainly, if you're doing a GODMORGON bathroom vanity, that then may cost $150, $300, $400. We're selling cabinet doors and panels and complementary trim and things like that that can cost $3,000, $5,000, $20,000. Again, it's not buying a pair of Warby's or an Olay bag for a couple hundred bucks. There's a lot to it, a lot of back and forth. Excuse me.John:Showrooms we're always a part of we've got to show people our product, especially when we're asking them to spend that much. The benefit of IKEA is, even though they're still a privately held company, there are only, I think, less than 60 around the US. What I could say to people to say to you, Stephanie, or wherever, like you're in New York, go to one of the five local IKEAs. Then come into our mini ... I never want to call it a showroom, because it could be 200 square feet. It's got some cabinetry in it. It's got door samples, things like that. There would be a whole experience.John:I would always say, if you want to see a kitchen, go to IKEA and you can see 15 kitchens or see 20 kitchens. Want to see the doors? Come see us. We've had that in New York, in Brooklyn, in Chicago, obviously, in LA, Minneapolis, a bunch of different places. Again, trying to be reasonable about that. I don't want the overhead of signing leases if I don't have to. What we've typically done and we will continue to do even more so is partner with other great brands. It is like a multi-brand approach.John:With our lighting friends, with hardware companies like Rejuvenation, Fireclay Tile, upcoming collaboration with Caesarstone, it's partnering with Cambria in the past. It's just saying, let's do this collectively. Because the kitchen is, as someone said to me, "The base purchase, if you're fortunate to have him as a house, there's a car, and then maybe there's your kitchen." We're trying to grow the company that way. We started what I think is an amazing ... I got to [inaudible] blog anymore. It's that. [inaudible] stories that launched last summer.John:That was the idea that I wanted to bring together all these great writers, great content to help promote the brand, of course, but also expand us, again, to make that cliché to becoming a lifestyle brand. On the one hand, it would be enough to have a really successful cabinet door company. I just think we have the opportunity to do so much more. That's what something else we can talk about, is this brand Boxi, which is going to launch at the beginning of March. That really is direct to consumer. That's our own product, no IKEA. That's a whole different thing for us.Stephanie:Alright. Let's move there next after my one thought. I've many ideas when talking to you now.John:Awesome.Stephanie:What about having like partnering with IKEA on their AR app or developing your own AR app, instead of having to have a showroom, being going to IKEA, pull up your phone, and then you can swipe through the designs of ours, and you can see exactly what that trim would look like, what that doorknob or whatever, so then you eliminate showroom.John:It is interesting. Look, the thing with IKEA, they have partnered with people in the past. Obviously, places like Target have done an amazing job of that completely. As you said, Walmart too.. It always seem like the natural fit with us. If you were going to do it with anybody, it would be us. In terms of AI, yeah. IKEA has been slow and is put a huge push in the last couple years of their online presence and their economy. They have an app they launched last month. What we are doing with the new brand is working with a 3D AI company called Skip. It's going to launch in the next few months. That lets you basically not go in showrooms.John:There are ways to order this new line of cabinets, and one of them is to make an appointment and someone comes to your house and 3D scans your room. Then you design remotely. With 80 hours of AI and machine learning and everything else, it's compressing that and then presenting you with design options.Stephanie:That's cool.John:That's where we're headed. All has changed dramatically in the last year. COVID or not, it was headed towards that. The new iPhones have the camera technology where you can almost do that. Maybe in 12 to 15 months, you don't even need a guy to come to your house. You can do it with your iPhone. They're already pretty close.Stephanie:Yeah, I think it's fair. I have a little tape measure app on my phone and it says, okay, scan the whole room. You do that and then you can measure everything. The placeholders all around the room for you and [inaudible].John:Yeah, it's fascinating. Even brands like Primer that launched last year, which do the work with other brand partners, and you want to click on like the Hygge and West Wallpaper, you can hold it up to your wall. They'll show you different swatches and things like that. It's interesting. For us, yeah, that is part of what we think is a differentiator. IKEA is always going to have massive brick and mortar. Even though they move in some cities towards smaller footprints, it's still footprints that are 20,000 to 150,000, as opposed to 300,000. There's another cabinet line that's launching.John:It just launched, it's got a 30,000 square foot showroom on the East Coast and 100 kitchens. You go in and wear the AR or the VR goggles. That's completely different because you're looking at some space that has nothing to do with yours. It's kind of what you're saying. The point is, things are changing so fast. With Boxi, it is saying, can you make this as DTC as possible? The caveat being, it could cost $10,000 to $15,000, to $20,000. It's not like ...Stephanie:Okay. Tell me what is Boxi then since we [crosstalk].John:Boxi is the first American direct to consumer cabinet brand. It's a cabinet system for the entire home. It's basically taking the last 10, 11 years of everything we've learned from IKEA and saying, let's try and offer something. I don't know, if it's ... I don't want to say better than IKEA. Because again, I've huge respect for them. It's a more complete package. Certainly, the quality is there. The accessibility is there. One of many things that we're going to improve on is the fact that Semihandmade customers have to go to IKEA first.John:It's a two-part process where you've got to go to IKEA. You've got to order the cabinets and hardware. Then you've got to order the doors from us. Thank God that they do, but especially in the last year, IKEA, like a lot of people, has suffered horribly with supply chain issues. We have customers now, unfortunately, it's January, they're hearing, cabinet boxes might not be available for three, four, or five months because ...Stephanie:I ordered a couch from Pottery Barn and four months out. [crosstalk] order, I just didn't look, I guess.John:As a business, on a personal level, that annoys me because I want ... That's a whole thing. We have such ridiculous expectations because they're easily met or they have been up until now. Not to blame Amazon because that's too easy. I'm a hypocrite about Amazon too. With Boxi, we're saying, no big box stores. Somebody can come to you, things ship, leave the factory in a week. Part of what we're doing, you're from Palo Alto, I don't know if you're born there, but it's almost like an In-N-Out Burger West Coast approach. Meaning we're going to do a limited number of items, and we're going to do it great. If you want ...John:What they do is they're great. What's interesting about that is they ... I think just little background on burgers. I think the founder was best friends with Carl Karcher who started Carl's Jr., another big West Coast place. In the '50s, they open hamburger stands right next to each other. The In-N-Out guy's thing was always, I'm not worried about competition. You're welcome to open across the street from me, next door, or whatever, because I'm just going to bury you. I'll just be that much better. Not like in an obnoxious, overly competitive way. Just like, this is going to raise our game. With us, with Boxi, yeah, limited selection, fast turnaround ships in a week, never need to go to a big box store. It's built in the US at a really competitive price point. That's the idea.Stephanie:I love that it's built in the US. I think that a lot of companies right now are bringing things back into the US and some are struggling seeing how expensive things can be and what was happening overseas and maybe how it's just different here. What did you guys learn from IKEA that you're taking with you? Then what are you discarding where you're like, we're going to do this different though?John:Again, in some ways, I learned everything from IKEA. Look, I learned a couple things. One of them is you can't compete with them in terms of pricing. That's the most basic thing. I always say like, with Amazon, the same thing, you can't ... I mean, then the turnaround lead time. Up until recently, with COVID, you could buy a kitchen today and bring it home today. Nobody else could do that at a crazy price. Best of all, really high quality. IKEA, to their credit, pretty much every year, as long as I can remember, the last 10 years, is right at the top of like J.D. Power customer satisfaction in terms of quality, customer service, things like that.John:You could complain about certain products from IKEA and their quality, but their kitchens, I think, are inarguable. As much as I'm not affiliated with them directly, I always get defensive when people would slag them. Because it's also understanding that the product that they offer, and this blows some Americans minds, but it's a particleboard core with a melamine skin, a three-quarter melamine box. That standard in the entire world for kitchen cabinets. The most expensive cabinet brands in the world are constructed the same way.John:In the US, that's less the case because 70% of the market wants a frame around their cabinet. It's literally a face frame cabinet. The European style that IKEA is called frameless 32 millimeter. Again, I've learned everything. We're deeply indebted to them.Stephanie:Well, is there anything that you're changing though now that you are exploring DTC that's [crosstalk]?John:Yeah. We'll always have the ability. With Semihandmade, one of the differentiators were ... You'll always have this when you're smaller, we're microscopic compared to them. It's just being able to be nimble, to be able to get more custom, to be able to offer certain versatility that they could never do. Limited run doors, ability to do appliance panels for really anything. The Semihandmade, we could always do that. We can do upgrades with matching ... We used to do open cabinets that match your doors and things like that. We do less of that now.John:With Boxi, what will be interesting is because the hope is anybody to scale and to have short lead times, quick turnaround, we're not going to offer as much customization. We've learned like what ... In terms of people's taste. We have eight doors, which are basically the biggest sellers for Semihandmade. It's basic white, gray, black, and some wood tones. It's not saying like we have at Semihandmade of 45 choices. That's fun to me. Because if anything, you can have too many options and that is paralyzing.Stephanie:Yup. Just going to say that I appreciate when things are curated or you showed me something cute and I'm just like, "I'll have that." Whatever that is, the white, the gold, and the brown, perfect. That's what I want. Not choose every single piece of it. Which I think is for a lot of ecommerce, that's what I've heard throughout many interviews, is don't give so many choices, show people what you think or know that they're going to want based off of preferences or how they're interacting with your site or whatever it may be.John:That's part of if there'd been multiple challenges with getting Boxi off the ground understandably. I think the biggest one is like you said, with even a call today, there was seven of us on the screen and I said, "If the seven of us were the typical technology guys or girls that knew nothing about socks, but we're launching a socks brand, we wouldn't bring all this baggage to it about what we thought we knew." With Semihandmade, we have all this great knowledge, but some of it can get in the way with the new brand.John:Because the new brand, for it to really work, you can't do all the customization. There are certain things that Semihandmade where we'll make exceptions and we'll do things. Of course, you always want to service the customer, first and foremost. It's just recognizing that if the goal is for this really to take off and grow, which I think it will, we have to be a little stricter, a little more brand fidelity, like say, this is who we are, this is how we get to where we want to go, and then stick to that.Stephanie:Yeah, that seems tricky. Having two different hats where you and your team are like, we know what works, this is what works, we build a company that does this. Then having a slow creep where you turn the other brand into the same thing. Like you said, you have to really be strict about creating a whole new company with a new vision and making sure everyone's on board and not just let the old company creep in and [crosstalk].John:I think in some ways too, whether in a good way or a bad way, the fact that we've been fortunate to have growth and success for Semihandmade, it's either made it easier or harder to get the new venture off. Because it buys you certain time. If we were a startup, we raised funding. We've got 18 months to runway all these different things that will be different. Probably, things have taken longer. On the other hand, we wouldn't have been able to do it. When this launches, what we leverage is, yeah, it's 10 years of Semihandmade. It's 25,000 projects. It's incredible.John:We have 2,000 semipro designers around the country that are champing at the bit to offer this. It's relationships we've got with Rejuvination and Kaff appliances and Caesarstone that are going to be partners. I continue to remind people and even myself like if we were a startup, we'd never have this stuff. We wouldn't have five, six amazing influencer projects that you're going to roll out in the next six weeks with the new launch. You'd be launching and then keeping your fingers crossed.Stephanie:Yeah, yeah. Okay, cool. Alright, so let's move over to the lightning round. The lightning round is brought to you by Salesforce Commerce Cloud. This is where I'm going to ask you a question and you have one minute or less, prepare, get your water, [inaudible], shake it out, do what you got to do. Alright, are you ready, John?John:Yup.Stephanie:Alright. What one thing will have the biggest impact on ecommerce in the next year?John:That's great question. Do I have a minute for this?Stephanie:Yeah, a minute.John:I think it depends. I'm cynical about the fact that in some ways, yeah, a lot of companies have taken off, Instacart and things like that, but even like Wayfair. I was reading Bed Bath & Beyond today. I think the question is whether or not that'll be sustained. When life comes back to normal, which hopefully, inevitably will, certainly, people will be more inclined to shop online. There's no doubt about that. The world is changing. It's not going to go back. There are companies that have gotten a little frothier or whatever that I think that artificial is going to wear off. It's normalized.John:It's great. There's stuff I would have never done. Even with not ecomm, but with Zoom, we hired a new president, Beth and Molly, who runs marketing and stuff. I hired three of our highest people remotely. They're based in New York. I would have never done that. I would never trusted people or trusted myself. Now, it's normal.Stephanie:Yeah. I was slow with grocery delivery and curbside pickup. It forced me to do that because I was the one who always want to go to the grocery store, look around with my friends, whatever it maybe. Now, I'm like, oh, I don't really want to go there anymore. There's no point. I'll save my time and do other things.John:It is amazing. To me, it's more interesting to see how those people make money. That's the part where it's one thing to do great revenue. Obviously, profitability is a thing, unless it's not your money, unless you have a thing too. When it is your money, it's much more of a focus.Stephanie:Yeah. We just had someone from Intel on who was saying that they work with a hardware store and they're struggling because contractors were coming in and placing 40, 50 item orders for curbside pickup.John:All of it?Stephanie:Because they're like, why would I send in my contractor and paid him to be there for two to three hours when I could just have you all do it. They're struggling with trying to figure out the program because they weren't really expecting them.John:Yeah, that's interesting.Stephanie:I'm like, that's scary. What's the nicest thing anyone's ever done for you?John:Business wise or otherwise?Stephanie:Anything, whatever comes to mind.John:I guess the biggest cliché was my son's mom having my son. That's probably ...Stephanie:That's a good one. Having three kids, I appreciate that answer.John:I mean that from heart.Stephanie:Yeah, that's a good one. What's up next on your reading list?John:I constantly have five or six books I'm reading. That's interesting too, whether it's because I pursued writing for a long time. I haven't made the jump to eBooks. There are few writers that I correspond with on Twitter. Twitter is another thing that I didn't use that much before this. I've asked them like, "Well, what's the feeling on eBooks? Is it like cheating or whatever?" Of course, these guys and girls want to sell books. They're not considered cheating if you buy their eBook. The response I got from a bunch of them was, it's best in some ways for nonfiction.John:I read tons of nonfiction. I'm reading Say Nothing, which is a story about the troubles in Ireland. I'm finishing a great book on ecommerce called the Billion Dollar Brands book, something like that. That's spectacular. I've got so many. I'm reading a book on Chinatown, the making of the movie. I love a lot of different things. It is mainly. It's less fiction now. It is more nonfiction.Stephanie:Very cool. What is your favorite cabinet design? What's in your house?John:My house, it's interesting. Because in my house that I share with my son who I split custody with, we have a more contemporary kitchen. It's walnut. It's unique. We sell a fair amount of walnut and it is one of a kind. Every kitchen is different. That's a little more contemporary, even though it's wood. It's contemporary. In the house with my fiancé, where she lives, that's a more traditional. It's a shaker kitchen. It's got some really pretty hardware. I guess I'm very particular about what I like. In general, even when we she and I have arguments about furniture, I just say like, "Buy something quality and it'll fit with everything else." I know it's a copout, but that's where I'm landed. I love eclectic as long as it's nice quality.Stephanie:Yeah, cool. Alright and then the last one, if you were to have a podcast, what would it be about? Who would your first guest be?John:That's a great question. I like a lot of probably IKEA. I like a lot of different things. Even podcasts, same thing. I didn't listen to before, frankly, a year ago. I listened to one the other day. Marc Maron was really talented, funny guy who've been doing podcast for about 10 years. He had this guy, Daniel Lanois, who's a big time record producer, did U2 and all kinds of amazing people. I was amazed at the depth of Maron's knowledge of music. I don't have that. I don't know. I like diverse things. I don't know if I could do it.John:Because I like to think I'm a good listener, but I'm probably not because I'm always ready to say something. Obviously, like in your spot or whatever, to do it well, you should be listening to people. Again, I love screenwriting podcasts. I like anything. I like news, podcasts.Stephanie:Okay, so it'd be a little bit of everything. I like that. That's cool.John:I could do this kind of thing. If we're talking about remodeling, if anything, would always have an edge to it. If I were going to do a show, that's the thing. I gravitate less, maybe not towards Gordon Ramsay, but like Anthony Bourdain. There would be an edge to it. It wouldn't be ... Even when I was inside people's houses, I don't know if I was combative. I had very strong opinions about with architects and designers and homeowners and what I thought they should want. The one thing I don't like is when it's all sweet and sacristy and artificial. Totally with an edge.Stephanie:I like that. That sounds good. Alright, John, well, this has been a pleasure having you on. Where can people find out more about you and your work?John:Sure. Semihandmade, we can do semihandmade.com. Then Boxi, which launches March 1st, is at boxiliving, B-O-X-I-L-I-V-I-N-G.com.Stephanie:Okay, thanks.John:I appreciate the time. This has been great.Stephanie:Yeah. Thanks so much for coming on. It was fun.John:Thanks for having me, Stephanie.

Eurythmics "Thorn in my side" The Ting Tings "great DJ" Pixies "Here comes your man" Julian Casablancas "11th dimension" Les Rita Mitsouko "All tomorrow's parties" Peter Bjorn and John "What you talking about ?" Texas "Summer son" Freddie Mercury "Love kills" Foster The People "Pumped up kicks" (Gigamesh remix) Two Door Cinema Club "Come back home" Empire Of The Sun "Walking on a dream" Thomas Verovski "Where to know" (Scuz my French édit) Troye Sivan & Kacey Musgraves Feat. Mark Ronson "Easy" Metronomy "whitsand Bay" Gush "Who's in the fire ?" Hervé "Si bien du mal" Sebastien Tellier "Divine" Pink Floyd "Money" The Flying Lizards "Money" The Rapture "House of jealous lovers" Bonde To Role "Office boy" (CSS remix) Big Audio Dynamite "E=MC2" Flash And The Pan "Waiting for a train" Faith Evans "Mesmerized" Ike & Tina Turner "Proud Mary" Eddie Murphy "I'm a believer (reprise)" Outkast "Hey Ya !" Gloria Jones "Tainted love" Shirley Ellis "The clapping song"

