Podcasts about L10

Preacher: The Rev. Deanna J. Briody. Isaiah 66:L10-14, Psalm 66:1-8, Galatians 6:7-16, Luke 10:1-11, 16-20.

From mortgaging his house for a used “bug truck” to commanding Ohio's slickest 10,000-sq-ft “Beehive” HQ, Jason Carpenter has turned Environmental Pest Management into the Midwest's apartment-pest juggernaut—servicing 1 million+ units with a patented data platform (“Pest Genius”) and a 3,000-page digital playbook that lets the business run while he's on the back nine. Sit in with the Blue-Collar Twins as Jason lays out: Door-Knock Origins → $350 K Contract – how a single 50-unit bed-bug job snowballed into a $300 K+ recurring deal and rewired his focus from homes to high-density housing.Pest Genius – the in-house software (and patent) that tracks every unit, photo, KPI and health-department audit across millions of square feet.EOS + Family Power – wife Karen (COO), son Brandon (VP) and daughter Kayla (content chief) running weekly scorecard L10s while Jason stays out of the office—unless he's eaten or played 18.Net over Vanity – why a Franco Giannamore valuation wake-up call pushed margins from “meh” to mission-critical and reset his eight-year, $20 M/20 % BHAG.Golf, Barter & Brand – converting country-club barters into 100+ clients and why density beats door-to-door for long-term wealth.Exit Options – succession plans, EBITDA realities and the number that makes walking off the course worth it. Stick around for Jason's candid take on therapy-backed leadership, mastermind ROI, and why every technician needs to read their P&L. Buzz EP 209 Jason Carpe… From PE Teachers to Pest-Control Owners: The Julio Twins' POTOMAC Experience https://youtu.be/HAx9noqsqTo https://www.linkedin.com/in/paulgiannamore www.potomaccompany.com https://bluecollartwins.com Produced by: www.verbell.ltd Timestamps (podcast.co-ready) 00:00 – Cold-open: Jason on the 3,000-page playbook & “letting the business run itself” 00:35 – Intro at the Beehive; Twins recap Jason's mortgage-and-a-truck origin story 02:00 – Westerville roots, single-mom hustle & senior-year couch-surfing with Chip 05:55 – Sales chops: from shoe store to car lot to bartending—and gambling pool halls 08:00 – Meet-cute with pest control: father-in-law's family firm, $50 K salary, first kids 11:00 – Basement startup (2003), door-knocking for residential accounts 12:45 – 2006 pivot: $40 K bed-bug job uncovers $300 K apartment contract 16:00 – Deciding to own the apartment niche; first million-door vision set 18:15 – Building Pest Genius—tracking every unit, photo & treatment across states 22:40 – Patent filed; integrations with PEStack & Outlook; “differentiator” explained 25:30 – Family dynamics: Karen (COO), Brandon (VP), Kayla (social) & twin grand-babies 28:45 – Therapist-mediated exec meetings; Jason allowed in office only after golf or lunch 30:10 – Chasing the PCT Top 100 & Ohio #1 goals; revenue vs. EBITDA reality check 33:00 – Franco's valuation shock → margin overhaul; net focus pays off 36:00 – Weekly exec L10 cadence; bonus plan ignites management team 38:30 – Golf-course barters to close clients; 220 rounds logged last season 40:00 – Roadmap: $20 M at 20 % by age 62, new HQ, platform density > door crews 42:50 – Advice to solo operators: “embrace small, learn, keep going” 45:00 – Potomac 100 mastermind tease & Puerto Rico invitation 46:30 – Outro & Private-Equity Masterclass CTA

RICHPANELCut your support costs by 30% and reduce tickets by 30%—guaranteed—with Richpanel's AI-first Customer Service Platform that will reduce costs, improve agent productivity & delight customers at http://www.richpanel.com/partners/ajf?utm_source=spotify.FERMAT Create funnels the same way you create ads with FERMAT by visiting ⁠⁠https://fermatcommerce.com/af//In this episode, we does something rare — I get to break down the real P&L of a $5 million DTC brand and show exactly how to think about cost of delivery, fixed overhead, and ad spend efficiency.You'll learn:Why a brand with great product margins can still lose moneyHow in-house manufacturing + fulfillment can kill your profitabilityWhen to cut salaries, outsource ops, and lean into paid acquisitionThe framework I use to analyze any eCommerce P&LIf you run a 7–9 figure eCommerce business and want practical, honest insight into what's really driving (or killing) profitability, this episode is a must-watch.CHAPTER TITLES:1:28 - Intro To A P&L5:00 - Descriptions of a P&L10:17 - Analyzing Sales17:31 - Digital Ad Spend49:53 - Customer Cohort Analysis// SUBSCRIBE TO MY CHANNEL FOR 2X/WEEKLY UPLOADS!//ADMISSIONGet the best media buying training on the Internet + a free coaching call with Common Thread Collective's media buyers when you sign up for ADmission here: https://www.youradmission.co/andrew-faris-podcast//FOLLOW UP WITH ANDREW X: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/andrewjfaris Email: podcast@ajfgrowth.comWork with Andrew: https://ajfgrowth.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

On this episode of the Best Ever CRE Show, Joe Fairless interviews Vince Gethings, a multifamily investor and founder of Tri-City Equity Group. Vince shares how he's scaled a portfolio of 10 apartment communities totaling 800 units and over $100M in assets under management. He discusses his integration of small business ownership—including a flooring company and home installation franchise—to support his real estate operations and cash flow strategy. Vince also dives into the EOS (Entrepreneurial Operating System) framework that he uses to manage his six companies, how he structures L10 meetings across them, and his evolving investment thesis—shifting from C-class value-add to newer, higher-quality multifamily assets in DFW. A candid story about a painful loan retrade underscores the importance of holding firm at the closing table. Vince Gethings Current role: Founder of Tri-City Equity Group; Owner of multiple businesses including flooring and installation companies; Successor to Jake & Gino's Vivo Profits Academy Based in: Dallas–Fort Worth, Texas Say hi to them at: vince@wheelbarrowprofits.com or visit vincegethings.com Get a 4-week trial, free postage, and a digital scale at ⁠https://www.stamps.com/cre⁠. Thanks to Stamps.com for sponsoring the show! Post your job for free at https://www.linkedin.com/BRE. Terms and conditions apply. Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at ⁠www.bestevercommunity.com⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Is waiting months for employee feedback a thing of the past? Dive into the future of work with Shane McAllister and L10 founders, Zyrian Chung and Keith Chan. Discover how their AI-powered platform collects daily insights to transform workplace culture, empower managers, and address issues like silent quitting before they escalate. Learn how real-time feedback and AI can create more engaged and productive teams, and get a peek into the tech (including MongoDB) that makes it possible. Stop guessing, start understanding your team today!TAGs:#EmployeeEngagement, #AIinHR, #WorkplaceCulture, #FutureofWork, #EmployeeFeedback, #RealTimeInsights, #TeamManagement, #Leadership, #HRTechnology, #MongoDB, #L10, #ZyrianChung, #KeithChan, #SilentQuitting, #EmployeeMorale, #TeamProductivity, #PerformanceManagement, #AITools, #EmployeeSurveys, #PeopleAnalytics

Talk or type with our new Team Bot: https://realestateteamos.com/botA Division I college athlete, Chief of Logistics with the US Army Corps of Engineers, licensed real estate agent, franchise founder, and entrepreneur, Harvey Yergin discovered EOS like you … the hard way.  A friend gave him a copy of Traction, which he didn't read … until he experienced pain, frustration, confusion, and misalignment within one of his businesses. Today, because of the value it brought him, Harvey's one of about 900 EOS Implementers helping entrepreneurs around the world. And he's here to help you create vision, traction, and health in your business faster with EOS principles and tools for beginners, as well as for agents and teams already using EOS.Watch or listen to this EOS episode for insights into:- The relationship between vulnerability, trust, and speed- Harvey's background in real estate, entrepreneurship, logistics, and sports- Entrepreneurship before and after implementing EOS- The three goals of EOS, what types of companies it's designed for, and how it can help real estate teams in particular- Where the terms Visionary and Integrator come from and exactly what they mean- Whether and when to modify or customize EOS for your business - and how the decision can speed you up or slow you down- Two questions to ask (and one resource - linked below) to help you know if you're using EOS effectively- How to get started with EOS (yes, you can do it yourself) - Three things your team should have to get started with EOS effectively- How to separate the person on your team from a seat, role, or function for better decision-making- The six key components of EOS (Vision, Data, Process, Traction, Issues, and People)- The importance of the L10 meeting and the pulse of your businessEOS Organizational Checkup:- https://organizationalcheckup.com/Find a local EOS Implementor:- https://www.eosworldwide.com/implementerEOS on YouTube - https://www.youtube.com/EOSWorldwideLibrary of EOS books:- https://www.eosworldwide.com/traction-library Harvey Yergin:- https://www.eosworldwide.com/harvey-yergin- https://www.facebook.com/harvey.yerginiv- https://www.instagram.com/harveyyergin/- harvey.yergin at eosworldwide dot comReal Estate Team OS:- https://www.realestateteamos.com- https://linktr.ee/realestateteamos- https://www.instagram.com/realestateteamos/ Talk or type with our new Team Bot: https://realestateteamos.com/bot