Sermon for the Third Sunday in Advent 1 Corinthians 4:1-5 & St. Matthew 11:2-10 by William Klock I am not a baker and I was never particularly good at chemistry.  I know that somehow when you add water to wheat, the gluten does something and that when you feed sugar to yeast under the right circumstances it makes bubbles and the gluten traps the bubbles so you end up with fluffy bread instead of bricks, but I don’t really understand the specifics: why one kind of flour works differently than another, why some recipes use water and others use milk.  Why do some use eggs and others don’t?  I’m not a baker.  But I don’t need to be, because we have a bread machine in our house.  The recipe book that came with the bread machine could be titled “Bread for Dummies”.  It’s foolproof.  But like they say, never underestimate dummies and fools.  The first time I used the bread machine I was in a rush.  I was under the impression that you just dump in the ingredients and the machine does the work.  Well, it does.  But you have to do exactly what it says.  The recipes are very specific.  They even tell you what order to put in the ingredients.  And so I was miffed when the recipe was very specific in saying to add room temperature milk and a room temperature egg.  I didn’t think I’d have to plan thirty minutes ahead with a bread machine.  What difference could it make?  So I poured in cold milk and plopped in a cold egg.  And the bread barely rose, because the dough was cold and the yeast didn’t activate until the very end of the kneading and rising cycle.  Instead of bread, the machine made a brick. It’s funny, too, how obstinate we can sometimes be when we make mistakes like this.  I asked Veronica what went wrong.  “I did just what the book said,” I said.  I was very insistent.  But as she pressed me for details, I admitted that the milk and egg were cold.  “That’s it,” she told me.  But I doubled-down.  I mean, shouldn’t the flour—the biggest ingredient—have brought the temperature up?  I was in denial.  My pride was hurt.  It makes you feel pretty dumb when you can’t even make bread with a bread machine.  But it also highlights why following the instructions is important. This is where our lessons today point us.  If the over-arching theme of advent is to be prepared, we’re reminded today, we’re exhorted today to be faithful in doing what the Lord has called us to do.  God’s people have always had a very specific calling, whether we’re talking about his people in the Old Testament or his people in the New.  Jesus has established his church to carry on what has always been Israel’s mission, ever since Abraham, but now to carry it out in light of Jesus the Messiah.  Now, there’s a lot of room for creativity in how we fulfil our mission, but Jesus also gave us very, very clear instructions and if we throw out the core of our mission in the name of creativity or flexibility or pragmatism, we’re going to fail. Last week I read Rod Dreher’s new book, Live not by Lies, and it had me thinking about this.  The last few years, Dreher has been writing about what the Church, particularly in North America, needs to be doing as we enter a new dark age.  I think that to anyone with eyes to see, he’s right that the North American Church is woefully unprepared to live as a minority community, let alone to live in an environment that is becoming increasingly hostile to us.  For the last couple of generations we’ve been failing to instil lasting faith in our children and have lost them to the culture.  In the last decade, our people, our leaders, and our churches have been falling like dominos to Postmodern apostasy.  And there’s a reason for this.  We’ve left the recipe aside and we’re trying to bake bread with too many shortcuts and with the wrong ingredients.  We’ve sidelined what Jesus told us to do and have put other things at the centre of what we are.  We’ve changed and watered down the message.  We’ve muddled the truth to the point that many Christians can no longer distinguish between God’s truth and the world’s lies.  And, all too often, we’ve stopped trusting in the Holy Spirit to do the work of converting hearts and minds and have been trying to do it ourselves. Our lessons today focus our attention on the faithfulness of God’s ministers.  The Epistle focuses on St. Paul and the Gospel on John the Baptist.  The choice of lessons is linked to the Ember Days that fall later this week.  The Embers Days come around four times a year and, at least historically, were the traditional times for ordinations.  With that in mind, our advent lessons today call the clergy to faithfulness to our mission and remind the Church of the importance of faithful ministers.  But even though today’s focus is on what we might call “professionals”, there’s a broader principle that applies to all of us, to all Christians, as ministers of the Gospel. Let’s begin with our Epistle, 1 Corinthians 11:1-5.  And we’ll want a little background to understand it.  The Church at Corinth had a lot of problems and a big part of it was that many were having trouble setting aside their old, pagan ways.  They had compromised much.  There were some serious sins in the church that needed to be dealt with, but weren’t.  People were justifying them by appealing to Christian liberty.  There were also divisions within the congregation.  Paul had founded this church, but the people didn’t want to listen to him anymore.  They’d become enamoured of other preachers.  There’s nothing to indicate these other preachers were preaching anything apart from the gospel.  The problem in Corinth wasn’t their fault.  The problem was that Paul was about the last flashy person you could imagine and when other preachers came along who were more attractive and who were better speakers than Paul—that was something the Greeks valued very highly—they kicked Paul to the curb.  Not only would they not listen to him, he wasn’t even welcome anymore.  They judged him a loser.  That’s what’s behind our Epistle today.  Let’s read: This is how one should regard us, as servants of Christ and stewards of the mysteries of God.  Moreover, it is required of stewards that they be found faithful.  But with me it is a very small thing that I should be judged by you or by any human court.  In fact, I do not even judge myself.  For I am not aware of anything against myself, but I am not thereby acquitted. It is the Lord who judges me.  Therefore do not pronounce judgment before the time, before the Lord comes, who will bring to light the things now hidden in darkness and will disclose the purposes of the heart.  Then each one will receive his commendation from God.   I’ve always wondered how hard it was for Paul to write this, especially the bit about “This is how you need to regard me: I’m a servant of Christ and a steward of God’s mysteries.”  Good clergymen tend to err on the side of humility, even to a fault.  The only guys I’ve ever known to say things like this have been egotists who never should have been in ministry in the first place.  Paul had one advantage that only the apostles had and that was that they had known Jesus in the flesh and had been commissioned by him personally.  I can’t say that and neither can anyone else alive today.  That said, there is a place for God’s stewards to assert their calling in the face of unjust judgement.  Most of us, when faced with unjust criticism nod humbly, say nothing, and take it to God, but Paul reminds us that there is a time to speak up against these kinds of judgements.  I think that goes for every Christian, too.  We’re all minister of the gospel.  Increasingly the world hurls unjust criticisms at us.  I was reading an article on The Record’s Facebook page last week.  It was about some churches on the Mainland defying the shutdown order.  The comments were painful.  It was interesting that none of the dozens of nasty comments was really aimed at the defiance of the orders these churches were making.  The nasty comments were all more generally about how Christians are haters or bigots or racists or knuckle-dragging mouth-breathers and that the clergy are just in it for the money.  I’m sure plenty of Christians saw these comments, but there were no responses.  Yes, to respond is probably pointless.  People who have bought into Postmodern thinking don’t care about reasoning or facts; it’s all about their feelings and you can’t argue with feelings.  And yet, here we are, ministers of the gospel and stewards of the mysteries of God and increasingly we’re just letting the false judgements and accusations of pagans back us out of the public square.  We go silently and sit facing the corner like disciplined children—and I think a lot of the time we actually feel guilty when we hear these accusations, even though we know better. Brothers and Sisters, Paul stresses that ministers are to be found faithful.  That goes for apostles and for pastors and for all of us.  Yes, we need to weigh criticism.  We need to ask if there’s anything to it.  Sometimes there may be.  Maybe we’re not being faithful to Jesus’ instructions and we need to hear it.  But Jesus’ instructions aren’t hard to understand or discern.  As a minister, I’m called to preach the word, especially the gospel about Jesus, and to administer the sacraments.  It’s not quite that simple, but that is the core.  And for all of us, we’re called to proclaim the gospel about Jesus to the world around us and to live in a way that accords with being the people of God.  We proclaim Jesus and we live the life of the Spirit. We do need to reflect on our lives in light of that and ask if we’re being faithful.  This is one of the reasons we need to steep ourselves in God’s word.  If we don’t know what God expects, how will be faithful?  Think again of the bread recipe.  Are we following it?  Often time we’re not.  It’s not that we’re not well-intentioned.  We want to see things happen, but sometime we get impatient.  We take shortcuts.  Or we think we can make better bread by changing the recipe.  People out there don’t like to hear about sin, so we’ll tone that part of our preaching down.  People out there don’t like commitment, so we’ll make church commitment-free.  People out there don’t like liturgy and sermons, so we’ll have a rock concert and preach pop-psychology instead.  People don’t feel like getting up on Sunday mornings and driving to church, so we’ll broadcast it to their TVs and computers instead.  People want activities and they want to hear about themselves and how good they can be, so we’ll build our churches around programmes and self-help preaching.  These things can bring short-term gains, but in the long-term they’ve been a disaster.  We wonder why people won’t commit, why they’re still worldly, why we’re losing our children, and why we’re seen as increasingly irrelevant.  It’s like we’ve tried to bake bread by replacing the flour with glitter.  The end product might look exciting, but in the end it’s not only unable to nourish, it’s slowly poisoning us.  In contrast, the real work of the gospel is rarely flashy.  Sometimes it brings persecution and even martyrdom.  It means relying on God, not ourselves.  And it means being in it for the long-haul.  Consider Israel.  God called Abraham and it was two thousand years before Israel’s story culminated with Jesus.  And the in-between was as full of hardship, slavery, judgement, and exile as it was prosperity and growth.  And that was God working with a single, small people.  Brothers and Sisters, our mission is the world. So be faithful to the gospel, build churches around word and sacrament, pray and fellowship together, raise covenant children who know Jesus.  And as we do that, remember that the judgement that matters is not the judgement of other people or the world, but of God.  That doesn’t mean we shouldn’t have an ear to the ground.  That doesn’t mean we shouldn’t listen to the world’s judgements.  Sometimes we need to know how the world sees us—even if it’s false—so that we can better know what we’re up against.  So that we can better respond with the gospel.  And, sometimes, the world’s rebukes may have some truth to them.  Jesus promised that his people would be persecuted for his sake, but we need to make sure that we’re actually being persecuted for his sake and for our faithfulness to his word.  I know plenty of Christians who claim they’re being persecuted, but when you get down to it, it’s just that people don’t like them because they’re jerks, not because they’re preaching Jesus.  People will still hate us for preaching Jesus, but Friends, we do need to be sure that as we preach Jesus and as we stand firmly on the Scriptures that the world rejects, we are squeaky clean.  There’s a balance.  We need to live the gospel as much as we preach the gospel.  We’re to announce God’s judgement on sin, yes, but we’re also to announce God’s mercy to repentant sinners. This was John the Baptist’s struggle.  Let’s turn over to today’s Gospel.  John has gone from announcing the coming kingdom and baptising people in the Jordan to being locked up in prison.  He got there by way of criticizing Herod.  It wasn’t just some off-the-wall criticism.  Tied up with his announcement of the kingdom was John’s denouncement of Herod for marrying his former sister-in-law.  Herod couldn’t help but draw a connection between John’s fiery preaching and himself.  If John was saying that the King was soon to come, it meant John was saying that Herod wasn’t really the king.  So poor John is now in Herod’s dungeon and he’s frustrated and confused.  He’d been faithful in his divine calling to herald the coming Messiah—his cousin, Jesus—and he’s landed in prison.  No big surprise there.  He wasn’t the first prophet to offend a king and end up in prison.  But Jesus—the Messiah—was on the outside, preaching, teaching, healing, forgiving, having dinner with tax collectors and sinners, and leaving John to rot.  Something was wrong with Jesus’ priorities, or so John was beginning to think.  We’ll pick up from there: Now when John heard in prison about the deeds of the Christ, he sent word by his disciples and said to him, “Are you the one who is to come, or shall we look for another?”  (St. Matthew 11:2-10) I don’t think John was really doubting whether Jesus was the Messiah.  I think this was his way of saying, “Um…Jesus.  Shouldn’t the Messiah be getting his faithful herald out prison?”  Of course, that also meant all the other things to go along with it.  A simple jailbreak wouldn’t do.  The jailbreak would have to be part of a wholesale overthrow of Herod and the Romans—which, of course, is what most people expected the Messiah to do.  Here’s what Jesus says to John’s men in return:  “Go and tell John what you hear and see: the blind receive their sight and the lame walk, lepers are cleansed and the deaf hear, and the dead are raised up, and the poor have good news preached to them.  And blessed is the one who is not offended by me.”  (Matthew 11:5-6) You see, John expected the Messiah to be like Elijah, confronting the prophets of Baal and calling down fire from heaven.  John wanted to see fire and brimstone.  There’s a place for that.  In a sense John wasn’t wrong.  Jesus is the Judge and, you can be sure, he will judge the world and everyone in it.  I suspect that being a fire-and-brimstone sort of prophet—and that is what John was called to be so there’s nothing wrong with that—I suspect that being that kind of guy means that you get fixated on judgement.  When your tool is a hammer, everything looks like a nail.  Anyway, Jesus’ sort of responds by saying something like, “You expected Elijah…and you’ve got Elijah…but before I come in judgement, there are a lot of people…people like the widow of Zeraphath…people who need to know God’s mercy.”  As Jesus says in John’s Gospel: I came not to condemn, but to redeem.  Sinners already stand condemned.  Judgement is coming.  Announcing that judgement was John’s mission.  But before the judgement comes, what the Israel needed most was to know God’s mercy, to know his salvation.  This is why Jesus’ road to the throne had to be by way of the cross. So Jesus corrects John.  He sets him straight about the Messiah.  But he then turns to the crowd and praises John: As they went away, Jesus began to speak to the crowds concerning John: “What did you go out into the wilderness to see? A reed shaken by the wind?  What then did you go out to see? A man dressed in soft clothing?  Behold, those who wear soft clothing are in kings’ houses.  What then did you go out to see?  A prophet?  Yes, I tell you, and more than a prophet.  This is he of whom it is written, “‘Behold, I send my messenger before your face,          who will prepare your way before you.’ (Matthew 11:7-10) Even though Jesus’ mission was one of humility and of mercy, Jesus praises the faithfulness of John to his ministry as the fiery herald of judgement.  Again, John was expecting the Messiah to come like Elijah, bringing confrontation and fire from heaven, but what Jesus says—albeit a little obliquely for reasons that get beyond our lesson today—what Jesus says here is that John is the prophet like Elijah.  John is the fire-and-brimstone preacher.  John is the herald announcing judgement and calling the people to repentance.  Jesus quotes from Malachi 3 and confirms two things: John is truly the one sent to herald the Messiah and, two, that means that Jesus truly is the Messiah—the one whom Malachi said would come both to refine Israel and to make her offerings pleasing to the Lord and to judge the unrepentant. Now, in the short-term this was bad news for John.  It was bad news for Jesus, too.  Both the Messiah and his herald would be put to death.  But death was not the end.  As it turns out, it was by the death of Jesus that deliverance was bought and in his resurrection, he was vindicated and the unjust verdict on him overturned.  In his resurrection and his ascension, Jesus was confirmed as the Messiah, as Lord.  In that we see the faithfulness of God to his promises and knowing God’s faithfulness, we have hope.  As St. Paul wrote to the Romans: If we have been united with him in a death like his, we shall surely be united with him in a resurrection like his” (Romans 6:5).  This is one of those parts of the gospel that we often prefer to ignore or to leave out of our preaching, because it offends.  We’ve sort of got the opposite problem John had.  John was fixated on judgement and on fire from heaven.  Like so many Jews, he wanted to see God vanquish Israel’s enemies and he nearly forgot about God’s mercy.  Our problem is the opposite.  We’ve become so afraid of preaching about sin and about judgement, that we can’t even preach mercy and grace anymore—because mercy isn’t mercy and grace isn’t grace if we’re not guilty of anything.  And if we gut our preaching of mercy and grace, we can talk all day about the love of God, but there will be no depth to it.  We will make the cross of Jesus pointless.  Why?  Because we can only begin to plumb the great depths of God’s love when we see that he gave his Son to die for our sake—for the sake of sinners who would otherwise stand condemned to destruction. That brings us back to the recipe for bread.  Brothers and Sisters, bread is often kind of boring.  But made properly, it nourishes.  It keeps us alive.  There’s a reason why Jesus used it as a metaphor for himself: I am the bread of life.  There’s a reason why it’s a symbol over and over in story of God’s people for his faithful care and sustenance.  And it points to the way God works and the way his gospel and his word work in the world.  It’s rarely flashy.  And you have to patient, because it takes time to rise.  But like the Messiah, who humble himself to take on lowly human flesh, who humbled himself to be born of a lowly virgin, and who humbly went to death on a cross, the simple bread of the gospel, the good news that Jesus died, that he rose, and that he is Lord, brings life to the world.  To preach it faithfully means to preach it whole and to preach it pure.  Friends, be faithful stewards.  Stick to the recipe.  Preach the Lord Jesus, crucified and risen to give forgiveness and life to sinners.  Build churches centred on the faithful preaching of God’s word and the administration of the sacraments, where, knowing God’s faithfulness, God’s people sing and pray together, where they raise covenant, gospel children, where we live as people who know the hope of God’s life in the age to come. Let’s pray: O Lord Jesus Christ, who at your first coming sent your messenger to prepare your way before you: grant that the ministers and stewards of your mysteries may likewise so prepare and make ready your way by turning the hearts of the disobedient to the wisdom of the just, that at your second coming to judge the world we may be found an acceptable people in your sight; who lives and reigns with the Father in the unity of the Holy Spirit, one God, now and for ever.  Amen.

John’s disciples told him about all these things. Calling two of them, he sent them to the Lord to ask, “Are you the one who is to come, or should we expect someone else?” When the men came to Jesus, they said, “John the Baptist sent us to you to ask, ‘Are you the one who is to come, or should we expect someone else?’ ” At that very time Jesus cured many who had diseases, sicknesses and evil spirits, and gave sight to many who were blind. So he replied to the messengers, “Go back and report to John what you have seen and heard: The blind receive sight, the lame walk, those who have leprosy are cleansed, the deaf hear, the dead are raised, and the good news is proclaimed to the poor. Blessed is anyone who does not stumble on account of me.” After John’s messengers left, Jesus began to speak to the crowd about John: “What did you go out into the wilderness to see? A reed swayed by the wind? If not, what did you go out to see? A man dressed in fine clothes? No, those who wear expensive clothes and indulge in luxury are in palaces. But what did you go out to see? A prophet? Yes, I tell you, and more than a prophet. This is the one about whom it is written: “ ‘I will send my messenger ahead of you, who will prepare your way before you.’ I tell you, among those born of women there is no one greater than John; yet the one who is least in the kingdom of God is greater than he.” (All the people, even the tax collectors, when they heard Jesus’ words, acknowledged that God’s way was right, because they had been baptized by John. But the Pharisees and the experts in the law rejected God’s purpose for themselves, because they had not been baptized by John.) Jesus went on to say, “To what, then, can I compare the people of this generation? What are they like? They are like children sitting in the marketplace and calling out to each other: “ ‘We played the pipe for you, and you did not dance; we sang a dirge, and you did not cry.’ For John the Baptist came neither eating bread nor drinking wine, and you say, ‘He has a demon.’ The Son of Man came eating and drinking, and you say, ‘Here is a glutton and a drunkard, a friend of tax collectors and sinners.’ But wisdom is proved right by all her children.” Luke 7:18-35 https://my.bible.com/bible/111/LUK.7.18-35

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Swami Lakshmanjoo explains how one should act in this world so that impressions do not remain in one's mind - Kashmir Shaivism This is an excerpt from Chapter Chapter 3, Bhagavad Gita, In the Light of Kashmir Shaivism, by Swami Lakshmanjoo). Also, check out our free weekly sangha studying Abhinavagupta's Bhagavad Gita.     Now, who is the best one? The best yogi is that person . . . DVD 3.1 (18:09) यस्त्विन्द्रियाणि मनसा नियम्यारभतेऽर्जुन  । कर्मेन्द्रियैः कर्मयोगमसक्तः स विशिष्यते  ॥७॥ yastvindriyāṇi manasā niyamyārabhate’rjuna / karmendriyaiḥ karmayogamasaktaḥ sa viśiṣyate //7// The one who is always walking, talking, and fully aware of God consciousness while walking, while talking, while doing gup-shup (idle conversation), and seeing, shaking hands, karmendriyaiḥ karma yogam asaktaḥ, without being attached to all of these. He sees. . . he [walks] on the pathway for a change, but he does not know where he went and wherefrom he returned. Because, it is just like rathyaṁ grāmaṇe tṛṇaparṇādivat. When you walk on the roadside, you will see [objects] on the roadside here and there. When you go in motorcar, in motorcar ride, you see leaves and everything on the right side and on the left side of your car, but those impressions of leaves do not remain in your mind; it is just nirvikalpa.63 Like that you should act in this world. DVD 3.1 (19:54) नियतं कुरु कर्म त्वं कर्म ज्यायो ह्यकर्मणः  । शरीरयात्रापि च ते न प्रसिद्ध्येदकर्मणः  ॥८॥ niyataṁ kuru karma tvaṁ karma jyāyo hyakaramaṇaḥ / śarīrayātrāpi ca te na prasiddhyedakarmaṇaḥ //8// [Lord Kṛṣṇa]: So you should do action, always do action with God consciousness. Karma jyāyo hyakarmaṇaḥ. Karma is, action is very superior, most superior, more superior than discarding actions. Śarīrayātrāpi ca te. Śarīrayātrā means this bodily existence also is dependent to karma. Without karma, bodily existence . . . the body won’t exist, the body won’t live, it will be shattered to pieces. DVD 3.1 (20:55) यज्ञार्थात्कर्मणोऽन्यत्र लोकोऽयं कर्मबन्धनः  । तदर्थं कर्म कौन्तेय मुक्तसङ्गः समाचर  ॥९॥ yajñārthātkarmaṇo’nyatra loko’yaṁ karmabandhanaḥ / tadarthaṁ karma kaunteya muktasaṅgaḥ samācara //9// O Arjuna, you should do actions, yajñārthāt, you should do actions, leave actions in God consciousness, bas! Don’t crave for its fruit, [then] all your actions will bear no fruit. And when they bear no fruit, what is remaining in the background of fruit? The knowledge of Parabhairava. The supreme Bhairava state will shine automatically. JOHN: What does it mean [when] he says it won’t bear fruit, these actions will bear no fruit? I mean, it bears some fruit . . . what does it mean? SWAMIJI: No, these actions will bear fruit [only] when you ask for them, when you ask for fruits. When you do actions and remain in God consciousness, always be introverted and do all actions, then there will be no fruit from that. And that fruit will be, automatically, the knowledge of Parabhairava. JOHN: So what is it when some fruit comes? I mean in other words, you do something and some result comes from that. That is not the same kind of fruit? SWAMIJI: No, that fruit should not come, that is the wrong way of action. JOHN: No, I agree with that, but . . . SWAMIJI: Wrong way of action is to pray for this karma (action), e.g., “this karma (action) should be successful. Any karma, any action which I do, it must be successful, it must remain successful, it must not remain undone, it must have some fruit. It is worthwhile to have some fruit from my actions.” This you should not have! As long as you have this idea, this desire that, “I want some good action from this fruit [i.e., some good fruit from this action],” you are away from God consciousness. You go on doing your work, you go on serving Viresh whole-heartedly [and feel], “it is my duty to serve Viresh. Viresh is my own self [so] I must serve him, I must see that he is alright.

Who wrote the Gospel of John---What is the stated purpose of this Gospel---How does the Gospel of John relate to the other Gospels---Who is Jesus Christ-

This is Rose's last Leftovers podcast before she gets married! Join John, Riley, Rose, and Hoody as we learn all about everything Rose needs to get done before her actual ceremony and why her wedding dress is her carry-on! Will Hoody and Erick actually buy matching shoes with John? What inside joke do we have with Dr. Oz? All that and more in Your Morning Show Leftovers for today!Make sure to also keep up to date with ALL of our podcasts we do below that have new episodes every week:The Thought ShowerReally RileyRose & BowsCrisis on Infinite Podcasts

Imagine being selected to climb with God to the top of a mountain. Upon arrival you witness unbelievable miracles. And then...you keep it to yourself. What Was Jesus trying to teach Peter, James and John? What is he still trying to teach us today? We welcome you to be Amazed and Perplexed with us as we join "God on the Mountaintop"Website: http://amazedandperplexed.comContact: amazedandperplexed@gmail.comMusic by: Heavensensehttps://soundcloud.com/hvnsense

Recorded August 18, 2020. Dorothy and her brother John talk about growing up in Mobile, Alabama; Biloxi, Mississippi; Waycross, Georgia; LaGrange, Georgia; Nashville, Tennessee; and, Murfreesboro, Tennessee. They talked about the places and people met along the way and how the many moves affected their education. and personality. John: What do you remember about our...

John: Hi, this is Doctor John Dacey with my weekly podcast, New Solutions to the Anxiety Epidemic. Today, I have a friend of mine, James, who’s going to be talking to us about his own situation and his own familiarity with anxiety. James, how are you? James: I’m doing alright, how are you? John: Good, thank you. I wonder if you could tell us a little something about yourself before we get started. James: Well, I am currently a junior in high school. I’m 17. John: How are you finding taking courses online? James: Online? It’s presented its own set of challenges. I wouldn’t say it’s better or worse than regular school but, I think there’s less work but it’s a different kind of material. It feels a little bit less meaningful. John: Yeah, I can understand that. People say that there’s such a thing as Zoom exhaustion. After you’ve spent a certain amount of time on Zoom that it’s much more tiring than sitting there and talking to somebody. James: Yeah, I don’t do too many Zoom calls because of the way the school has set it up for us but I get that. John: Today, what I would like to do is go over 7 of the 8 types of anxiety that there are and have you tell me, do you think that you have a condition in that area, the anxiety syndrome, and we’ll talk a little bit about if you’ve discovered anything that’s helped with you. Is that ok? James: Sounds good. John: I’m going to skip the first one which is called simple phobias because everybody has them, agoraphobia, afraid of falling from heights, things like that. We’ll start with probably the most common one which is social anxiety. Social anxiety is things like fear of speaking in public, feeling of not wanting to go to parties, that sort of thing. Do you think you’re bothered by any of that? James: Not generally. Sometimes I’ll have a little bit in large groups but generally speaking, that’s not something that I tend to experience. John: I remember some years ago watching you sing by yourself in front of probably 300 people in the audience and you seemed to be very calm about the whole thing and very confident. Is that typically the case? James: Yeah that tends to be the case. John: And you’ve been in some theater things where if you were going to have social anxiety, that’s where you’d have it. James: Yeah, I’ve been doing theater from a very young age so it’s something that I’ve got pretty used to. John: That’s great. Separation anxiety usually bothers younger people but sometimes older people. Separation anxiety is when you feel like if you’re not around a person who is very powerful, that knows how to take care of you, that you’re in trouble. Did you have any trouble starting school, for example leaving your mother? James: No, I don’t think I did. John: I don’t think you did either. The next one is called generalized anxiety. Just a general nervous feeling at least half of the time. James: Yeah, that’s the one that I definitely have. John: That usually comes about from a bunch of experiences that didn’t go so well for you, or  that you feel like they didn’t go so well for you, and you become sort of nervous, on the lookout and what we call “hypervigilant.” Do you know what I mean when I say hypervigilant? James: Yeah, exactly. John: What about that does that seem like something that you’ve been dealing with? James: Yeah I think it’s something that I definitely have. It’s something I was diagnosed with and it’s something I’m on medication for. John: Oh ok. When you talk to your therapist who’s the one who did the diagnosis I suppose, what suggestions do they make about why you have this? Do you have any guess as to why you’re generally anxious? James: There’s a history of anxiety in my family. John: So, you think it might be genetic? James: I think genetics certainly has a large role in it. John: We say that everything is biopsychosocial in my field so the biological part would be genetics. Can you think of anything that psychologically might have oriented you toward that? From your experiences, for example. James: Yeah, I think some of it’s genetic and some of it’s from my experiences. Some of it from when I was younger, but it’s a combination of things that have added up to this. John: What is your position in the family? James: I’m the youngest. John: Do you think that might have anything to do with it? James: Being the youngest? I think there’s a certain level of insecurity about being young and having to prove yourself so I’m sure that played a role. John: Yeah, that’s absolutely true. Your siblings are pretty smart if I remember. They are smart people. James: They are. They’re quite intelligent. John: But as I think you know, I think you’re very smart and I’m inviting you to be in a group of mine called “Spirituality and Science.” It’s almost all adults, older adults for that matter but you’re probably the youngest person in the group but you seem to do very well supporting yourself. James: Well thank you. John: Do you feel nervous when you’re in that group? James: No, it’s a very relaxed environment. John. Oh, that’s great. Now that’s the first four and they tend to be less serious so let’s look at the next ones. Agoraphobia is fear of being away from home because of lack of control. Are you bothered by that at all? Do you feel nervous when you’re about to go on a trip or something like that? James: No. John: Ok so being out of the house or being away from the home is not a problem. James: No. John: The next one is called panic attacks. Those are feelings of fearfulness that seem to come from nowhere. They don’t seem to be related to anything. All of a sudden you start to feel really nervous. How about that one? James: Yeah that’s one that I experience. John: I’m going to guess that you probably think that’s genetic also. James: I don’t know if it’s genetic. It’s not something that I experienced when I was younger. It really didn’t come up until fairly recently, actually. John: How recently, James? James: About a year or two ago is when it first started and then it’s ramped up in the past year or so. John: When you say started, what was the first one like? James: The first one I think was actually in my chemistry class and it was just like I was doing my work. The whole room was silent and I was just doing my work and then all of a sudden, something changed and I’m not 100% sure what it was but something shifted and it was like I couldn’t breathe, my chest was compressing, shaking. It was a terrifying experience. John: That’s exactly how everybody describes it. We can be very sure you had a panic attack because that’s exactly what it sounds like. And it seems to come out of nowhere am I right? James: Yeah. John: Has anybody ever told you that it seems to be, but it actually isn’t? When I talked to my clients about panic attacks, I make an analogy to a bunch of cowboys out with a heard of cattle and if the heard of cattle starts to get nervous and one or two of them start to stand up, the cowboys have to start whistling and singing to calm them back down. Because if they all get up and going, then the next thing you know, you got a stampede on your hands and there’s nothing you can do except follow along. That’s sort of an analogy to what a panic attack is described as. I’ve had a couple myself, only about two, and it’s the weirdest thing, it seems to come out of nowhere but it really doesn’t. And what we tell people is, “you’ve got to try and be aware of your subconscious.” And that’s a really hard thing to do especially when the subconscious is saying, “something scary is about to happen” because you try to deny it. Nobody wants to be scared out of their minds. It’s a very unpleasant feeling and that’s what a panic attack is like. Instead of saying, “I think I’m beginning to feel the beginnings of a panic attack” you try and avoid it and it makes it worse. Does that sound right? James: Yeah. John: have you had any success with stopping them? James: Yeah I think I have. John: As I might say, “cutting them off at the pass.” Do you know what I mean? James: Yeah. It’s something that’s really hard to do. John: It is really hard to do. The biggest thing that’s hard about it is that you don’t want to be thinking about this. Am I right? James: Exactly. It’s something that I’ve had a lot of, so I’ve had to get pretty good at preventing them, cutting them off before they get to that point and recovering after them which is also something that’s I’ve struggled with because they’re pretty debilitating. They’re hard to come back from. John: One of the things that I’ve heard is that they’re especially hard for males because males are supposed to be strong and not give in to something like this. Am I right? James: Yeah, I think there’s some pressure. John: When you’re having a panic attack, do you tell all your friends around you that you’re having one? James: Generally, no. John: Do you feel a little bit ashamed of it? James: Yeah, I mean, it’s not something that I want to be experiencing. John: Yeah of course not. Of course, you don’t. And of course, with the stereotype that we have that men are so brave and tough, it’s not the image that we want to give to ourselves. “I can’t talk to you right now because I’m having a panic attack.” But, you know, that’s how it is. Okay, there’s only two more. OCD, which is obsessive-compulsive disorder. James: I think I have a little bit of that. John: What’s your evidence? James: I find myself having to do things a certain number of times. It’s pretty manageable and it’s not super severe, but there are certain things where like, I have to flip a coin in my hand a certain number of times or whatever so it’s even on both sides. John: James, my understanding of OCD, or obsessive-compulsive disorder, is that it is not necessarily coming from a learned experience but from another part of your brain called the amygdala and that’s it’s definitely genetic. Do you have anybody else in your family, you don’t have to say who, but do you have anybody else in your family that has trouble with this? James: Yeah, definitely. John: Would that be your father or your mother? James: I believe it’s my mother’s side. John: And anybody else in your family? James: Yeah, some siblings. John: Ok, well dealing with that is a tough one and what you have to do is basically reprogram your amygdala, is what we say about it and it means when you got to go back in the house or you got to do somethings repeatedly because they make you feel safe, you know that old phrase, “don’t step on a crack, you’ll break your mother’s back,” do you remember that? James: Yeah John: That sort of OCD-ish because it means that if you don’t step on a crack, then your mother’s back won’t be broken. But if you do step on a crack, your mother’s back will probably not be broken. It just makes you feel a little bit better that you can do something about which you almost really have no control. Am I right? James: Right. John: Okay, James, one more. Post-traumatic stress disorder. You’re pretty young for this. It’s usually soldiers and people who have been in battle or firemen who have seen burnt up bodies. Do you think you have anything in PTSD? James: I don’t think so. John: Well, James, I appreciate very much you talking to me about this. You’re very brave and I think also one of the things it does is it shows other males that it’s OK to talk about some of this stuff and in fact, it’s really necessary to talk about it, even if you don’t feel like it. Would you agree with that? James: Yeah, 100%. John: Okay, James. Thanks a million for participating today, I appreciate it.

This week on episode 285 of the We Like Drinking podcast we’ll be discussing Trinity Brewing in Colorado Springs and we’re traveling to the North of France to pour some Chablis. So crack open that beer, uncork that wine, and let’s get drinking! Cheers my podcast drinking friends, and welcome to happy hour 285 of your favorite  Award Winning Topical Beer and Wine Education Podcast Focusing on FUN! Make sure you never miss another episode of our brand of drinking fun by visiting  WeLikeDrinking.com/Subscribe  Panel Introductions And What We’re Drinking Tonight we’re joined by our usual panel members, we have our California Sustainable Winegrowing Ambassador, and recovering Wine Blogger, Jeff Solomon, our commercial brewer and snake wrangler, John Ruyak, and I’m your host and certified specialist of wine, Jeff Eckles. This week is our monthly tasting episode and our amazing loving patrons have selected Chablis for us to drink this month.  Wine, Beer, Spirit, or Pop Culture Reference Solomon - Saint Rieul Chablis tasting and discussion Booze News  John - What's going on Colorado Springs? https://www.westword.com/restaurants/colorado-brewing-iconoclast-jason-yester-sells-trinity-brewing-11736849 Last call That’s right, it's time to break out your phones and give us a hand. Follow us on the socials, Twitter, Instagram and our private group on Facebook known as the Tavern. Search up the show on Apple Podcast and leave us a big fat 5 star review. And, if you enjoyed this episode in particular, share it with a friend. And, visit We Like Drinking dot com slash pledge to find out more information about becoming a patron of the show and help  You can also find the show notes for this episode with all the links to the stories or mentions we had at http://welikedrinking.com/episodes

Changed Lives Make a Difference“Now when they saw the boldness of Peter and John, and per-ceived that they were uneducated and untrained men, they mar-veled. And they realized that they had been with Jesus” (Acts 4:13,NKJV).The New Testament church exploded in growth. There were 3,000baptized on the Day of Pentecost (Acts 2:41). Thousands more wereadded to the church a few weeks later (Acts 4:4). Soon the authoritiesrecognized what was happening. These New Testament believers hadbeen with Christ. Their lives were changed. They were transformed byHis grace, and they could not keep silent.Read Acts 4:1–20. What happened here? What happened whenthe authorities tried to silence Peter and John? What was theirresponse?_______________________________________________________________________________________________________________________________________________________________These believers were new in Christ, and they had to tell their story.Peter, a loudmouthed fisherman, was transformed by the grace of God.James and John, the sons of thunder who had difficulty controllingtheir tempers, were transformed by the grace of God. Thomas the skep-tic was transformed by the grace of God. The disciples and membersof the early church each had their own stories to tell, and they couldnot keep silent. Notice this powerful statement by Ellen G. White in thebook Steps to Christ: “No sooner does one come to Christ than thereis born in his heart a desire to make known to others what a preciousfriend he has found in Jesus; the saving and sanctifying truth cannot beshut up in his heart.”—Page 78.Notice, too, what the religious leaders said in Acts 4:16. They openlyacknowledged the reality of the miracle that had been performed—thehealed man was standing right before them. Even with all this, theyrefused to change their attitude. And yet, despite this open defiance,Peter and John were not going to back down from their witness.What relationship is there between knowing Christ and sharingChrist? Why is knowing Christ personally so essential to ourbeing able to witness about Him?

John: Hi this is Doctor John Dacey with my weekly podcast New Solutions to the Anxiety Epidemic. Today, I am being revisited be one of my best colleagues and also respondents to this podcast. Her name is Doctor Elizabeth Bracher and she and I teach a course together. We’re hoping to teach it this fall. The last time we met, she talked about separation anxiety among college students. Today, she’s going to talk about some of the other anxieties  that college students experience. I just want to say, “good morning to you.” Biz: Good morning, John. Thanks for having me. John: I was very very happy you were willing to come back again. What do you have to say about social anxiety among students? By that, I mean nervousness about going to parties, nervousness about speaking in public, raising your hand in class, that sort of thing. Especially under the circumstances that we have now. I presume you’ve been teaching by zoom, is that correct? Biz: Yes, I’ve been teaching two classes of freshmen and one class of seniors, so I have students at both ends of the spectrum. John: What’s the difference between them? That would be quite interesting. Biz: Yeah, it is interesting. Well, no one is going to parties these days unless they’re virtual zoom parties, right? I think that there was a lot of anxiety that I didn’t quite anticipate in the first weeks of social distancing and when we were sending students back to campus. It was interesting that our university made the announcement on Wednesday after classes finished that day, so about 5 o’clock, they made the announcement that students had 4 days to get themselves home. Unlike many schools, we were already through spring break so students were asked to pack up their stuff and go home for the remainder of the semester. My immediate concern was for the freshmen, my first-year students because what I was starting to see in them was a trust in the process where things start to come together in the last few weeks of their first year. At this point, they were back from spring break, they were about to start the housing selection for their sophomore year, they were committing themselves to majors - either recommitting after taking some classes and feeling confident in their first decision of major, or they were confident in having some experience in the labs saying, “I thought this was going to work and I’m not so interested in this major as I thought“ and their willingness to explore a little and try some other things out. They’ve also been through a semester so they’ve received grades and learned how to study for exams so the exam period that was approaching wasn’t as concerning or anxiety-provoking as the first semester, and friendships were starting to solidify. Clubs and organizations were starting to plan for next year, they were applying for executive board positions in organizations and clubs, they are committing their time. Everything was starting to come together. It’s coincidentally that here in the northeast, the weather was also getting nicer and the days are getting longer and winter was subsiding. For a whole lot of reasons, the spring semester is very important to the transition to college. So many people think that it’s the fall semester, but really everything starts to even out and fall into place by spring semester to the point where the majority of first-year students go home after their first year and start to feel like their university is a home. I’m not trying to submit that they’re trying to trade one home for another but it’s a place where they finally feel confident and secure. John: Let me interrupt you there for a second. Can you make a distinction between reasonable fears that they have and anxieties which are unreasonable concerns about the future? Biz: Right, well some students certainly have some reasonable concern about how this is all going to play out because they’re not in their same orbits. They might be on the other end of the country or the other end of the world in different communities. Unless you’re going to a particularly small focused conservatory or such, most of the students in this country will go to a university or college that’s bigger than any place they’ve ever taken classes before. Whether it’s a big state university of 50,000 kids or a smaller liberal arts private school that’s 2,000-3,000 kids. In most cases, it’s still the biggest school they’ve ever gone to. Some of that concern is reasonable. It’s anxiety only in that it’s new. But then there’s the anxiety that comes with worrying and the true sense of anxiety is worrying about what might happen even though it’s not likely. For example, “I’m worried I might never make friends.” You and I know that’s an extreme anxiety about belonging, but over the course of their time, they will all develop a sense of friendship with some core people in their lives, so there absolutely is a distinction. What I noticed in the first weeks of the pandemic was that the real anxieties started to come out and they showed themselves very quickly. That Thursday that I went back to my office to start to wrap things up, I had a line of students outside of my office wanting to discuss - they didn’t even know what they wanted to discuss but they needed my attention and they needed to voice their worries and concerns. So much so that some were wringing their hands and were physically agitated and others, you couldn’t even tell what their response was. They were almost paralyzed with not knowing how to put one foot in front of the other because this was so unexpected and so out of the ordinary and there was no road map for it. What people all over the country were telling them was, “Yeah, it’s bad but oh you poor seniors and oh you poor freshmen. You never had to be pulled away from your university like this.” That provoked a lot of anxiety. The students that I saw that were the most immediately troubled were students that were struggling with eating disorders, both male and female, and students that I had no idea of their eating disorder or their eating struggle. And many of them also admitted to me struggles with OCD. John: OCD being obsessive-compulsive disorder. Biz: Exactly. What I surmised by that was this lack of control. That suddenly this structure that they have always known was being pulled out from under them and they didn’t have time to think about it, many of them needed plane tickets they couldn’t organize and put their stuff away and move out. I have a son who’s in college and we ended up taking most of his roommates, he had seven roommates, we took most of their bedding home, we cleaned their kitchen out and everything because they weren’t planning on leaving. There was no order or system to it. They were just being told you need to leave in a couple of days and get home and then we’ll start online in a week and we don’t know what that will look like but just hold on. First-year students were concerned about that because they were being pulled from their university and they were just starting to get a groove and seniors were equally distraught because they didn’t see anything tethering them to the future. They were leaving campus for good. John: Can you say anything about males and females being different? Who had the most trouble? Biz: I would have thought that there was going to be a difference between the sexes and I saw equally troubling in male and female. The only difference was that I had a few females come to me because their roommates or friends brought them to me and said, “You need to talk to her. You need to process this.” And the males suffered quietly because they don’t want to admit their weakness, whereas women will talk about their emotions a little more easily. If men were brought to me it was by a female student, a female friend, but the numbers were about equal. That was at first surprising to me but then I thought to my self, “Of course. Eating disorders and OCD are about trying to have control of your life in hopes of limiting the possibility of catastrophe of some sort. John: Exactly. Biz: When I look back on it, it seemed a lot more obvious than I had expected. The other interesting thing to me was comparing the first-year students to the seniors. Over time my first-year students transitioned back home easier and into distance learning easier than the seniors did. John: I have to stop you there because time has run out but I’m hoping you can come back next week and talk some more about this fascinating view that you have of college students.

me I immediately shared his grand comparison of me and Chaucer, with the sharp bubble-burster of my home, my wife, who simply said, “Hmmm, yes, Chaucer. He was crude as well.” Typical. What does she know anyway?Unfortunately we have upwardly diminished the power of the Bible in making it palace-worthy rather than pavement-worthy, making it a book for the studious instead of a book for the sidewalk. The common people heard Jesus gladly and I can guarantee you, He wasn’t received in the majestic language of the King James Version. The common people. They heard Him. They received Him. Gladly! I am not talking about dumbing down here either, but rather about tooling up with the words of the day.We need to regain some street-credibility in the delivery of the Scriptures. Before that happens, however, we need to let loose the so long now muzzled, powerful jaws of the lion and allow it to roar once more. I wonder if the hidden and diluted Word of God which we are peddling from our pulpits now, which over the years we have also so tightly dressed up like a gay, and mincing, little white, and pink,padded-poodle-ette, is quite frankly too embarrassed to be taken outdoors? It is embarrassing, isn't it? For our misuse of the Bible in this way, and that is what the cultural diluting of the Word of God is, a gross misuse of the Bible, has robbed it of its awesome power and thoroughly embarrassed it. God help us, please! For this Word in its undiluted form is the very life-giving juice dripped from the leaves of the squeezed out tree of life! So, yes indeed, we need to let the juice loose even if it does cause so many letters to be written by ‘Disgusted of Tunbridge Wells, and Karens!’ I say again, Let the juice loose!However, before we can let this juice loose once more, I wonder if we need to let loose most of the Christians who read the juicy book and especially those frightened little folk who we have sent to seminary-dentistry, where they have had their teeth removed and the rough and ready garments of the prophet replaced by smart and casual, Hawaiian-shirt, cool respectability. Lord God! (and that’s a calling prayer) Lord God! I hate respectability, and I hate it with a vengeance! You see, I reckon that nice speaking, polite little Christians, have done more damage to the Kingdom of God than the devil could ever do.I have two things to leave with you tonight than:First an equation, and frankly, maybe it’s just me, but I do find that in my life, that the more righteous I experientially and practically become, the less outwardly, pretentiously respectable I both appear and act. How’s your life adding then up in terms of middle-class, middle-England type respectability tonight? Are you above all things, nice? Or, are you above all things, holy?Secondly, note that when a clawed, and sharp-beaked, sharp-eyed hawk even gently glides past the settled nests of the starling colonies, the little birds rise up and attack it. Prophet. Jesus street preacher. Watch out for the darling, little starlings for they are not as sweet as you might think, and I tell you, they do not want their nice little nest much ruffled, especially if their religion gets in a state. If you are not nice, like them, then they will peck you to death.Even so, and, never the less, do remember to drink the Bible in its undiluted form, yes remember to simply let the juice loose and always preacher, I mean always, serve the Word like sushi. Raw!Listen:- As they departed, Jesus began to say to the multitudes concerning John: "What did you go out into the wilderness to see? A reed shaken by the wind? But what did you go out to see? A man clothed in soft garments? Indeed, those who wear soft clothing are in kings' houses. BuSupport the show (http://www.victorrobert.tv)

Then Jesus began to speak out about John: "What did you go out into the desert to see? A reed swayed by the wind?" No, they went out to see John, a prophet; the one who would prepare the way of the Lord. A conviction is a fixed or firm belief or a strong persuasion. Distinction is a condition of being different or of having a distinguishing quality or characteristic. Dedication is one wholly committed to something or set apart for a specific use or purposes. These were the qualities of John. This was also Jesus!