This week, a man accidentally shoots himself at a volleyball tournament, neo-nazis get confronted by armed citizen patrols, Andy shoots his L10 gun with major ammo, a one-magazine review of the Springfield Echelon, Andy taught a lesson and there were tears, Jeff is going back to his M&P out of spite, and much more! Subscribe on Patreon to get an extra episode every week! Listen on YouTube! Andy on Instagram - andy.e.605 Jeff on Instagram - jeff_the_monster_king MW Aktiv Wear - mw_aktiv_wear Not Another Shooting Show on Reddit

aeropuertojazzcafe.com 1136 – L10/03/2025 - Antonio Gonzalez & Arturo Serra - Eme Eme Project - Wilma Baan - Neal Miner - Warren Chiason ENLACES DE AUDIO EN NUESTRA WEB y en esferajazz.com #jazz #podcast #aeropuertojazzcafé EN FM CANARIAS: 7.7 Radio Gran Canaria Radio Sol Maspalomas Radio Insular de Lanzarote Radio Sintonia Fuerteventura Onda Aguere Radio Geneto Radio Tiempo Tenerife Laguna FM .

L10, zo wordt prinses Laurentien blijkbaar genoemd op het ministerie van financiën. Rick en Odilia vinden er wat van. Prinses Charlène zit aan, nee, op de grond, Máxima reist van Washington via New York naar Rotterdam en … Natuurlijk: Amalia! Waar moeten we beginnen over de prinses van Oranje?En de etiquette: Kun je nee zeggen tegen de kroonprinses?

aeropuertojazzcafe.com 1116 – L10/02/2025 - Daahoud Salim Quintet - Adam Kolker - Dmitry Baevsky - Brad Goode Quintet - Thomas Linger ENLACES DE AUDIO EN NUESTRA WEB y en esferajazz.com #jazz #podcast #aeropuertojazzcafé EN FM CANARIAS: 7.7 Radio Gran Canaria Radio Sol Maspalomas Radio Insular de Lanzarote Radio Sintonia Fuerteventura Onda Aguere Radio Geneto Radio Tiempo Tenerife Laguna FM .

Bloomington morons, new Aimpoint dot and Glock, will dots survive in L10 major, Jeff fixed a gun (?!?!?), the greatest thing about the Garmin Chronograph, Jeffs dry fire bad habit that almost DQ'd him, and much more! Subscribe on Patreon to get an extra episode every week! Listen on YouTube! Andy on Instagram - andy.e.605 Jeff on Instagram - jeff_the_monster_king MW Aktiv Wear - mw_aktiv_wear Not Another Shooting Show on Reddit