Download this Podcast Matthew 11:7-15—As John’s disciples were leaving, Jesus began to speak to the crowd about John: “What did you go out into the wilderness to see? A reed swayed by the wind? If not, what did you go out to see? A man dressed in fine clothes? No, those who wear fine clothes are in kings’ palaces. Then what did you go out to see? A prophet? Yes, I tell you, and more than a prophet. This is the one about whom it is written: “ ‘I will send my messenger ahead of you, who will prepare your way before you.’ Truly I tell you, among those born of women there has not risen anyone greater than John the Baptist; yet whoever is least in the kingdom of heaven is greater than he. From the days of John the Baptist until now, the kingdom of heaven has been subjected to violence, and violent people have been raiding it. For all the Prophets and the Law prophesied until John. And if you are willing to accept it, he is the Elijah who was to come. Whoever has ears, let them hear. The post He Is the Elijah Who Was to Come appeared first on Getting to Know Jesus.

On this week’s episode of the Adorned Podcast we discuss John 1:1-18. This is the second part of our breakout session recorded at the Proclaim Truth Conference in January. In these verses, John is reminding us that Jesus is the light. He was there at the beginning and will always be. He is divine yet took on flesh to dwell among us! We pray that this conversation is an encouragement to you and a reminder of who Jesus is! Quotes: “Jesus is the One who brings order to chaos.” “Just like the Bible is a revelation of who God is, Jesus the son is also a revelation of who God is. He’s God in the flesh.” “Come into union with the Word who made you, and you will come to Life!’ ’You came from him; please come back to him.’ ’You were made for him.’ The result of this reunion will be more than human existence; it will be human ’Life.’” - Bruner’s Commentary on John “What am I reflecting? Am I reflecting what America says makes a good mom, wife, successful worker, etc or am I reflecting the life of Christ?” “Jesus didn’t act like he was too good to fully engage with those around him (even though he was).” *The beautiful music heard on today’s episode is by Katie Cobbs*

SHIFTING PERSPECTIVE IN THE PROPHETIC. 2020 CLASS. PART 25 THE FOOTING AND ORIENTATION INTO THE NEW TESTAMENT CULTURE OF THE PROPHETIC SPIRIT The prophetic spirit can be defined as the awakened sleeping faculties of man that introduces him to the core footing and framework of interacting with life in a manner that makes him effective, productive, and perfect in every sector of human existence. As the Spirit of truth continues to unveil the apostolic realities of this third-day house and its administrative, governmental priesthood, there's a call for each member and tribe of the household of faith to readjust his or her unique prophetic posture, sight, and wineskin again in order to better understand where the Lord is leading us regarding his divine objective. The Father's prophetic agenda by nature is redemptive, reformative, restorative, and of course, constructive, and progressive in character until the day of the manifestation and representation of the full-grown [ministry] man-child appears in the earth. There's an unfolding of fresh truth and grace for each new season of development that better enhances our understanding in making precise sense of the current demand in the transition to the next confluence of the Spirit. This enables us not to remain fixative or attached to what has been defined obsolete in the prophetic calendar. We should continuously shift from the initial, thirtyfold, lower position of our spiritual experience towards that advanced, hundredfold reality in Christ. The maturity of the entire spiritual and mental faculties is the essence of the ascended ministry gifts, particularly, the office of the prophet. LUKE 7:24-28 After John’s messengers had left, Jesus began to speak to the crowds about John: “What did you go out into the wilderness to see? A reed swaying in the wind? 25 Otherwise, what did you go out to see? A man dressed in fine clothes? Look, those who wear elegant clothing and live in luxury are found in palaces. 26 What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. 27 This is the one about whom it is written: ‘Behold, I will send My messenger ahead of You, who will prepare Your way before You.’ 28 I tell you, among those born of women there is no one greater than John, yet even the least in the kingdom of God is greater than he.”

SHIFTING PERSPECTIVE IN THE PROPHETIC. 2020 CLASS. PART 24 THE FOOTING AND ORIENTATION INTO THE NEW TESTAMENT CULTURE OF THE PROPHETIC SPIRIT The prophetic spirit can be defined as the awakened sleeping faculties of man that introduces him to the core footing and framework of interacting with life in a manner that makes him effective, productive, and perfect in every sector of human existence. As the Spirit of truth continues to unveil the apostolic realities of this third-day house and its administrative, governmental priesthood, there's a call for each member and tribe of the household of faith to readjust his or her unique prophetic posture, sight, and wineskin again in order to better understand where the Lord is leading us regarding his divine objective. The Father's prophetic agenda by nature is redemptive, reformative, restorative, and of course, constructive, and progressive in character until the day of the manifestation and representation of the full-grown [ministry] man-child appears in the earth. There's an unfolding of fresh truth and grace for each new season of development that better enhances our understanding in making precise sense of the current demand in the transition to the next confluence of the Spirit. This enables us not to remain fixative or attached to what has been defined obsolete in the prophetic calendar. We should continuously shift from the initial, thirtyfold, lower position of our spiritual experience towards that advanced, hundredfold reality in Christ. The maturity of the entire spiritual and mental faculties is the essence of the ascended ministry gifts, particularly, the office of the prophet. LUKE 7:24-28 After John’s messengers had left, Jesus began to speak to the crowds about John: “What did you go out into the wilderness to see? A reed swaying in the wind? 25 Otherwise, what did you go out to see? A man dressed in fine clothes? Look, those who wear elegant clothing and live in luxury are found in palaces. 26 What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. 27 This is the one about whom it is written: ‘Behold, I will send My messenger ahead of You, who will prepare Your way before You.’ 28 I tell you, among those born of women there is no one greater than John, yet even the least in the kingdom of God is greater than he.”

SHIFTING PERSPECTIVE IN THE PROPHETIC. 2020 CLASS. PART 23 THE FOOTING AND ORIENTATION INTO THE NEW TESTAMENT CULTURE OF THE PROPHETIC SPIRIT The prophetic spirit can be defined as the awakened sleeping faculties of man that introduces him to the core footing and framework of interacting with life in a manner that makes him effective, productive, and perfect in every sector of human existence. As the Spirit of truth continues to unveil the apostolic realities of this third-day house and its administrative, governmental priesthood, there's a call for each member and tribe of the household of faith to readjust his or her unique prophetic posture, sight, and wineskin again in order to better understand where the Lord is leading us regarding his divine objective. The Father's prophetic agenda by nature is redemptive, reformative, restorative, and of course, constructive, and progressive in character until the day of the manifestation and representation of the full-grown [ministry] man-child appears in the earth. There's an unfolding of fresh truth and grace for each new season of development that better enhances our understanding in making precise sense of the current demand in the transition to the next confluence of the Spirit. This enables us not to remain fixative or attached to what has been defined obsolete in the prophetic calendar. We should continuously shift from the initial, thirtyfold, lower position of our spiritual experience towards that advanced, hundredfold reality in Christ. The maturity of the entire spiritual and mental faculties is the essence of the ascended ministry gifts, particularly, the office of the prophet. LUKE 7:24-28 After John’s messengers had left, Jesus began to speak to the crowds about John: “What did you go out into the wilderness to see? A reed swaying in the wind? 25 Otherwise, what did you go out to see? A man dressed in fine clothes? Look, those who wear elegant clothing and live in luxury are found in palaces. 26 What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. 27 This is the one about whom it is written: ‘Behold, I will send My messenger ahead of You, who will prepare Your way before You.’ 28 I tell you, among those born of women there is no one greater than John, yet even the least in the kingdom of God is greater than he.”

What is the thread that ties together some of the most famous stories in the Gospel of John? What is the unexpected path to peace and glory? What quality about Jesus separated him from the other kings in His day and is meant to be a defining factor of the Christian life? The answer to these questions is simple: humility. Listen in as Caleb Eissler shows us how humility is the key to living out the Christian life as he walks us through 3 stories of humility from Jesus and his followers in John 12-13. *Originally preached on Thursday, March 26th, 2020*

ZADOK LEADERSHIP AND PROPHETIC SCHOOL. 2020 CLASS. INTRODUCTION. REVELATION 19:10. PART 9 DEVELOPING THE RIGHT CHARACTER IN BUILDING THE PRECISE SPIRITUAL FOOTING IN THE PROPHETIC John the Baptist, A transitional Prophet Luke 7 24 After John’s messengers left, Jesus began to speak to the crowd about John: “What did you go out into the wilderness to see? A reed swayed by the wind? 25 If not, what did you go out to see? A man dressed in fine clothes? No, those who wear expensive clothes and indulge in luxury are in palaces. 26 But what did you go out to see? A prophet? Yes, I tell you, and more than a prophet. 27 This is the one about whom it is written: “ ‘I will send my messenger ahead of you, who will prepare your way before you.’ 28 I tell you, among those born of women there is no one greater than John, yet the one who is least in the kingdom of God is greater than he.” This proclamation from the mount of the Lord himself brought a new perspective, and depth of truth way beyond all that was known and practiced in the Old Testament as the prophetic office. After describing the character nature of the prophet, the Lord brought the people to a new, elevated, position of understanding in the context of the life and nature of John as one greater than the office of a prophet. This is something to search carefully in order to understand what Our Lord Jesus Christ was revealed regarding the ministry of John the Baptist. This concept that introduces the prophetic ministry from a kingdom perspective is critical in order to appreciate the position of the ministry and office of the prophet from a New Testament context.

ZADOK LEADERSHIP AND PROPHETIC SCHOOL. 2020 CLASS. INTRODUCTION. REVELATION 19:10. PART 8 DEVELOPING THE RIGHT CHARACTER IN BUILDING THE PRECISE SPIRITUAL FOOTING IN THE PROPHETIC John the Baptist, A transitional Prophet Luke 7 24 After John’s messengers left, Jesus began to speak to the crowd about John: “What did you go out into the wilderness to see? A reed swayed by the wind? 25 If not, what did you go out to see? A man dressed in fine clothes? No, those who wear expensive clothes and indulge in luxury are in palaces. 26 But what did you go out to see? A prophet? Yes, I tell you, and more than a prophet. 27 This is the one about whom it is written: “ ‘I will send my messenger ahead of you, who will prepare your way before you.’ 28 I tell you, among those born of women there is no one greater than John, yet the one who is least in the kingdom of God is greater than he.” This proclamation from the mount of the Lord himself brought a new perspective, and depth of truth way beyond all that was known and practiced in the Old Testament as the prophetic office. After describing the character nature of the prophet, the Lord brought the people to a new, elevated, position of understanding in the context of the life and nature of John as one greater than the office of a prophet. This is something to search carefully in order to understand what Our Lord Jesus Christ was revealed regarding the ministry of John the Baptist. This concept that introduces the prophetic ministry from a kingdom perspective is critical in order to appreciate the position of the ministry and office of the prophet from a New Testament context.

ZADOK LEADERSHIP AND PROPHETIC SCHOOL. 2020 CLASS. INTRODUCTION. REVELATION 19:10. PART 7 John the Baptist, A transitional Prophet Luke 7 24 After John’s messengers left, Jesus began to speak to the crowd about John: “What did you go out into the wilderness to see? A reed swayed by the wind? 25 If not, what did you go out to see? A man dressed in fine clothes? No, those who wear expensive clothes and indulge in luxury are in palaces. 26 But what did you go out to see? A prophet? Yes, I tell you, and more than a prophet. 27 This is the one about whom it is written: “ ‘I will send my messenger ahead of you, who will prepare your way before you.’ 28 I tell you, among those born of women there is no one greater than John, yet the one who is least in the kingdom of God is greater than he.” This proclamation from the mount of the Lord himself brought a new perspective, and depth of truth way beyond all that was known and practiced in the Old Testament as the prophetic office. After describing the character nature of the prophet, the Lord brought the people to a new, elevated, position of understanding in the context of the life and nature of John as one greater than the office of a prophet. This is something to search carefully in order to understand what Our Lord Jesus Christ was revealed regarding the ministry of John the Baptist. This concept that introduces the prophetic ministry from a kingdom perspective is critical in order to appreciate the position of the ministry and office of the prophet from a New Testament context.

Today’s Scripture: 7 As John’s disciples were leaving, Jesus began to speak to the crowd about John: “What did you go out into the wilderness to see? A reed swayed by the wind? 8 If not, what did you go out to see? A man dressed in fine clothes? No, those who wear fine clothes are in […] The post Matthew 11:7-15 appeared first on Mary DeMuth.

Much of my herbal medicine journey is connected to learning about plants that were either cultivated or wild crafted and sold to me by other companies. I want to take you into a different direction with my today’s guest, John Slattery. John is a practicing bioregional herbalist, educator, author and forager helping people develop deep and meaningful relationship with wild plants. His work has been widely influenced by indigenous plant healers from throughout the Americas, herbalist Michael Moore, and most importantly, the plants and wild places of the Sonoran desert. Some of the major takeaways from our discussion: Why Sonoran desert in Arizona is one of the most botanically diverse places in North America and what does it mean for a bioregional herbalists like John What are some examples of desert plants John employs sustainably in his formulas Why tapping into the heart is one of the most useful guides John recommends for anyone thinking about foraging Show Notes: https://plantloveradio.com/54 To participate in a giveaway, visit https://ko-fi.com/plantloveradio

The Best Way To Build Your Business - With Nick and John What is the one secret we both wish we would have known when we were getting going? It is often overlooked. Investing into education. Not just reading business books. But ACTUALLY learning from others that have had proven success in the wedding videography industry. Queue How To Film Weddings. Join Nick and John as they answer your questions LIVE  in our Facebook Group. So many questions about the course, so many answers. If you haven’t heard, we have an all-inclusive course going through 30+ hours of content on Business, Shooting, and Editing. It is everything you need to run a 6-figure wedding business. Check out http://www.CompleteWeddingVideography.com to sign up to be in the course, today. If you are watching this at a later day, be sure to click that link to sign up to be on the wait list for more information on when it comes out again!

Brothers Michael and Brian and special contributors to the Better Left Network, sit down for an in-depth conversation with Shannon and Jazz from the Puget Sound John Brown Gun Club. John What is The Three Percenter Militia? The four discuss The Three Percenters (also styled 3 Percenters, 3%ers and III%ers[1]) are an American far-right militia movement[2] and paramilitary group.[3] The group advocates gun ownership rights and resistance to the U.S. federal government's involvement in local affairs. Find more from Wikipedia: https://en.wikipedia.org/wiki/Three_Percenters. The group's name derives from the disputed claim that only three percent of American colonists took up arms against the Kingdom of Great Britain during the American Revolution.[4][5] The Southern Poverty Law Center categorizes the 3Percenters as an "anti-government" group.[6] Some Canadian experts consider the group the "most dangerous extremist group" in Canada.[4RThe koalistion Facebook page, follow them on twitter at: @PugetSoundJBGC . s an American abolitionist. Brown advocated the use of armed insurrection to overthrow the institution of slavery in the United States. He first gained national attention when he led small groups of volunteers during the Bleeding Kansas crisis of 1856. He was dissatisfied with the pacifism of the organized abolitionist movement: "These men are all talk. What we need is action—action!" In May 1856, Brown and his supporters killed five supporters of slavery in the Pottawatomie massacre, which responded to the sacking of Lawrence by pro-slavery forces. Brown then commanded anti-slavery forces at the Battle of Black Jack (June 2) and the Battle of Osawatomie (August 30, 1856). Now all about you pulling one of the most unique gun clubs in the pacific northwest, in that it is an inclusive organization of hobbyist shooters and these guys! Here's what Because she shouldn't wait for it standing different We believe in active resistance to the corrosive and destructive social effects of white supremacy, sexism, bigotry, and economic exploitation just future: loooj AWESOME episode of behind the bastards look into John Brownn, grabbing a bubgg Did you enjoy this episode? Let us know what you thought by sending us an email to hello@betterleft.net with any questions, comments, insights or concerns. You can find us on Facebook and Twitter, just search for @Bettereftcast! You can find our website at BetterLeft.Net and you'll find this podcast on new cities every week. Once again, when you find us, give us all your stars, like it, subscribe, comment, and enjoy!

Welcome to Red Dead Reflection, a contemplation and meditation of Red Dead Redemption 2. Brevin is playing through it for the first time while Tyler challenges him to consider what it all means, and what we can learn from the trials of Arthur Morgan. Sickness comes for Tyler and the law comes for the Van der Lindes. Also, how old is John? What even is moonshine? What do you call that record player thing with the horn on top? These questions and more remain unanswered in today's episode. SPOILERS: This episode contains spoilers for Red Dead Redemption 1 and Red Dead Redemption 2 up to the Chapter 3 mission "An Honest Mistake" (6 missions into Chapter 3)Please send in questions, comments, whatever to reddeadcast@gmail.com. Spoilers are accepted, because Brevin won't be reading these emails. If you haven't already, and if you're interested, checkout our main podcast about PC building and other video games: Computable

Isn't it sinners who need baptism? What does it mean to fulfill all righteousness? What is the function of the Holy Spirit?Luther House of Study's co-director, Sarah Stenson, joins the podcast to discuss this week's lectionary text, Matthew: 3:13-17. In it, Adam, Kiri, and Mason ask questions like:Why does Jesus have to be baptized by John?What does it mean to be baptized into sin?What is the significance of Jesus receiving a promise from God?Matthew 3:13-1713 Then Jesus came from Galilee to John at the Jordan, to be baptized by him. 14 John would have prevented him, saying, "I need to be baptized by you, and do you come to me?" 15 But Jesus answered him, "Let it be so now; for it is proper for us in this way to fulfill all righteousness." Then he consented. 16 And when Jesus had been baptized, just as he came up from the water, suddenly the heavens were opened to him and he saw the Spirit of God descending like a dove and alighting on him. 17 And a voice from heaven said, "This is my Son, the Beloved, with whom I am well pleased." Support the show (https://www.lutherhouseofstudy.org/donate)

Sermon - Rev. Sujanna Raj Gospel - Matthew 11:2-11 New Revised Standard Version (NRSV) When John heard in prison what the Messiah was doing, he sent word by his disciples and said to him, “Are you the one who is to come, or are we to wait for another?” Jesus answered them, “Go and tell John what you hear and see: the blind receive their sight, the lame walk, the lepers are cleansed, the deaf hear, the dead are raised, and the poor have good news brought to them. And blessed is anyone who takes no offense at me.” As they went away, Jesus began to speak to the crowds about John: “What did you go out into the wilderness to look at? A reed shaken by the wind? What then did you go out to see? Someone dressed in soft robes? Look, those who wear soft robes are in royal palaces. What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. This is the one about whom it is written, ‘See, I am sending my messenger ahead of you, who will prepare your way before you.’ Truly I tell you, among those born of women no one has arisen greater than John the Baptist; yet the least in the kingdom of heaven is greater than he.

MATTHEW 11:2-11When John heard in prison what the Messiah was doing, he sent word by his disciples and said to him, “Are you the one who is tocome, or are we to wait for another?” Jesus answered them, “Go and tell John what you hear and see: the blind receive their sight,the lame walk, the lepers are cleansed, the deaf hear, the dead are raised, and the poor have good news brought to them. And blessedis anyone who takes no offence at me.”As they went away, Jesus began to speak to the crowds about John: “What did you go out into the wilderness to look at? A reedshaken by the wind? What then did you go out to see? Someone dressed in soft robes? Look, those who wear soft robes are in royalpalaces. What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. This is the one about whom it iswritten, ‘See, I am sending my messenger ahead of you, who will prepare your way before you.’ Truly I tell you, among those bornof women no one has arisen greater than John the Baptist; yet the least in the kingdom of heaven is greater than he.Support the show (https://onrealm.org/suncreekumc/SignIn?ReturnUrl=%2Fsuncreekumc%2FGive%2FKERLVPEKEP)

"We need a hopeful imagination with snippets of everyday grace that have not yet become mainstream news."What are the snippets of everyday grace that give you a hopeful imagination?//Matthew 11:2-11When John heard in prison what the Messiah was doing, he sent word by his disciples and said to him, “Are you the one who is to come, or are we to wait for another?” Jesus answered them, “Go and tell John what you hear and see: the blind receive their sight, the lame walk, the lepers are cleansed, the deaf hear, the dead are raised, and the poor have good news brought to them. And blessed is anyone who takes no offense at me.”As they went away, Jesus began to speak to the crowds about John: “What did you go out into the wilderness to look at? A reed shaken by the wind? What then did you go out to see? Someone dressed in soft robes? Look, those who wear soft robes are in royal palaces. What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. This is the one about whom it is written,‘See, I am sending my messenger ahead of you, who will prepare your way before you.’Truly I tell you, among those born of women no one has arisen greater than John the Baptist; yet the least in the kingdom of heaven is greater than he.//This episode was written and recorded by Rev. Dr. Lindsay Andreolli Comstock. It was produced by Rev. Jim Keat. Background tracks include Relenquish by Podington Bear.Visit www.trcnyc.org/BeStillAndGo to listen to more episodes from all five seasons of Be Still and Go.Visit www.trcnyc.org/Donate to support this podcast and other digital resources from The Riverside Church that integrate spirituality and social justice.Visit www.ConvergenceSummit.online to find out more about the Courageous Faith Summit, a virtual gathering of people of faith and moral conscience.

"We need a hopeful imagination with snippets of everyday grace that have not yet become mainstream news."What are the snippets of everyday grace that give you a hopeful imagination?//Matthew 11:2-11When John heard in prison what the Messiah was doing, he sent word by his disciples and said to him, “Are you the one who is to come, or are we to wait for another?” Jesus answered them, “Go and tell John what you hear and see: the blind receive their sight, the lame walk, the lepers are cleansed, the deaf hear, the dead are raised, and the poor have good news brought to them. And blessed is anyone who takes no offense at me.”As they went away, Jesus began to speak to the crowds about John: “What did you go out into the wilderness to look at? A reed shaken by the wind? What then did you go out to see? Someone dressed in soft robes? Look, those who wear soft robes are in royal palaces. What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. This is the one about whom it is written,‘See, I am sending my messenger ahead of you, who will prepare your way before you.’Truly I tell you, among those born of women no one has arisen greater than John the Baptist; yet the least in the kingdom of heaven is greater than he.//This episode was written and recorded by Rev. Dr. Lindsay Andreolli Comstock. It was produced by Rev. Jim Keat. Background tracks include Relenquish by Podington Bear.Visit www.trcnyc.org/BeStillAndGo to listen to more episodes from all five seasons of Be Still and Go.Visit www.trcnyc.org/Donate to support this podcast and other digital resources from The Riverside Church that integrate spirituality and social justice.Visit www.ConvergenceSummit.online to find out more about the Courageous Faith Summit, a virtual gathering of people of faith and moral conscience.

Father Rob preaches on Matthew 11:2-11 where he explains why being the least in the Kingdom of God is the best possible thing for us to be.Matthew 11:2-11 - When John heard in prison what the Messiah was doing, he sent word by his disciples and said to him, “Are you the one who is to come, or are we to wait for another?” Jesus answered them, “Go and tell John what you hear and see: the blind receive their sight, the lame walk, the lepers are cleansed, the deaf hear, the dead are raised, and the poor have good news brought to them. And blessed is anyone who takes no offense at me.”As they went away, Jesus began to speak to the crowds about John: “What did you go out into the wilderness to look at? A reed shaken by the wind? What then did you go out to see? Someone dressed in soft robes? Look, those who wear soft robes are in royal palaces. What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. This is the one about whom it is written, ‘See, I am sending my messenger ahead of you, who will prepare your way before you.’ “Truly I tell you, among those born of women no one has arisen greater than John the Baptist; yet the least in the kingdom of heaven is greater than he.”Support the show (https://www.episcopalcathedral.org)

December 15, 2019 "Almost Christmas - Joy" Isaiah 35: 1-10 James 5: 7-10 Matthew 11: 2-11 The Rev. Dr. Randolph (Randy) Harry 35 The desert and the parched land will be glad; the wilderness will rejoice and blossom. Like the crocus, 2 it will burst into bloom; it will rejoice greatly and shout for joy. The glory of Lebanon will be given to it, the splendor of Carmel and Sharon; they will see the glory of the Lord, the splendor of our God. 3 Strengthen the feeble hands, steady the knees that give way; 4 say to those with fearful hearts, “Be strong, do not fear; your God will come, he will come with vengeance; with divine retribution he will come to save you.” 5 Then will the eyes of the blind be opened and the ears of the deaf unstopped. 6 Then will the lame leap like a deer, and the mute tongue shout for joy. Water will gush forth in the wilderness and streams in the desert. 7 The burning sand will become a pool, the thirsty ground bubbling springs. In the haunts where jackals once lay, grass and reeds and papyrus will grow. 8 And a highway will be there; it will be called the Way of Holiness; it will be for those who walk on that Way. The unclean will not journey on it; wicked fools will not go about on it. 9 No lion will be there, nor any ravenous beast; they will not be found there. But only the redeemed will walk there, 10 and those the Lord has rescued will return. They will enter Zion with singing; everlasting joy will crown their heads. Gladness and joy will overtake them, and sorrow and sighing will flee away. 7 Be patient, then, brothers and sisters, until the Lord’s coming. See how the farmer waits for the land to yield its valuable crop, patiently waiting for the autumn and spring rains. 8 You too, be patient and stand firm, because the Lord’s coming is near. 9 Don’t grumble against one another, brothers and sisters, or you will be judged. The Judge is standing at the door! 10 Brothers and sisters, as an example of patience in the face of suffering, take the prophets who spoke in the name of the Lord. 2 When John, who was in prison, heard about the deeds of the Messiah, he sent his disciples 3 to ask him, “Are you the one who is to come, or should we expect someone else?” 4 Jesus replied, “Go back and report to John what you hear and see: 5 The blind receive sight, the lame walk, those who have leprosy[a] are cleansed, the deaf hear, the dead are raised, and the good news is proclaimed to the poor. 6 Blessed is anyone who does not stumble on account of me.” 7 As John’s disciples were leaving, Jesus began to speak to the crowd about John: “What did you go out into the wilderness to see? A reed swayed by the wind? 8 If not, what did you go out to see? A man dressed in fine clothes? No, those who wear fine clothes are in kings’ palaces. 9 Then what did you go out to see? A prophet? Yes, I tell you, and more than a prophet. 10 This is the one about whom it is written: “‘I will send my messenger ahead of you, who will prepare your way before you.’[b] 11 Truly I tell you, among those born of women there has not risen anyone greater than John the Baptist; yet whoever is least in the kingdom of heaven is greater than he.

Matthew 11:2–10 (ESV) 2 Now when John heard in prison about the deeds of the Christ, he sent word by his disciples 3 and said to him, “Are you the one who is to come, or shall we look for another?” 4 And Jesus answered them, “Go and tell John what you hear and see: 5 the blind receive their sight and the lame walk, lepers are cleansed and the deaf hear, and the dead are raised up, and the poor have good news preached to them. 6 And blessed is the one who is not offended by me.” 7 As they went away, Jesus began to speak to the crowds concerning John: “What did you go out into the wilderness to see? A reed shaken by the wind? 8 What then did you go out to see? A man dressed in soft clothing? Behold, those who wear soft clothing are in kings’ houses. 9 What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. 10 This is he of whom it is written, “ ‘Behold, I send my messenger before your face, who will prepare your way before you.’

Summary: Now when John heard in prison about the deeds of the Christ, he sent word by his disciples and said to him, “Are you the one who is to come, or shall we look for another?” And Jesus answered them, “Go and tell John what you hear and see: the blind receive their sight and the lame walk, lepers are cleansed and the deaf hear, and the dead are raised up, and the poor have good news preached to them. And blessed is the one who is not offended by me.”As they went away, Jesus began to speak to the crowds concerning John: “What did you go out into the wilderness to see? A reed shaken by the wind? What then did you go out to see? A man dressed in soft clothing? Behold, those who wear soft clothing are in kings' houses. What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. This is he of whom it is written, “‘Behold, I send my messenger before your face, who will prepare your way before you.”Truly, I say to you, among those born of women there has arisen no one greater than John the Baptist. Yet the one who is least in the kingdom of heaven is greater than he. Matthew 11: 2-11

In Luke 7:24-28 we read the following: When the messengers of John had departed, He began to speak to the multitudes concerning John: “What did you go out into the wilderness to see? A reed shaken by the wind? But what did you go out to see? A man clothed in soft garments? Indeed those who are gorgeously appareled and live in luxury are in kings’ courts. But what did you go out to see? A prophet? Yes, I say to you, and more than a prophet. This is he of whom it is written:‘Behold, I send My messenger before Your face,Who will prepare Your way before You.’For I say to you, among those born of women there is not a greater prophet than John the Baptist; but he who is least in the kingdom of God is greater than he.”John the Baptist, being the son of a Jewish priest, must have been familiar with all the sacrifices required by the Jewish tradition. He must've seen countless lambs sacrificed but had a different calling than that of his father Zachariah.He had to wander in the wilderness dressed in skins, and his message was that people should repent, turn from their ways. When he saw Jesus, he pointed to him twice in the same number of days. 'But there is the lamb of God!' Like all the other Jews. He must've expected the Messiah, someone that would come and restore Israel. The one promised in the old Testament who would come. And when John was asked who he, himself, was his reply, "I am the voice of one crying in the wilderness. Make straight the way of the Lord!" as the prophet, Isaiah said. But was he expecting his cousin to be this mighty Messiah? Although he pointed to Jesus twice as the lamb of God, he still sent some of his disciples to Jesus while being in prison to find out if Jesus was the one they were expecting, or is there going to be someone else? John had the vision of who Jesus was when he was at the height of his ministry, but when he was thrown into prison, he might have had his doubts."Could my cousin, the one I know so well, really be the one we are expecting? It is one thing to have hope in Christ when things are going well, but when things aren't going as planned, then we tend to lose hope. Are we really following the right one? Can I trust him? Should we continue to have hope in His word?And then in the first chapter 1 Peter, we read: "Blessed be the God and father of our Lord Jesus Christ who, according to his abundant mercy, has begotten us again, to living hope through the resurrection of Jesus Christ from the dead." In the midst of any persecution, all trials that we might face, we have a living hope.I listen to someone bring a word of encouragement, quoting the word of God, but nowhere did they ever mention the name of Jesus. Do the right things. They said, do not give up. Have the right values. Follow your calling, but no where did they speak of him, of Jesus, and that He is the one in whom we should place our hope.Jesus is our hope. John did not have a long and successful ministry. He was thrown into prison, but he never ceased to point people to the person of Christ. We can take courage when looking at the life of John the Baptist. Although people around us may think of our life and ministry, that it's not successful and that it may not last for a long period of time. We must realize when our father is in control. In this Christmas season, show people the way to Jesus, the hope of our salvation."Behold, the Lamb of God who takes away the sin of the world."

John Vrionis is the Founder and Managing Partner @ Unusual Ventures, the firm that is redefining seed investing and raising the bar for what entrepreneurs should expect from a seed investment firm. Prior to founding Unusual, John spent 11 years as a Partner @ Lightspeed where his investments included Mulesoft, AppDynamics, Nimble Storage and Heptio to name a few. Before Lightspeed John spent time in product management and sales @ Determina and Freedom Financial Network. In Today’s Episode You Will Learn: 1.) How did John make his way into the world of venture and come to be a Partner @ Lightspeed? How did that lead to his founding Unusual? How did his father's MS diagnosis change his mentality towards both investing and how he views the world? What were John's biggest takeaways from his 12 years with the Lightspeed partnership? 2.) Where does John feel the bar needs to be raised in venture? What does the current product not offer? What do seed-stage founders fundamentally need? How have Unusual structured the firm to provide this? How was the fundraise for John? What does John know post-closing that he wishes he had known at the beginning? What advice would John give to aspiring emerging managers? Why is LP diversity so important to John? 3.) Why does John believe taking multi-stage money at seed is not in the best interests of the founder? How does John explain this logically to founders? Does John agree with Semil Shah, "founders are voting with their feet and choosing multi-stage funds"? Why does John believe to be truly best in class, you have to specialise? Does this not go against the data of Benchmark, Sequoia, Founders Fund, all generalist funds, having the best returns? 4.) How does John think about being company vs being founder first? What does one do when alignment erodes between the interest of the firm and the interest of the founder? How does John look to build a relationship of trust and honesty with his founders? What works? What does not work? How does John feel about VCs being friends with their founders? 5.) What is the most challenging element of John's role today with Unusual? Who is the best board member John has ever sat on a board with? Why and what did he learn? What would John most like to change about the world of venture today? What would he like to remain the same? Items Mentioned In Today’s Show: John’s Fave Book: Shoe Dog: A Memoir by the Creator of NIKE, Give and Take: Why Helping Others Drives Our Success John’s Most Recent Investment: Shujinko As always you can follow Harry, The Twenty Minute VC and John on Twitter here!

Both of Luther House of Study's co-directors, Dr. Chris Croghan and Sarah Stenson, join the podcast to discuss John the Baptist going to jail in Matthew 11: 2-11.In the episode you'll hear Kiri, Adam, and Mason ask questions about:John going from preaching in the wilderness to being thrown in jail and how this text counters the prosperity gospel.What happens when we doubt God like when John asks, "Are you the one who is to come, or are we to wait for another?"The people who think they’re good at the law are the ones who are offended because they’re being called sinners. Be sure to check out Luther House of Study's upcoming conference: Proclamation on the Plains!Matthew 11:2-112 When John heard in prison what the Messiah was doing, he sent word by his disciples 3 and said to him, "Are you the one who is to come, or are we to wait for another?" 4 Jesus answered them, "Go and tell John what you hear and see: 5 the blind receive their sight, the lame walk, the lepers are cleansed, the deaf hear, the dead are raised, and the poor have good news brought to them. 6 And blessed is anyone who takes no offense at me." 7 As they went away, Jesus began to speak to the crowds about John: "What did you go out into the wilderness to look at? A reed shaken by the wind? 8 What then did you go out to see? Someone dressed in soft robes? Look, those who wear soft robes are in royal palaces. 9 What then did you go out to see? A prophet? Yes, I tell you, and more than a prophet. 10 This is the one about whom it is written, 'See, I am sending my messenger ahead of you, who will prepare your way before you.' 11 Truly I tell you, among those born of women no one has arisen greater than John the Baptist; yet the least in the kingdom of heaven is greater than he.Support the show (https://www.lutherhouseofstudy.org/donate)

John Lindheimer has decades of experience as a bookmaker and professional bettor. He has plenty of insights to share: How betting and bookmaking comes quite naturally to John What he learned from working with some bookmaking legends His numbers-based approach to football contests The only way to overcome the bookmakers 11/10 edge Why edge multiplied by volume is the most important equation https://www.sportspredictor.com/podcast/