Are you maximizing the potential of your child care business operations? In this episode of the Child Care Genius Podcast, Brian and Carol Duprey unpack the fourth pillar of leveraging your business: operations. From assembling the perfect leadership team to structuring productive meetings, this discussion is packed with actionable strategies to streamline your processes and keep your centers running smoothly.   Tune in as Brian and Carol explore the value of L10 meetings, a tool for ensuring accountability, tracking key metrics, and fostering collaboration among directors and leadership teams. They share practical insights on how to use scorecards, maintain a weekly pulse on enrollment numbers, and empower your team to take ownership of their roles—without micromanaging.   Delegation and trust are key topics in this episode. Brian and Carol  highlight the importance of giving your team space to innovate while staying informed about the numbers that drive your business forward. Whether it's knowing your FTE data or evaluating the efficiency of your admin team, these operational best practices are essential for long-term success.   Don't miss the next episode, where Brian and Carol dive into leadership—the fifth pillar of leverage in your child care business.  Mentioned in this episode:   GET TICKETS to the Child Care Genius LIVE Conference: https://bit.ly/ccglive25   Need help with your child care marketing? Reach out! At Child Care Genius Marketing we offer website development, hosting, and security, Google Ads creation and management, done for you social media content and ads management. If you'd rather do it yourself, we also have the Genius Box, which is a monthly subscription chock full of social media & blog content, as well as a new monthly lead magnet every month! Learn more at Child Care Genius Marketing. https://childcaregenius.com/marketing-solutions/  Schedule a no obligation call to learn more about how we can partner together to ignite your marketing efforts. If you need help in your child care business, consider joining our coaching programs at Child Care Genius University. Learn More Here. https://childcaregenius.com/university   Connect with us:  Child Care Genius Website Like us on Facebook Join our Owners Only Private Mastermind Group on Facebook    Join our Child Care Mindset Facebook Group Follow Us on Instagram Connect with us on LinkedIn Subscribe to our YouTube Channel Buy our Books Check out our Free Resources