How do you market a company that is selling something fundamentally new and different? This week on The Inbound Success Podcast, John Rougeux of Flag & Frontier talks about category design. It's not a tactic for every company, but when used strategically, category design can drive truly remarkable marketing results. John digs into who category design is right for, how long it takes, what a category design go-to-market plan looks like, and how to gain organizational support. He also shares examples of companies and marketers who've successfully created new categories. Highlights from my conversation with John include: John is an experienced category designer who has also owned and exited a business. He says that compared to traditional inbound marketing strategies, category design requires a much larger lift when it comes to educating the market. Every business has a choice to either compete in an existing market or create a new market.  If you're creating a new category, you have three choices: 1) try to fit your product within an existing category; 2) ignore category in your marketing and focus on the product's features and benefits; or 3) create a new category. John says options 1 and 2 don't work. When considering whether category design is right for you, you need to honestly evaluate your product and determine whether its simply a niche within an existing category or something that has truly never been offered before. If its the latter, then category design is really the only logical solution. Category design takes time. John says you should expect to spend six to nine months just designing the category behind the scenes, and then once you roll that out publicly, it can take another few years before it really takes hold. Category design needs to be a business initiative, not simply a marketing strategy, because it affects product roadmaps, sales and more. When executing a category design strategy, it is critical to focus marketing messaging on the problem that your audience is experiencing and the outcomes that they will experience as a result of your solution rather than how the product itself actually works. The companies that have been most successful at category design have evangelists whose job it is to go to market and talk about the problem and why there is a new solution. Its also important to build a consistent conversation around your new category. That might mean holding a big event (like HubSpot's INBOUND or Drift's HYPERGROWTH) or building a community, like Terminus's FlipMyFunnel.  If your company is venture-backed, it is also important to get your investors on board with the idea of category creation so that you have the funding to support the strategy. There are examples of category design all around us. Some of the bigger and more visible ones are minivans and music streaming services. The category wasn't created overnight, and in many cases, people don't even realize its a new category, but we see it is as fundamentally different from the status quo, and that is what successful category design looks like.  Resources from this episode: Visit the Flag & Frontier website Email John at John@FlagandFrontier.com  Visit John's personal website Purchase a copy of Play Bigger Listen to the podcast to learn more about category design, when it makes sense, and how you can use it to dramatically improve your marketing results. Transcript Kathleen Booth (Host): Welcome back to the Inbound Success Podcast. I'm your host, Kathleen Booth. And this week, my guest is John Rougeux, who is the founder at Flag & Frontier. Welcome, John. John Rougeux (Guest): Hey, Kathleen. Thanks for having me on. John and Kathleen recording this episode. Kathleen: Yeah. I'm really excited to have you here for completely selfish reasons. I am deep, deep into the weeds, trying to learn everything I can right now about category creation because it's something that I'm kind of working on for a little project at work. And I stumbled across your name. I think it was in a LinkedIn post mentioned by Sangram Vajre at Terminus, and he mentioned you as somebody who's doing a lot of work on category creation. And I immediately thought, oh, I need to have him in on the podcast. And here you are. I am so excited, so welcome. John: Thanks. Thanks. I actually want to come back to something that you said a minute ago. You mentioned this was a little project for you, so I'm going to pick your brains about why it's not a big project. Kathleen: I think I might just be downplaying it. John: Okay, all right. Kathleen: It's a huge project. John: All right. Kathleen: Yes, yes. It is a giant. In fact, it's probably bigger than I think it is. No, it's- John: Well, Sangram told me a few weeks ago. He said, "If you're not doing something that scares you a little bit, then you're not setting your sights high enough." So I think you're on the right track there. Kathleen: Yeah, no, I think my whole career has been a succession of choices that consistently terrify me. So hopefully, that means I'm on the right track to somewhere. So you have an interesting story. You started out or your career really grew in B2B tech, and you worked in some companies that were looking at category creation as a potential strategy and it seems that that wet your appetite and led you to where you are today. Can you just talk a little bit about your background and how it got you to where you are now and what you're doing now with Flag & Frontier? About John Rougeux and Flag & Frontier John: Yeah. Yeah, happy to. So the thing that I like to tell people is that I always wish that I knew about category design earlier in my marketing career. I think it would have helped me be more successful and make better choices and think through the strategy of what I was working on at the time a lot more thoroughly. So the reason I say that is in 2013, I co-founded a company called Causely. And I won't get too far down into the weeds of what Causely does and the business model, but we were basically using cause marketing as a way to incentivize people to take action. And specifically, we were looking at incentivizing referrals on social media. And at the time, I was looking at marketing through a fairly narrow lens, like a lot of people do maybe when they are kind of earlier in the middle of their marketing careers. We were looking at things like you know how do you improve the performance of an advertising campaign? How can you write a better better blog post? All of those kind of tactical things. And I didn't realize at the time that what we were doing was something categorically new. People didn't have context for what that meant, what they should compare it to, what value they should expect, what things should it replace or not replace? And so we had a reasonable trajectory. We scaled the business to a few thousand locations. It was acquired. But when looking back on it, I know that if we had had this lens of category design of how do you describe something when it's different than anything else out there, I think we could have gone even further. And so when I joined a company called Skyfii in 2018, I had started to kind of understand what that meant, so I had read Play Bigger. I read some, the works by Al Ries and Jack Trout that talk about how if you can't be first in a category, design any category you can be first in. And at Skyfii, that business, it's a publicly-traded SaaS company out of Australia and they found that they were participating in a fairly commoditized space. Or I guess to be more accurate, the perception was that they were a competitor in a fairly commoditized space. And their business had evolved past that and the product did all sorts of other things that were much bigger than the category the market thought they participated in, but they didn't really have a framework for talking about that. And so we went through a repositioning exercise where we defined a new category that better reflected what they were all about and and how people should kind of relate to that. And that was a really, I think, powerful and challenging exercise to think through.We've got something new in the market, but how do we describe that? How do we tell the right story? How do we tell the right narrative so that people know how to relate to it? Why category design is a fundamentally different approach to marketing Kathleen: This is so interesting to me. There's so much I want to unpack here. I guess, starting with something that you kind of started with, which is that there is this typical marketer's playbook, right, where people come in and they think, "Oh, we need to top, middle, and bottom of the funnel. We need to create content and attract people," this and that. And when it comes to category creation or trying to market something that is different than anything else people are used to, that playbook doesn't really work. Because as I'm quickly learning, especially looking just at the top of the funnel, traditional top of the funnel marketing, it's like well what is that problem that people are having and they start to look for a solution. And the challenge you have is that if the solution you're offering is something they've never heard of, it's such a steeper climb to try and gain their attention. It's like they don't know the right questions to ask even, if that makes sense. John: No, that's absolutely right. And I always like to mention a really thoughtful post that Mike Volpe, the founding CMO of HubSpot wrote a few years ago because it lays such a great groundwork for any discussion around category design. And the blog post simply says that look, every marketer has two choices on their strategy. They can pick an existing category and try to carve out a niche within that category. Maybe they can dominate that category. But basically, they have to pick a space and then do the best they can within that space. Or they can try to design a new category. And when you look at kind of the underlying product or business model and you really take a close examination of what it is and whether it's different or whether it's something better, you almost don't have a choice. If you're doing something that is new that people don't have a framework for, you really have three choices. So I want to pack these for you. So choice number one is you can try to shoehorn this new thing you've built into an existing category. And we'll come back to why that doesn't work in a second. Number two is you can just talk about the products, like features and benefits but not really think about a more underlying narrative for that. And then number three is you can design a new language, a new framework, which is called category design. And so here's why number one and number two don't work. So again, number one is if you try to shoehorn something new into an existing category. The reason that works against you is that people will make the wrong comparisons for what you're supposed to do, how you're supposed to be priced, how you deliver value. That just works against you. Secondly, if you just try to talk about the product itself but don't provide a larger context, you're not giving people, you're not giving them really any framework, and it makes it difficult to understand what you're all about and why they should be interested in you. I'll give you a great example. A friend of mine works at a company and I won't mention the name of the company, but they combine two different categories kind of in an existing platform. So one of these is VoIP, Voice over Internet Protocol communication software, very established, known space. The other thing they do is they have these marketing automation functions that they add to their software to at least in my view very disparate types of software, but they combine them together. And so far, they haven't really given their buyers a context, a category for what this thing means. And so they're basically letting people to their own devices to understand and come up with their own conclusions about what that is. And that just puts a lot of work on your buyers when they have to think about who they should compare you to when they need to think about what department is this even for, or what products does this replace or not replace? That's generally too much work for people when they're trying to understand something new. And like you said, Kathleen, if you're not telling them what questions they should ask, then chances are they're just going to be too confused before they'll even really be interested in having a conversation with you. Kathleen: Yeah, and there's two other aspects to what you just said that I think are really interesting, which I'm beginning to appreciate more with the work that I'm doing. One is that human nature is such that people want to slot you into something that they already understand. They don't want to have to think outside the box. So when people hear about something new, that their natural inclination is to try and categorize it in with things that they already know. And that's a hard thing to battle because you are literally battling human nature. And the second thing is if you do allow yourself to be put into a category that already exists that maybe isn't really truly what you're doing and you are actually successful in selling your product, you will wind up having a lot of problems with churn once you do sell it because people are still going to be thinking that you are like that other thing that you're not actually like. And they're going to be looking for your product or your service or whatever it is to solve for them in the same way that other thing does, when in reality your thing does not solve those problems. So it's like you're setting yourself up for a very long horizon of failures that you might not see at the outset, but it's kind of a you're failing before you've even begun. John: Yeah, that's a great point. And yeah, people do... They tend to... The world is so complicated, and there's so many things that we have to deal with and try to understand that we use this rule of thumb of categorizing things. Sometimes we do it explicitly, like smartphones are a great example of a category we all know about and buy them and we know why they're different than a mobile phone. Sometimes we just do it implicitly. We don't necessarily have the language or the terms to describe that category, but we know that we try to group likes things together because it makes it easier to understand the world. Kathleen: Yeah or we use analogies. So many times, you hear things like, "Well, that's just the Uber of," and then they list a different industry. Or, "That's the Airbnb of something else." John: Yeah, that's right. Kathleen: And so we're constantly trying to put these things into comfortable mental frameworks, which I think is fascinating. So you mentioned there were three things. The first two, I think you covered. And then the third is really designing a new category. John: The third is designing a new category. That's right. That's right. When does category design make sense? Kathleen: So how do you know... I guess the first question is how do you know when that's the path you should be taking? John: That's a great question because I've heard from some people that they have this idea that every company should try to design a category, and that's really not the case. It applies to some companies. But for many other companies, like if you're developing a CRM, a better version of a CRM, don't try to build a new category around that. So yes, so the way you would look at that is there's no formula you can put into Excel and calculate and churn all this out, but it really comes down to does the thing that you've built, does it solve a problem that has not been solved before? Or does it do so in a way that the world isn't familiar with? So is there a new business model behind that? Is there a new delivery mechanism behind that? It really comes down to those two things. And maybe if you want to look at it at a more fundamental level, you could ask yourself do the existing categories that my market is familiar with, do they accurately capture the type of thing that I'm offering? If they do, then one of the reasons you may want to choose to carve out a niche in an existing category is that people are looking for established products in established categories. People are looking for marketing automation software, they're looking for smartphones, they're looking for video communications tools like Zoom, like we're using today. And so, if you say, "Hey, we have the right tool within this category for this specific market or for this specific need," that can be very powerful. And arbitrarily forcing yourself out of that category just because you like that idea of category design is going to work against you. Now, that being said, again to kind of flip it around, if you find that the categories and the language that are used to describe existing products your market is familiar with just don't capture what you're doing or they limit it in some way, then ultimately you need to find a way to break out from that and that's what the process of category design is all about. What does it take to create a new category? Kathleen: Now, one of the things that I've come to appreciate just the more I look at this is what a big lift creating a category is. As you said in the beginning, this isn't a little project, right? I would love it if you could just talk a little bit about sort of expectation setting. If somebody is listening to this and they're thinking this really sounds like it could make sense for me, from your experience and what you've seen and you've talked to people who've been involved in category design, how long does it take before you can really expect that the market will recognize a new category? John: Yeah. It's a pretty long-time horizon. And so I mentioned Mike Volpe at the beginning of the call and I'll mention him again and Kipp Bodnar, the following CMO of HubSpot mentioned the same thing I'm about to tell you. And they told me that when they first started talking about inbound marketing, it was like standing in the middle of a town square on a soapbox just shouting into the wind with nobody paying attention. And that was the case for two to three years before that phrase really started to work its way into the lexicon of marketers. Salesforce, they pioneered, not so much CRM but cloud-based software. And even today, they still talk about other applications to cloud-based software that's 20 years later. And another example might be... So at Terminus, they talk about the account-based marketing gospel. And maybe this kind of hints to the challenge of how difficult it is to build a category. Sangram used to be there, I think he was their head of marketing if I'm not mistaken. He's definitely a co-founder, but his role is chief evangelist. And so they recognize that to really get people to be aware of and to understand and use this terminology around account-based marketing, they've had to invest very heavily in evangelizing that market or that message out in the market. Kathleen: Yeah. The other story that I've always found interesting... I followed all the ones you just mentioned really closely. And then the other one that's been fascinating to me is Drift because they came on the scene. And if they're listening, they may take issue with what I'm about to say, but look. A big piece of what their product does is live chat, website live chat, and then they have chatbots. Well, those things have been around for a while. That was not anything new, but they were really smart and they coined it as conversational marketing and they really focused more on, not so much the how and what the technology does, as what it enables the business to do, and kind of wrapped a methodology around existing technology in a way that made it feel fresh and new. And it was pretty genius. And I feel like they actually moved really quickly by comparison to a lot of the other examples I've seen. So it's interesting to me why in some cases, businesses are able to gain traction faster than others. John: Yeah. I would have to think that a lot of it has to do with the culture and how quickly or rapidly that business has gone through change in the past. And the other thing we should probably discuss is just the timeline of everything that happens before you share your new category with the world. I was talking with... There's an interview I did with, let's see, Anna and Cassidy at a company called Narrative Science. And they expected just the category design process itself to take about six to nine months. This is before they released language out publicly. And at Skyfii, that was our experience as well. And for that situation, that company, I think they were founded in 2012 or 2013. So they were five, six years into the business and there had already been a lot of discussion around the space that they started in, which was Wi-Fi marketing or Wi-Fi analytics. And so anytime that you're going into a space where the culture already kind of thinks and has a mental model for what their business is, the process of reworking all of that and getting everyone on board, especially the leadership team and perhaps even investors, getting them on board with that new message in a new way of thinking about the business, it takes time. And I would argue it should take time. Because if you rush the process and you ask your team to start using maybe even radically different language about what you do, people need time to really think through that and maybe they need to push back or challenge you a little bit or ask questions or provide suggestions. There's just this change management process you have to go through. And if you rush through that, people are not going to feel like they're a part of that process. And then ultimately, that's going to undermine your efforts in years one, two, three and further as you're asking your team to help you share that message. And at Skyfii, Skyfii is publicly traded in the Australian market and so they have investors and they have a public... They're very thoughtful about the message they put out into the market. And so they really wanted to take the time to make sure that message was right and that it made sense. And so, yeah, it took us, I don't know exactly how many months, but yeah, around six to nine months to really start that discussion and then get to a point where we were comfortable with the category name and the underlying narrative to support it. Why category design needs to be a company-wide effort Kathleen: Yeah, and I think there's... To me, one of the most important things is consistency because you kind of said if everybody is not on board and everybody isn't speaking from the same playbook, all it takes is one or two people to diverge and talk about your thing and language and terms that puts it squarely back in with all of the other things out there that... And it destroys your effort. John: Yeah. Well, and this is probably a great segue into another really important point about category design, which is that it's not a marketing project. Sometimes, it can be spearheaded by marketing, and marketing will often do a lot of the legwork, but it's not something that's relegated or exclusive to marketing. It has to be something that that CEO is involved in. It affects the company vision and is affected by the company vision. They kind of play off of each other. It affects the product roadmap. It affects what the sales team says. It affects what you might tell investors. So if your CFO is in charge of investor relations, he or she, they have to be on board and educated on the message. That's another misconception I heard a few times and it was... Personally, I thought it was a marketing initiative when I first read about it. But the more I dove deep into it and the more people I talked to, I realized it's actually a bit more of a business initiative, more so than a marketing one. Kathleen: Yeah, that's a great point. Having that buy-in top to bottom, it's really important. John: Yeah. What's been your experience at Prevailion in kind of leading your team in that discussion? Kathleen: So it was interesting because I came in really excited to make this a category design play. And shortly after I came in, we hired a head of sales, who also had some experience with category design and saw that that was a really strong play for us. He and I had both read Play Bigger, and we just kept talking about it until we basically beat the rest of our leadership team down into buying copies of the book. They've all now read it. They're all super excited about it, and it's great because it's given us a common language and framework around which to talk about what it is we're doing. So we're still really early stage, but I think we have that excitement and that buy-in in principle at least is there. And now, we're at the stage where we have to figure out our plan. What does a category design strategy look like? Kathleen: So along those lines, let's talk a little bit about somebody who's listening and they think, "Yep, this makes sense for me. Okay, I'm going to set my expectations. I understand I need to get top to bottom buy-in." What are the elements that you've seen in your experience from the companies that you've studied that have done this that contribute to successful category design efforts. In other words, what would be a part of a company's plan if they were looking to move forward with this? John: Yeah. So I'll mention two things that come to mind. So one I touched on a moment ago, but it's making sure that the CEO and the leadership team are involved and to the extent that they feel like they have a stake in the success of the project. What I mean is it's not enough for them to say, "Sure, that sounds great. Category sounds great, Mr. or Mrs. CMO. Go for it. Let me know how it turns out." That's not sufficient for getting buy-in. So getting them to be a stakeholder and have a real level of participation, that's absolutely key. And there's an interview I did with Chris Orlob of Gong.io, where we talk about that in more depth. So if you want to link to that, I'm happy to- Kathleen: Yeah, that would be great. I would love that. John: Yeah. The second thing is category design, it's all about talking about a problem that you're solving and less about the product. And so one thing I always like to say is that problem... Let's see, so your solution, your product. Solutions don't exist without problems, right? And then problems don't exist without people. And so you have to go back and understand the people that you're trying to work with and serve, and understand the problem you're trying to solve and the language they use to describe that problem, and the context for which they're trying to solve that problem or maybe they're not even aware that it is a problem or they think it's unsolvable. The point is you have to really understand the problem first and use that to lead your messaging. If your category is all around, here's why this specific product is so great and it's called this category, you're kind of missing the point. When you look at the language and the marketing that companies like Drift, for example, do, 80% of it is on the problem. Drift likes to talk about how the buying process has changed. Buyers are not interested in waiting hours or days or weeks for someone to respond to them. They want a response now. And you even see that word, "now", used.  Kathleen: Yes. That word, that one word... I went to HYPERGROWTH. I think it was not this year, but the year before. I went this year too. John: Okay. Kathleen: The year before, their whole keynote at HYPERGROWTH was all about the one word, "now." And it was so powerful, the way they distilled that down I thought, really, really simple but effective. John: Yeah, yeah. And they've written a book around conversational marketing. If you've used Drift products, you can kind of see some tie-ins but it's really about the problem that they're trying to solve. And people smarter than me have said lots of times that if you can articulate that you understand the problem better than anyone else, then people will assume you have the best solution. You don't have to work so hard to talk about every single little feature or benefit that you offer. Showing that you understand the problem creates empathy with your audience, and then again, they'll assume that you have the best solution to address that problem. Kathleen: Yeah, that's interesting that you talk about that because I think that's a really easy mistake for marketers to make, which is to say that, especially when you talk about B2B technology, it's really easy to fall into the trap of talking a lot about what the product does, how the product works. And I think many times, that's facilitated or even encouraged sometimes by the customer asking, "What does the product do? How does it work?" John: Right. Kathleen: And yet, I think the challenge as a marketer is to try to really get ahead of that and take control of the conversation and steer it towards not only the problems as you say and really deeply understanding them, but the outcomes that come from the use of the products. There's problems, and then there are what is the outcome for the user? How does it make their life better? How does it change them for the better? If you think of those as two different poles, and in the middle, lies the product and all the stuff it does, if you can keep the conversation more at the periphery on those poles, then I think you can be really successful. But that's tough. John: No, I've never heard it described that way, but that's a really clear way of describing that. And it's funny you mention that because I was having the opposite experience just this week. I was there was looking for a new email client for my computer. And that's a pretty established category. There's a million email clients. And in that context, you don't need to talk about the problem of communicating with people. Kathleen: Right. John: You know what email is. You don't need to talk about the outcome so much. There were a few features I was looking for and I was trying to find a client that had those features. And so you can talk about that a little bit more upfront when the category is established and people know what the category is, what it isn't, what it's supposed to do. But to your point, Kathleen, if that category doesn't exist and you're really trying to sell a vision around solving a problem, emphasizing what the problem is and then emphasizing the outcomes are really what's necessary to get people interested in just having a discussion around this new idea. And then from there, they're probably going to ask, "Okay, this sounds really good. Tell me about that product itself. What does it actually do?" Then you're in a perfect position to go into those details because they're ready for it. And they get the larger idea. Kathleen: Yeah, and that's where I think the traditional framework of top, middle, and bottom of the funnel comes back into the discussion, right? When you do get towards that middle to bottom of funnel stage, you can get into the weeds of how it works. And I know in our case, for example, it might not even be the same person we're having the conversation with. Our ultimate buyer isn't going to ever care so much how it works. They're going to hand that part of the decision off to somebody on their team and say, "Validate this for me." And it's almost like we've talked about it. We just need a spec sheet, but that... It's kind of like when you're going to a conference and you get the convince your boss letter, but in reverse. We're selling to the boss and the boss needs a convince their engineer letter that they can just hand to them and say, "Here, take this. It's in your language. It'll answer all your questions." Right? To me, that's the steps that we need to go through, but if we get too stuck in the weeds of convincing the engineer early, we're never going to get to convince the boss. John: Yeah, that's right. That's right. Building your category design go-to-market plan Kathleen: Yeah. Well, have you seen... So there are those foundational elements of how you talk about what it is you're doing, how you talk about the category, how you begin to gain share of mind. And then there's the actual go to market. And I've seen a lot of information written. For example, in the book, Play Bigger, which we've mentioned a few times, which is kind of like the Bible for category creation and other places. They talk about the concept of a lightning strike, which is just really a big kind of splashy go to market. It could be an event. It could be some other, something else that really makes an impression on the market and gets it talking about your thing. What have you seen or have you seen anything that has worked really well as far as like quick, well, I don't know if quick is the right word, but very high impact kind of strategies for really making an impression on the market? John: That's a great question. I'm not sure that I've seen a ton of really great examples beyond the few that we've discussed. So back to HubSpot, I don't recall a big... They have their INBOUND event, right? I don't recall that having a huge kind of blow up the world moment at the time when that conference first came out, but they've certainly been consistent and they made it a very conscious decision not to call it the HubSpot User Conference or even put the word HubSpot in there. It was about inbound, something bigger than themselves. I've seen Terminus, they have focused on this idea of a community of people who are interested in account-based marketing. Sangram told me they started with a fairly small event, relatively small event. And they've kind of built it from there. But that's more of an ongoing exercise, I guess, an ongoing process. Drift has their HYPERGROWTH conference. They came out with a book called Conversational Marketing. That's probably the biggest kind of high profile thing they did that was explicitly around that category. I think one of the things around lightning strikes is that, at least the way they're described in the book, is that they feel like they could be appropriate for a VC-backed company, or maybe a publicly traded company who's launching a new category and wants to really make that big splash and can afford to do that. I would say if you're earlier on and you don't have millions to drop on a big event or a massive campaign of another nature, it seems like other companies can can be successful with more of a process-driven approach of who are we trying to get to care about this category? What are they interested in? Where do they spend their time? And how can we just have these conversations with them on a repeatable basis? Because, like we were talking about earlier, it's not like once you name your category, the whole world suddenly cares about it and there's all these... Gartner doesn't give you a ring and say, "Hey, I guess we're going to create a Magic Quadrant because we saw your lightning strike. That's good. This is so great." Everyone who I've talked to anyway, who's done it well, has had to dedicate consistent resources over time to really get people to understand it and think about it. Kathleen: Yeah. You're talking about something that strikes very close to home for me because I've looked at those examples too and I had an opportunity... I've interviewed Kipp Bodnar. I've interviewed Nikki Nixon, who was one of the first leaders of the FlipMyFunnel community for Terminus. I interviewed Dave Gerhardt at Drift. So I've had a little bit of an inside peek into some of those companies. We didn't talk about this topic specifically, but what did strike me about all of those conversations and all of those examples is, as you say, consistency but also not just consistency, volume. There's a difference between, "Hey, we're going to consistently blog once a week, and it's going to be a great blog," and that's just an example. All of these companies not only have been super consistent, but they have turned the volume dial way up in terms of the amount of content they're creating around their category. I think every one of them has written a book actually, because Brian Halligan and Dharmesh Shah wrote the book, Inbound Marketing. You mentioned the book that Drift wrote. Sangram has written a couple of books. I don't know if that's a requirement or it's just a coincidence, but I think it certainly has helped. But it's also a reflection of that turning up the volume. We're not just going to write a bunch of blogs and use this keyword on them. We're going to write the book on our topic and really own it. And to me, there's something to that. If you're going to do a category creation play, you don't necessarily have to have the biggest budget in the world. Maybe you're not going to throw a HYPERGROWTH type conference, which is a cool conference. But you are going to need to really be prepared to just saturate the market with content, flood people with educational content around what is that problem you're solving, why it matters, why it's new, and why the new approach is better than the old one. John: Yeah. And that comes down to having patience and the right time horizon. And like you were asking about earlier, if your expectation is that category design is something maybe you can do for a few months and then you can go about business as usual, that's a wrong time horizon. And it will take months or probably years for people to really get what you do and talk about it, independent of conversations with you. And you have to have the content to support that, whether that's an event or a blog or a book or a podcast. And I think you also have to make sure that your investors understand that vision. They understand that you want to create something big, you want to create a category that you can dominate and design to your favor. And then if you do that, five to 10 years from now, you will be in a very good position. But also understanding that the first few years will have a different trajectory than someone who's just really trying to scale growth right off the bat at a very high level. Kathleen: Yeah, I feel like you just brought the conversation perfectly full circle because we started talking about how important buy-in was, top to bottom. And you can think of top to bottom as like CEO to the bottom of the organization. But honestly, if you have investors, that's really the top. Your board has to be totally bought-in because you'll get a ton of pressure. I mean we do have investors. We just got a series A round, so I'm dealing with this right now. And we're very fortunate that we have a really bought-in board, but I completely agree with you. It's also fascinating, you mentioned earlier analysts. That's another thing. If you're working with the analysts, what are the expectations you should have there? Because I recently read a quote that was like, "Gartner will never create a new market if there's only one player in it." Right? Because what's in it for them to build a Magic Quadrant for one company? They're not going to do it. So by definition, if you truly, truly are creating a new category, your thing is new and different and not like anything else and you "don't have any competition" which is like the bad words to ever say... Because even if you don't have competition, you have perceived competition. There's nothing in it for an analyst to say, "Well, this is a new category because a lot of work to produce a Magic Quadrant or a Forrester Wave." They're not going to do it for one company. So that goes back again to the conversation around time horizon. So it's such an interesting play and not for everyone certainly. You mentioned a couple of really good examples from the marketing world, Drift, HubSpot, Terminus. Can you think of any examples from outside of the marketing technology world that are really great examples of category creation? So if somebody is listening and they want to kind of look out in the wild and see who's doing this well, who would you point to? Examples of category creators John: Yeah. Yeah, that's a great point. Once you understand what category design actually means, you start to see new categories all over the place. So I'll mention two. So in high school, Kathleen, I drove a minivan. It had wood siding, I hated it, and it was just the dorkiest car you could drive. But at the time, I didn't know- Kathleen: We have to come back and have a conversation about that in a minute. John: So at the time, I didn't know that minivans were actually representative of a new category in the market. And I can't remember when they first came out. I think it was maybe the mid-80s, and I mean there were these full-size work vans, but people didn't conceive of this van that you would use to haul your family around. It was a completely new category. And it continues to be... I've come full circle. We've got a minivan today, another one. And so anyway, that's kind of a great example. You see that in automotive all the time, so hybrid cars. The Prius was a great example of designing that category. Tesla now for electric cars, SUVs as well. So that's one. And then another one is, I was actually thinking about this on the way to work this morning, the way that Apple and Spotify have really created, I guess, a new category around how music is distributed, I think, is another interesting example. And I think it's a... The reason I bring it up is category design isn't so much about a specific name or a specific taxonomy or a word that Gartner has capitalized. It more has to do with the business model and the way people look at a space. So when Apple launched iTunes, they completely changed the way music was distributed from buying a full album to buying individual songs and to needing to have the physical copy of the media to having a digital copy you could take anywhere. And now, I would argue that maybe Apple or iTunes created that category. They are the first to do that. But I would also argue that it's really Spotify, I think, if I'm not mistaken, I think their user number is larger than Apple's for Apple Music, they're the ones who have actually designed the category. They're the ones who said, "This is what streaming music looks like. This is what you're supposed to pay. This is about how many artists or songs we're supposed to have available. This is how we're going to curate music to you." And that's a completely new way of using music or listening to music. I don't know what the official name for that category is. Maybe it's just called streaming music. It's not something I'm an expert on, but that was a very long answer to your question but those I think are two that come to mind for me. Kathleen: Yeah, I think you're absolutely right. I do feel like we're surrounded by category creation. And it's happening even faster than I think it used to because of the pace of technological change. We just don't necessarily recognize it as such. But when you have that framework through which to think about it, you do start to see it everywhere and it's really interesting to watch. And I think it's kind of like the whole frog that boiled in the water analogy, which is actually a terrible analogy when you really think about what you're talking about. But the notion that- John: Who's actually tried that by the way? Do you know anyone? Kathleen: No, God, I hope not. That's like, don't they say serial killers start by torturing animals? No, no, no. Do not boil any frogs. But the whole idea being it's happening to us. We are experiencing category creation. It's just that it's happening at a pace that we don't like see it. It's not like a yesterday it didn't exist, and today it does. That by the time the category has happened and has become commonplace, it just feels like it's been there all along kind of. It's really interesting. I think there's probably a whole psychological aspect to this that hasn't even been mined in a way that it could. Kathleen's two questions Kathleen: But all right, shifting gears because I could talk about category creation forever, but we don't have forever. Inbound marketing. We talked about really what the podcast is about, and I love talking about category creation as part of it. Because when you talked about consistency and HubSpot and Drift and Terminus, really they were all phenomenal examples of companies that really did inbound marketing well. So when you think about inbound marketing as it is today, is there a particular individual or company that you really think is killing it? John: I'm going to say that it's really like a style of inbound marketing that I think is starting to get a lot of attention and it's this idea of having an evangelist be a voice for the company. And the reason I think this is so interesting is because, like our world is, there's so many messages we get from brands today, both on the consumer side and on the B2B side, that I think people have a real... They started to see that you can have a brand say anything, right? It's a construct. But when you have a person who's a real human being talking about the vision and the values and what their brand represents and how it might be able to help, to me, that's a much more authentic way and it's just very relevant in the world today because I feel like people just crave more human-to-human interaction. So a three examples of that. We've mentioned a couple already, so Sangram and Terminus does that very well. Dave Gerhardt does that. He doesn't have the title of evangelist, but he's much more of the face of the company I think even than David Cancel or others. And then, Ethan Beute at BombBomb is doing that really well. Kathleen: Yeah. John: I know you had him on a previous episode, and yeah. I know there's others out there, but those are the three that come to mind. I see their content very regularly. They all do a different job. They have their own styles. They have their own voice, but they're very authentic. And I think they're adding a lot of value for the respective companies through what they do. Kathleen: I totally agree. Those are three great examples. And picking the right person or settling on the right person to fill that role is such a critical decision for the company. It has to be somebody that truly, deeply understands, as you said, the problem that the audience is experiencing, but that also can come across as charismatically and passionately believing in that shift that needs to occur to create that new category. So it's an interesting mix of skills that you look for when you try to find your evangelist. John: Right, right. So does this mean you're going to step up and be the evangelist at Prevailion? Kathleen: I don't know. We actually... I'm really lucky. And one of the reasons I joined the company is that we have this amazing team of really smart people, who are also very invested in participating in marketing. So our CEO is unbelievable. He could sell ice to the Eskimos, not that he would. That makes him sound like he's a smarmy sales guy. He is so smart and he really has been in the market a long time and knows it, and he's also incredibly well-spoken. So while I would love to get up and talk about it, I think I'm really lucky that I have an executive team that is full of people who could probably fill that role better than I could. John: And you know what? I don't think it's entirely an either or situation. Some of those companies I've mentioned, they have someone who's maybe has the largest following or the loudest voice, but there's others on the team who can contribute to that. And I think that's what's really exciting, is it's not just one person, but you can have a whole series of people on your team evangelize for the company. And I don't know about you, there's something about when I just see the people behind a product that I'm thinking about using. I feel so much more comfortable having that conversation and and exploring what they do than I would if I was just reading pure brand messages. Kathleen: Absolutely. It all comes down to trust, right? And if you feel like you can trust that person who is the chief spokesperson, somehow or another there's a halo effect from that that shines down on the brand. And it really saturates the brand with that feeling of trustworthiness, that makes you want to buy from them. John: Yeah, that's right. Kathleen: Yeah. I love it. Well, digital marketing is changing so quickly. This topic of category creation is so fascinating because conceptually it seems like something that will stand the test of time, but then how you implement it obviously will change over time. With everything changing so quickly, how do you personally stay up to date and stay educated on all things marketing-related? John: Yeah. For me, both listening to and hosting podcasts has been a big driver of my growth. And so conversations like this one with you are really helpful because you and I could swap ideas. The episodes I've done... So I co-host a series on the B2B Growth show around category creation. I also did a series on FlipMyFunnel. That's given me the chance to talk to people who have done more category design work than I have and learn from them in the process. And for me, that's been so much more valuable than anything I could read or stumble across in a newsletter, not that those things aren't valuable. But having one-to-one access to experts, there's few things that are... I'm not sure if anything is going to beat that. Some of those conversations have led to ongoing relationships, where I've been able to ask questions and dive deeper into other topics. And so that's where I found the most valuable use of time, is just having conversations. I love to read, love to listen to podcasts, but anytime I could just talk to people and listen to them and then talk through my own ideas, man, I'd do that every day if I could. Kathleen: Amen. I just filmed a LinkedIn video about this, about how I learn. And the number one way I learn is through hosting this podcast, which when I say that to people, I know that that's not something that's going to be feasible for everyone. Let me just spin up a podcast so that I can learn. But it is the most amazing vehicle because you get to meet such incredible people like yourself, pick their brains, really get into detail that you can't get into in other ways. And it's amazing how much I take away from it. Second for me is I love to listen to Audible business books on 2X speed as I do my commute. John: What are you listening to right now? Kathleen: I am finishing Crossing the Chasm. And then before that, it was Play Bigger, From Impossible to Inevitable, and I come back. I'll listen multiple times to books because I feel like you absorb more the second time. John: Right. Kathleen: So yeah, lots of good ones. There's never too many books to read or never too few books, I should say. I always have more. John: Right, no shortage of content, yeah. How to connect with John Kathleen: Thank you. That's what I was trying to say. Well, if somebody has questions about category design and they want to reach out, learn more about what you're doing, or ask you a question, what's the best way for them to get in touch? John: Sure. So you could email me at John@FlagandFrontier.com. So that's J-O-H-N@FlagandFrontier.com. You can also just put in John.Marketing in your browser, and it'll bring up a really simple page with just my contact info. Sometimes that's easier to remember. Kathleen: So smart. That's great. I love that. John: I can't believe no one bought that domain, but it was there so why not? Kathleen: Genius. John: It's easier than spelling my last name. And then you can find me on LinkedIn as well. I won't attempt to spell my name here, but if you want to link to it in your episode- Kathleen: I'll put that in the show notes, absolutely. John: Yeah. You know what to do next... Kathleen: Great. Well, I have really enjoyed this. I've learned so much. I feel like I probably could have made this podcast three hours long, but nobody wants to listen for that long. If you're listening and you liked what you heard or you learned something new, I would really appreciate it if you would take a minute, go to Apple podcasts, and leave the podcast a five-star review. That is how other people discover us, and that is how we get in front of a bigger audience. So take a minute and do that. And if you know somebody else who's doing kick-ass inbound marketing work, tweet me at WorkMommyWork because I would love to interview them. Thank you so much, John. This has been fun. John: Yeah, my pleasure, Kathleen. And hopefully, we can have another conversation later on as you go further into your own category design process. Kathleen: Yes, about that and also about the minivan that you drove in high school. John: All right, sounds good.

This section ends with the only one with spiritual sight – a blind man from Jericho. He becomes the model disciple, not the Twelve or even Jesus’ inner circle. Jesus asks the blind man the same question He asked James and John – “What do you want me to do for you?” It is one of the most important questions God asks us today. Our answer reveals our motives.

On today's episode of Gritty Founder, Kreig Kent talks with John S. Kim about how he built and grew SendBird. John shares terrific advice on staying positively tenacious and building a strong relationship with cofounders. John sold his previous startup and was Korea's number one player in Unreal Tournament. He is now the CEO of SendBird, the number one chat API, and they've raised more than 120 million dollars. Their customers include companies and organizations like Reddit, Yahoo!, GO-JEK, Delivery Hero and the NBA. Some Questions Kreig asks John: - What was the biggest lesson that you learned from your social gaming company that you took with you to SendBird? (12:47) - What kept you going when you felt like the product was not working? (19:08) - If you were starting a new company and had to recruit cofounders, what is the most important ingredient you would look for in your cofounders? (24:37) - What is one thing you believe that most people would disagree with? (41:06) In This Episode, You Will Learn: - How John started SendBird (4:30) - About John’s background and how he became an entrepreneur (5:34) - Be resourceful, open-minded, and relentless (13:27) - The importance of expectation management (14:00) - John’s journey as the founder of SendBird and a few key takeaways (16:04) - Stay frugal and capital efficient (17:52) - As a founder you need to have positive tenacity (19:22) - The value of peer pressure and having an accountability group (21:30) - Advice for finding and working with cofounders (24:37) - John’s thoughts on diversity (46:42) Connect with John S. Kim: Twitter SendBird Also Mentioned on This Show... John’s favorite quotes: “Positive tenacity.” “Be better than the best.” “The future is here. It’s just not evenly distributed yet.” “Life is in the details.” “Become what you believe.” “This too shall pass.” “People love a guy who rises from the ashes.” John’s book recommendation: Leadership and Self-Deception by The Arbinger Institute

On today's episode of Gritty Founder, Kreig Kent talks with John Higley about how he started EQO. John shares why zebra mussels are a huge problem and what his team is building to prevent them from spreading. Founder of EQO, John honed his skills in cancer research. Now he's using that technology to protect and save the environment. Some Questions Kreig asks John: - What are zebra mussels? (7:02) - What happens when zebra mussels are out of control? (7:57) - What is the big vision for EQO? (18:36) - Can you turn this into a billion dollar company? (30:49) - You built a solid company with product-market fit and paying clients, why did you decide to raise money? (37:38) - What drives you as an entrepreneur? (40:28) - What do you look for in a candidate you are interviewing? (46:57) In This Episode, You Will Learn: - About John’s background, how he became an entrepreneur, and why he started EQO (4:15) - What zebra mussels are and why you should care about them (7:11) - How EQO services work (25:39) - Be coachable and humble enough to listen to other people (42:36) - Never work with friends (44:24) - Hire carefully. There is no room for drama in an early stage company. (47:03) - There is no such thing as a self-made person (52:38) Connect with John Higley: LinkedIn EQO Also Mentioned on This Show... John’s favorite quote: “All truth is simple ... is that not doubly a lie?” ―Friedrich Nietzsche John’s book recommendation: Call Me American by Abdi Nor Iftin

Are you a property manager or owner who wants to recoup financial losses when stuck with a bad tenant who stops paying rent or needs to be evicted? Lower your risk? Trust somebody else to manage your properties? Protect all parties involved?  Today, I am talking to John Higgins, co-founder and CEO of Steady Marketplace, a leading technology platform for property owners and managers. Steady’s subsidiaries offer financial products, including rent default insurance.  You’ll Learn... [02:00] Background of Big Financial Numbers: Starting with event-driven, distressed, and activist hedge fund managers with billions in assets.  [06:37] Steady’s products protect property owners/managers from bad tenant outcomes.  [07:40] Rent Default Insurance: Protection against rental income loss due to tenant’s failure to pay.  [10:15] Rent Default Insurance is widely available and adopted around the world. About 70% are renters and 30% are owners. [12:38] Collaboration Over Competition: Don’t simply copy-and-paste products and policies; leads to lack of innovation. [13:55] Automate It All: Learn from online lending space using technology to streamline processes, operations, and pricing. [15:05] Perfect Businesses are Out of Business: Entrepreneurs think they've got something perfect, only to realize they need to make it better.  [16:15] By the Book: Take regulatory issues seriously, and make sure to do it right. [17:00] Adoption is #1 challenge with any solution, software, or service.  [17:55] Competitive Advantage: Education, awareness, and understanding of product.  [20:53] FAQs: How does it work? Why does this exist? What’s the catch?  [21:55] Renter’s Insurance vs. Rent Default Insurance: What’s the difference? Tweetables Every entrepreneur should make a difference. Otherwise, they're just causing problems. When there’s a loss of rental income due to tenant default, there is no protection. Automate everything: Go slow to go fast. That's how the process works. It's constant iteration to get better, and better, and better. Resources John Higgins’ Email Steady Marketplace Steady Marketplace FAQ John Higgins on LinkedIn SureVestor Rent Rescue National Association of Residential Property Managers (NARPM) DoorGrowClub Facebook Group DoorGrowLive DoorGrow on YouTube DoorGrow Website Score Quiz Transcript Jason: Welcome DoorGrow Hackers to the DoorGrow Show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing your business and life, and you're open to doing things a bit differently, then you are a DoorGrow hacker. DoorGrow hackers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you're crazy for doing it, you think they're crazy for not, because you realize that property management is the ultimate high trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management businesses and their owners, we want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. I'm your host, property management growth expert, Jason Hull, the founder and CEO of DoorGrow. Now, let's get into the show. Today, I am hanging out with John Higgins of Steady Marketplace. John, welcome to the DoorGrow Show. John: It's great to be here, Jason. Thanks for having me. Jason: John, you've got a really big bio and you're really impressive. Do you want me to read all of it? John: You can read whatever you want to read. I'm not that impressive. I'll say you're more impressive hosting this show and with your following in the space. I'm just a guy trying to make a difference. Jason: I appreciate it. That's what every good entrepreneur is trying to do is make a difference, at least I hope. Otherwise, they're just causing problems.  I'll read a little bit here. It says you are the co-founder and CEO of Steady Technologies Inc., a leading technology platform for property owners and property managers. Steady, through subsidiaries, offers financial products that benefit property owners and managers. Their first product is rent default insurance, offered in partnership with the top US insurance carrier that is a Fortune 100 company, rated A+ by AM Best, and S&P.  Prior to co-founding Steady, Mr. Higgins founded Nobadeer Advisors which provided business development and capital market expertise to technology-enabled lending platforms across the variety of consumers and business, lending verticals, and backed by top venture capital firms globally.  Prior to Nobadeer, Mr. Higgins spent 2.5 years at Prosper Marketplace, Inc. where he helped build the institutional loan program growing it from $0 to over $5 billion over his tenure and help scale Prosper's monthly origination volumes over 4000% during his time at the firm.  Mr. Higgins also previously served as a director at Topwater Capital, now owned by Leucadia, where he made investments between $5-$100 million to hedge fund managers across a variety of strategies via structured managed accounts.  Prior to Topwater, Mr. Higgins spent five years working for event-driven, distressed, and activist hedge fund managers with assets as large as $1.85 billion. There's a lot of big financial numbers here, John. A lot of big financial numbers. John: Want me to dive a bit deeper on it and summarize for you? Jason: Yeah. Let's dive into that and then tell us how you got into all of these. John: Sure. I can start from how I got into the hedge funds space which led me through here. I started and talk my way into an internship my junior college, totally unqualified, at the University of New Hampshire versus people that are top of their class from top business schools. Got a shot to join big hedge fund on my way up. I worked my tail off that summer and got a full time offer. I joined that firm full time after I graduated college. I was really lucky. I worked for the really brilliant entrepreneur there who would start this business with $500,000. Four years later, he grew it to almost $2 billion.  Then, left that company and went to Topwater where I was invested in hedge fund strategies via structured managed accounts, kind of cross the bench of the long, short, and distressed credit. That company was acquired by Leucadia which is now Jefferies Investment Bank; the two merged. Leucadia was at a big stake and Jefferies a long story anyway. As that transaction was transpiring, I was approached by the former management team across the marketplace who've I known from the hedge fund industry. They had great entrepreneurs that built and sold the company that served hedge funds called Merlin Securities. They're backed by Sequoia. Sold that business to Wells Fargo and decided they were going to take over Prosper.  They reached out and said, "We're looking for someone to help us build out this business as we take it over and turn it around." Really fortunate to work with tremendous entrepreneurs and the tremendous team there. During my time there, we went from about 50 employees up to about 600+ when I left. That was my first foray into more pure play technology.  We're a financial technology platform. We're offering unsecured personal loans online to end consumers. If you're thinking about going online, applying for a personal loan, no human interaction, [...] pricing, I can get you a loan in a matter of days as opposed to having to leave your house, go to a bank, et cetera, and fill up paper forms. After leaving Prosper, I was consulting for various lending platforms as you touched on in the intro. I got to work again with tremendous entrepreneurs across a bunch of different verticals. One of the people I've got to work with was doing some lending into the small landlord space. It's fix and flip lending and also rental lending. I started looking at the opportunities. I said, "This is really interesting. I know all of these products that helped multifamily owners protect them against bad tenant outcomes."  There's a lot of companies that pop up doing that, but no one's really going after single family. I started looking at the space and opportunity. As you and everyone else in the space realizes, it's actually bigger than the multifamily space. When you live in New York, everyone thinks rental properties are the big highrise. In fact, there's roughly more than 16 million single family rental units in the US, then another 8 million duplexes, triplex quads. All in all, you have about 20 million rental units in the US owned by individual investors that owned less than 10 units. These owners actually can't solve for this risk which is if the tenant goes bad. The smart owners are getting professional property managers or actually better at picking tenants at the established processes and procedures. They're getting bad tenants out. It can help manage those properties and have better outcomes. But still, when there’s a loss of rental income due to tenant default, there is no protection. In fact, my business partner and co-founder, Viken, had a property in New York City that he was renting. Person just skips town in the middle of the night. He was left with close to $20,000. It actually might have been north of $20,000 loss because the tenant just left the unit and didn't say anything. It took awhile to get it rerented. He had no coverage. If he had, it had no protection against that. If you had Steady or some of these other providers that are popping up, they could've indemnify themselves from that loss, and could've been made whole for a modest premium.  Long story short, there's a big need in the market to this type of product. What we're really excited about is working with all the property managers across the country to help ensure this is product underlying landlords and finding ways for everyone to win. Jason: Cool. Let's talk about the product specifically. Explain this to somebody that's never heard of this. They might even be an unseasoned property manager. Describe the problem that exists, that this solves for. John: Sure. When you look at it, if the tenant goes bad whether it's professionally managed or not—let’s suppose it’s some professionally managed properties; that's really who we're serving here in this podcast, and who we speak to—if their tenants goes bad, the owner's mad at them. They might've lose that door because guess what? They probably picked the tenant. They were entrusted by the landlord or the owner to find the tenant, to select the right tenant, and now the tenant's bad. So, the owner's mad, they might lose every relationship. The owner's also rental income. As a result, property managers also lost their property management fee income. Generally, they're charging based on the property management fee.  If you look globally, across Australia, New Zealand, and Europe, this type of insurance product, rent default insurance, is widely available and widely adopted. The reason is that, if you look in other jurisdictions, primarily Europe, it's flipped from the US. It's about 70% renter 30% owner. As we know, post financial crisis, more and more US consumers are now choosing to rent instead of own. So, the property management space is going to be larger and the rental property market is getting larger.  As this is occuring, we think that more and more people will be in need of this insurance because we have a growing market. The insurance itself indemnifies and there's different flavors. We'll speak generally about rent default insurance and what's out there as opposed to Steady, specifically. What we want to do is educate the market on the availability of these types of products.  Rent default insurance, generally speaking, indemnifies the owner against losses as a result of the bad tenant outcome. It could be eviction, tenant skips, et cetera; different programs to different coverages. What this does is it allows the owner who can't self-insure due to the diversification to recoup losses if they are unfortunately stuck with the bad tenant that stops paying rent or needs to get evicted.  Different people had different approaches to it. Us at Steady, we've taken a lot of the learnings from the online lending space using technology to streamline processes, operations, and try to deliver a great product that are at a reasonable price to the end market.  A lot of property managers are saying, "Hey, this is great. This is a huge concern that my underlying owners have. What happens if the tenant doesn't pay rent?" They see property management companies out there that have eviction protection plans or other plans. You've got the SureVestors, the Rent Rescues, and a bunch of other great companies out here, all serving for these types of risks and helping solve these pain points. The reason for that is this huge market is a huge concern. If you've got one property, say you own a home and you move for work across the country. You can't sell your home or whatever reason you have. You put it with the professional property manager. They're managing that, but you're relying on that cash flow for maintenance, upkeep, taxes, et cetera. In many cases, to pay the mortgage. If that tenant goes bad, all of a sudden, you're break even or your cash flowing property gone upside down and now you're coming out of pocket. You now have a liability that you have to come out of the pocket for every month. That's a big pain point, a big concern, and what these types of products do is solve for those types of risk, help landlords have peace of mind, and protect against bad tenant outcomes. Jason: You name dropped some of your own competitors, which is very generous of you. How does Steady standout or differ? How do you compare, standout, or differ in the space? John: We've taken a bit of a different approach on how we can structure our products and policy. A lot of other competitors, not just in space but in insurance generally, what they do is copy and paste what other products work on their markets or other products that other people have launched, and there's not a lot of innovation. As a result, we haven't seen a huge take rate for these types of product in the US.  What we found—you might feel differently—my business partner, Viken, grew up in Paris. What works in Europe doesn't necessarily work in the US. What works in Australia doesn't necessarily work for the US. What Viken and I did when we came together is we deconstructed how these programs work globally. We took a lot of the learning from online lending to build what we believe is a better program here in the US.  One differentiation is automation. Our entire process is fully automated. We just set an email prior to this event saying, "We are now in 20 states." We've got the ability to be in all 50 states. The reason we're not in all 50 states right now is because we want to automate everything. It is going slow to go fast. As we start to take it off here and ramp because the updates have been very strong, it's continuing to go stronger daily, everything will be automated. What that will result in is more efficient processes, procedures, and better pricing.  Jason: Explain what that means so everyone understands. You're saying that automation is a differentiator and that it's fully automated. What's automated? John: A property manager or a property owner can go online to the website, inquire about rent default insurance on their own, and complete the entire process in less than two minutes. There's no human interaction necessary and they could do everything themselves. Now, newer company, newer brand, we’re lucky to be aligned with the very strong brand in the insurance space, but nothing's perfect. As you know, as an entrepreneur, you think you've got something perfect and they realize you need to make it better. That's how the process works. It's constant iteration to get better, and better, and better. Jason: The perfect businesses are out of business. John: Right. We continue to constantly push new development releases and streamlining things. What we believe is that, if you can make the process as easy as buying, say for instance, travel insurance when you're buying a flight and make it that easy, that will be a great outcome for us and for this market. The way which you can do that is through API integrations, the right product structures, the right creativity, the right business development strategies, et cetera.  If you look at our product, where our technology is our technology, our product is our product, the two weren't built separately. They're built together. They work very closely together and in tandem. Because of that, it allows us to deliver a great customer experience, a frictionless process, high scalability, and keep headcount well. Right now, our biggest expenses have been legal and engineering, as you can imagine. It's a technology company, but legal because we invest heavily in making sure that we do everything right and by the book. Also, that our partners do things right by the book. As you know, the property management space has some instances where people have more of a cavalier or cowboy type approach that works until it doesn't. For us, we have ambitions to be a very large company and we operate in a highly regulated space. It's non negotiable for us to run into issues on the regulatory front or have our partners run into those issues. We take that very seriously and focus on in making sure everything is done the right way. Jason: That makes sense. The number one challenge when it comes to any solution or software or third party service is adoption. It's how easy is it for them to adopt this and use. If adoption is a challenge, then it's not going to work. It's not going to grow. People are not going to use it or it's going to be confusing or frustrating.  I'm a big Apple fan. Apple made adoption very easy. My AirPods, I just hold them out, open them up, my phone just show them on the screen, and they connect. It was magic, it's easy, I didn’t have to fill around weird Bluetooth settings or hold down buttons. What you're saying makes a lot of sense.  You've mentioned that it's easy for the consumer or for the property manager. One challenge that I see a lot of firms run into is when you're servicing an audience that's servicing that same audience. You almost can become competitors with them. How do you negotiate that? How does the property manager still have a competitive advantage against them just working with you directly? John: I guess, education, awareness, and understanding. People [...] this in massive market. People don't even know about this product. One parallel I draw frequently is pet insurance. I’ve got a pet, I’ve got a dog who's five now. I have pet insurance that I pay $70 or $80 a month. They haven’t got a good plan because the vet at the time said, "Hey, you should consider pet insurance if there's ever an issue." To me, the asset there is the pet. A little bit different than a rental property, maybe not as emotional as a rental property would be. They said, "Maybe you should look at this." It's a similar thing as what you're seeing happening in the property management space. Property managers are the fiduciary, the trusted advisor to the asset and the asset owner, which is the landlord or the small rental property owner who's contracted the property manager for their services. If they can be introduced to this product, it's for their benefit.  We don't have a big direct push. We're not looking to go after single family rental landlords directly. Our entire business model is predicated on partnerships. Based on our analysis, there's roughly eight million rental units in the US managed professionally. We've love to see that grow larger. Those are also, for us, we believe the best risk. As I touched on earlier, we believe strongly that property managers are better at picking tenants, have an established processes and procedures in getting bad tenants out, and they can get units rented more quickly. Jason: Which lowers your risk as an insurance provider. John: Correct, which results in better outcomes from the underwriting perspective.  Jason: Okay, makes sense. Your interests are aligned directly with property managers. They're your focus.  John: Yes. They are our focus. We just did a giveaway today to property management conference for people that could enter. We view property managers as our partners. Again, the reason I mentioned some of our competitors earlier because the rising tide lifts all boats. We want to see everyone do well, we want to see landlords have access to the solution so they get better outcomes, and we want to see property managers to be able to benefit from this as well.  Jason: Yeah, I love it. I believe that too. I have said before, rising tide raises all ships, but sometimes the bar is so low in property management in some areas and in some markets, that I don't think every ship's going to rise. Some have too many holes and are going to sink, but that's okay. John: That's right. That's Darwinism. Jason: Right, survival of the fittest. What are some of the most frequently asked questions or concerns that property managers are asking you or have been asking in sales conversations? So that we can make sure we address them here on this show. John: A lot of things that a lot of property managers ask is simply how it work. We have an FAQ section on our website and we can share the link on it. "How does it work?" "Why does this exist?" "How can no one else is doing is?" As I catch on, this is the third time I'll mention SureVestor, Rent Rescue, and others. The awareness is growing and that's what the biggest challenge is for all of us in this space is awareness that these types of solutions are available. This isn't like rental insurance or pet insurance. Pet insurance, I guess, is now becoming widely adopted, but people don't know about it and don't understand it. Most of the reactions we got is, "Wow, this exists? This is great. How does it work?" "Wow, that's inexpensive. This makes a lot of sense." It all depends on the property address, the rent amount, and the pricing. Jason: For anyone that's confused, let's just explain the difference between renter's insurance and rent default insurance. John: Renter's insurance covers the renter's possessions and liability to the landlord, generally speaking. It's paid for by the renter and they're doing it, so if there's a fire in the unit, they're not covered from the landlord's policy. Their possessions are gone. The landlord gets the unit rebuild, the house rebuilt, but they don’t receive anything. Now with renter's insurance, then we get some coverage for that.  From the landlord's perspective, if the renter has renter's insurance, they have a guest over, they slip and fall, and break their leg, it protects the liability to the landlord for them getting sued from that slip and fall. That's renter's insurance. Rent default insurance, it depends on the program. Different people, different features. Generally speaking, it covers loss of rent due to tenant skips, eviction, and tenant nonpayment for whatever reason. Jason: Sometimes, we have to make sure things are at an 8 year old level so that everybody gets it.  John: I generally need things at an 8 year old level to understand.  Jason: Right. Most entrepreneurs do because we're just so damn impatient at paying attention to things sometimes.  All right. We talked about how it works, why is anyone doing this. Any other frequently asked questions that people are concerned about? John: "What's the catch?" generally. Insurance companies, for better or for worse, generally don't always have the best reputation for making it easy to make claims, et cetera. That's another thing. Some people want to see the policies and see things in that nature.  Again, the big thing is people just don't understand these types of products exists. That's why we're out there educating the market and letting people know that there are these types of coverages available and you can get the coverage to these types of risks.  Jason: Let's touch on the benefits for a property management business in having this in their repertoire of services and how this can help them sell and close more deals, give them the competitive advantage, maybe. John: What do you see is property managers are now looking at this and some are saying, "I'm just going to include it in all my plans," and say, "This makes a lot of sense.” Now, we've got a differentiator. All of my property management packages include three months of rent default insurance if the tenant goes bad. They're out there marketing and saying that it includes it. Others are saying, "This is interesting. How can we offer this and earn some B revenue?" The only way it works, as I touched on earlier with compliance, is you can't get paid for the sales, solicitation, negotiation of insurance, unless you're an insurance producer. You can do other things such as marketing fees, et cetera, but you can't make conditions on the sale, solicitation, negotiation, and insurance. That's why we spend so much to make sure that anything we do, anything our partners do in partnership with us, is fully vetted and above board. We make sure everyone stays on the right side of the rules. Jason: Do they become somewhat of an insurance agent? Or you're just laying that all together? John: No. They do not become insurance agents in any way, shape, or form unless they've got an insurance agent license. Then, they could be an insurance agent, obviously.  Jason: Okay. John, it's great to see an entrepreneur doing something that's impacting the industry. I believe these products are going to have massive ripple effect in the industry. They're going to create a lot more safety and certainty in the property management space. It's going to lower the risk. It's going to lower the pain threshold for landlords to trust somebody else to manage their properties. It's going to protect all the parties involved and that means it's going to help the industry grow. If Australians, somebody said their markets are any indicator, it seems like these types of products help these markets grow significantly in a relatively short period of time, over a decade. They've grown phenomenally. I heard stats like Australia's grown through 25% in a decade. Largely, they claimed that it was connected to that. I don't know if that's accurately or true, but if that were true and the industry—single family residential—were maybe about 30% are professionally managed, that almost be our industry doubling here in the US. I don't know that there's enough companies here in the US right now to handle that level of growth. That would mean we need to double the amount of companies or we need to double the size of every company that exists. Something in between that. John: Or let's double the size of every company that exists. That'll be a good outcome for everyone. Jason: Yeah. Regardless, I want to make sure that we've got the best. Let's raise the tide. I appreciate that you're seeking to raise the tide. I think collaboration over competition is what builds market, it's what builds the category. It's always important to build the category before you try to build the individual brand. That's Marketing 101, everybody.  Property management is in the same boat. Property management has very low awareness, in general, here in the US and right now, we've got a lot of people going around something in their chest, trying to fill their individual brand. We need to build the category first. There's a lesson for the industry to take away from what you've mentioned and what's going on in what you're doing, so I appreciate that. John: NARPM’s done a good job trying to get the industry moving in the right direction. People like you and a lot of others that are trying to educate and build awareness are very helpful as well. It's great to see everyone working together in some way, shape, or form. Jason: There's no scarcity in property management. There just really isn't. There's 70% in single family residential that are self-managing right now. That does not indicate scarcity. In certain channels of marketing, there is a lot of scarcity because everybody's doing the same stuff, there is scarcity. John, I appreciate you coming in the show. How can people get in touch with Steady and learn more about this? John: They can go to the website www.steadymarketplace.com or shoot me an email john@steadymarketplace.com. Jason: Perfect. John, I appreciate you coming on the show, I appreciate what you're doing, and I wish Steady success. John: Thank you, Jason. Thanks for having me. Jason: Check them out at steadymarketplace.com. If you are, for some reason, not getting the growth that you want, you're growth is good, but you want to pour a little gasoline on that fire, if you find that you're getting a lot of your business lately from word of mouth, and from the trust that you built in the marketplace, I would love to pour gasoline on that fire. That's what DoorGrow specializes in, optimizing your warmly funnel and optimizing your business for more organic growth, which is a lot less expensive than showing up tens of thousands of dollars a year towards pay per click, SEO, and everything that everybody is competing and already doing.  Like I said, I don't believe there's scarcity in the industry, but I believe there's false scarcity that's been created by marketers, and you can avoid that. For those who can't see, I'm wearing my "SEO won't save you" shirt. A lot of people are relying on SEO to save you. Don't get me wrong, SEO is great. If you have the top spot in Google, that's great to have search engine optimization. But there are things that are better than having the top spot in Google like being the most trusted company in your market. Our whole system is focused on building trust for your brand, for your business, and helping you to go after that blue ocean where there's all that business available; that 70%. I appreciate John being on the show. Until next time, to our mutual growth. Bye, everyone.  

Matthew 11-2-30 -NIV--2 When John, who was in prison, heard about the deeds of the Messiah, he sent his disciples 3 to ask him, -Are you the one who is to come, or should we expect someone else-- -4 Jesus replied, -Go back and report to John what you hear and see- 5 The blind receive sight, the lame walk, those who have leprosy are cleansed, the deaf hear, the dead are raised, and the good news is proclaimed to the poor. 6 Blessed is anyone who does not stumble on account of me.- -7 As John's disciples were leaving, Jesus began to speak to the crowd about John- -What did you go out into the wilderness to see- A reed swayed by the wind- 8 If not, what did you go out to see- A man dressed in fine clothes- No, those who wear fine clothes are in kings' palaces. 9 Then what did you go out to see- A prophet- Yes, I tell you, and more than a prophet. 10 This is the one about whom it is written- -- --'I will send my messenger ahead of you, - who will prepare your way before you.' --11 Truly I tell you, among those born of women there has not risen anyone greater than John the Baptist- yet whoever is least in the kingdom of heaven is greater than he. 12 From the days of John the Baptist until now, the kingdom of heaven has been subjected to violence, and violent people have been raiding it. 13 For all the Prophets and the Law prophesied until John. 14 And if you are willing to accept it, he is the Elijah who was to come. 15 Whoever has ears, let them hear. -16 -To what can I compare this generation- They are like children sitting in the marketplaces and calling out to others- -- 17 --'We played the pipe for you, - and you did not dance-....

Welcome back to Pave The Way! Today I have my mentor and sales expert John Martinez on the show. Today you will learn the following     -Background Who is John? -What are the 20% of things that people can do to get 80% of the closable deals -What was the reason he got out of corporate America and start his own thing? -How to find out more about John     Contact/Website for John   midwestrev.com

That he might present it to himself a glorious church, not having spot, or wrinkle, or any such thing; but that it should be holy and without blemish (Ephesians 5:25-27) Beloved, believe it and rejoice. Before the throne of God you are without spot, or wrinkle, or any such thing; for Christ gave Himself for you that you should and shall be, on that day before Him in love, HOLY AND WITHOUT BLEMISH! Oh Lord, I believe it, help me to believe! [Mark 9:24] Revelation 7:9-14: “…I beheld, and, lo, a great multitude, which no man could number, of all nations, and kindreds, and people, and tongues, stood before the throne, and before the Lamb, clothed with white robes, and palms in their hands; And cried with a loud voice, saying, Salvation to our God which sitteth upon the throne, and unto the Lamb. And all the angels stood round about the throne, and about the elders and the four beasts, and fell before the throne on their faces, and worshipped God, Saying, Amen: Blessing, and glory, and wisdom, and thanksgiving, and honour, and power, and might, be unto our God for ever and ever. Amen. And one of the elders answered, saying unto me, What are these which are arrayed in white robes? and whence came they? And I said unto him, Sir, thou knowest. And he said to me, These are they which came out of great tribulation, and have washed their robes, and made them white in the blood of the Lamb.” It almost seemed like our brother John had to be reminded… The elder asked John “What are these which are arrayed in white robes? and whence came they?” and John replied almost as if what he beheld was too wonderful to confirm with his own judgement, but rather committed it to the judgement of the elder by saying “Sir, thou knowest” and he said to John “These are they which came out of great tribulation, and have washed their robes, and made them white in the blood of the Lamb.” Beloved, it is by the doing and dying of the Lamb of God, the Lord Jesus Christ, that a sinner like me, and a sinner like you are doubly saved by His hand. We are sanctified by His doing and made Holy by His righteousness. The one who knew no sin, the Lord Jesus Christ, was made sin for us, that we might be made the righteousness of God in Him (2 Corinthians 5:21). And beloved, we are cleansed by His blood—made blameless by our faithful and justifying Saviour, Christ Jesus the Lord, that our heavenly Father “might be just, and the justifier of [the sinner] which believeth in [His Son] JESUS” (Romans 3:26). In the cross of Christ “Mercy and truth are met together; righteousness and peace have kissed each other.” Oh what a gospel beloved, may the LORD grant us grace to believe it! Lord I believe it, help my unbelief! “Shew us thy mercy, O Lord, and grant us thy salvation” (Psalm 85:10,7). AMEN!