Kiera breaks down need-to-know pieces of leadership meetings—ones that are regularly scheduled, have focused agendas, and require personal ownership from each person present. Episode resources: Reach out to Kiera Tune Into DAT's Monthly Webinar Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Transcript: Kiera Dent (00:00.798) Hello, Dental A Team listeners. This is Kiera and welcome to the Dental A Team podcast. I hope you guys are just having the best day of your life. I hope that you just remember we are truly so incredibly blessed to be able to be in dentistry. I say this often and I genuinely mean it. I think it's so incredible that we get to be a part of dentistry. We get to be part of all this evolution. We get to be a part of AI coming into our practices and being able to have all these fun things. We're able to help our patients with   PRF and now there's laser that's helping with restorative treatments have less sensitivity and we're able to add it on and have literally patients healing like within three days after a full mouth extraction by using a lot of these procedures like it is truly mind-blowing that we get to be a part of this and giving people their smile. I was in an office this last weekend one of the the team members she's new to dental and she said you know a smile is the universal hello.   And while, yes, I've heard that before, it just kind of hit me again of how beautiful of a work dentistry is where we get to help people with that universal hello of being able to smile and have the confidence and also be able to fuel and be able to eat the healthy foods that we need to eat. To my mother-in-law, she had an accident and she wasn't able to eat. Some things happened and just hearing like how hard it was for her to be able to eat and consume food and how hard it was for her body to heal. just thought...   I think we sometimes forget how important our job and our role and what we're doing in dentistry is and the life impacts we're able to make for people. just wanted to remind you of what a great work you're doing and mass kudos and celebrate your team because we really are doing a work that changes lives. I understand we're not heart surgeons, but we are smile surgeons and we're able to give people the smile and the confidence of their dreams and make that a reality for them. So just wanted to remind you.   Keep doing what you're doing because you're making an incredible impact in this world. So as always, thank you for being a part of our Dental A Team podcast family. If you've not left a review, please go leave those five star reviews. Be sure to share this podcast with someone. Just literally like send it to someone. I want you to think of one dentist or one office manager or one hygienist that you know. Just send this podcast to them because I really am here to inspire and positively impact this world of dentistry in the greatest way possible. And the only way I can do that is providing great content.   Kiera Dent (02:21.984) that you naturally want to share. So please share this with someone. And today's topic is going to be really fun for you to share. It's all about how to run effective leadership meetings. I know. Don't worry. I know how to give a good pitch and hook. How to run great effective leadership meetings. I just came in off the road. did nine leadership meetings in one week. That was my latest record. It's definitely something that I have not done before. And to say I was very tired at the end of it and   What my favorite phrase is, came from Tony Robbins and he said, bone tired, but victorious. And that's how I felt. I was literally physically exhausted. I slept in four different hotel rooms in five different days. It was just very, very like I was running. I was sleeping on all different time zones. But by the end of it, my cup was so full from being able to help so many offices achieve goals and dreams and amazing leadership teams that they never believed were possible.   And for me as a consultant, think my greatest success is watching my offices. Yes, I love numbers. I love hitting up sexy numbers. I love seeing offices who when I first started with them, like I have one office that I'm thinking of, when I first started with them, they were doing about 2 million. Incredible practice. They were doing a great job. And just over the course of a few short years, they are now producing, we're hoping that they end in the 5 to 6 million range.   And so to be able to give that ROI of sexy numbers, those are always fun for me to throw out to you of true real life examples, other offices that are producing 12 million, other practices that started out as scratch startups that are now producing 1 million, 2 million, 3 million, and having very successful profit margins on that too, because I don't care what your top line number is, I care what your profitability is, to see offices that bringing on partners are able to pull in 35 % profit.   Those to me are really fun, sexy numbers, because I think in consulting, you're looking for ROIs. And so to be able to share those success stories, but then I also have other offices that don't have as great of numbers. And I really do look to see what's the difference between them. And I think there's a few differentiators and one is execution and commitment. Offices that flourish truly do execute and commit for at least the three to six months or whatever we've committed to as a team, they commit and they stay committed to that. They don't just like, yeah, we did this. And then they let it slip off.   Kiera Dent (04:41.056) The owners are very, very strict with that. Something else is the doctor is very much, the owner is very much involved in not necessarily running the meetings or doing all the pieces, but they're there setting the vision. They are there being a part of it with the team and they very much love their teams. And then the other part is they expect their teams to rise up. They expect their teams to have the conversations. They invest in their teams. They pay for the consulting, but they have their teams come to the meetings.   I have an office and like our meetings every single month. We have our leadership meetings and it is never missed and it is never let go. It is and it is in gold and it's so important and they expect the leadership team to go and tell the doctor what they learned at that meeting versus my other offices who are missing the meetings. They're not blocking the schedules. They're not taking the time. They're not following through. And then we're looking at the numbers. We're consistently looking at the numbers to see where we at, where the lovers and we fall in love with numbers.   All of my offices that are very successful know their metrics forward and backward. If I called each of them up right now, they would know their overhead, they know their profit, they know their collection percentages, they know how much is in their AR, they would know how much their doctors are producing, every single one of them. Like literally I would call them, but that's been trained over years of this is what we need to look for and we need to make decisions off of that. And then I train leadership teams to do the same. Training leadership teams to think like owners, to look at this practice and take the ownership of like, yes, the doctor is here.   but leadership teams are now setting the vision. They're setting the goals. They're setting the objectives. The doctor has a small portion of that as the owner, but the leadership teams are ultimately taking the ownership and having an ownership mindset on the practice. The doctors that don't do as well in consulting, or I would say in general, are the ones who are making excuses that are blaming, that aren't having the uncomfortable growth conversations with their team, that aren't expecting their team to show up to meetings. It's crazy. Some teams start right on time. Like the offices that do really well.   They are always set up, prepared. Everyone has a notebook and a pen. They're there usually five to 10 minutes before the meeting starts. And that's the expectation that they have versus other offices. They're coming in. No one has notes. No one's taking notes. No one's following up on what's going on. You obviously have two different stages, two different standards, but both of them have the same opportunity if they desire. And so just giving you guys some tips on how you can run very successful leadership meetings is one.   Kiera Dent (06:59.796) always have it like set in the schedule and everybody comes and I recommend you always start five minutes like they're there five minutes before and that's on time. We always have an agenda. So there's got to be an agenda. I follow the traction model by Gina Wickman. We call them L10 or level 10 meetings. And there's a very solid structure in there where we start with our personal professional wins of the week. And then we have our expectation of what we're hoping to get out of the meeting. I do this every single time our team does it. My offices that I coach do this.   After that, we then go into reviewing last week. Did we get our action items done? Where are we at? We look at the numbers and the metrics. If anything is off track for that quarter, that goes to an issue that we're going to discuss. And then we move on to issues and issues we don't just go one by one by one. We categorize them, we put them together, and then we look at what's the one, two, and three most important things to get solved and resolved. And we come to meetings to resolve. We don't come to meetings to just talk. So we're coming there to make decisions. We're coming there with all the information people speak up.   Then we commit, we have our action items, people follow through. And a lot of times it's like dependent upon the office manager to tell everyone, no, in very successful leadership teams, you are taking notes, you are writing down your action items of what you need to get done. So you take personal ownership of it. The office manager is just expected to know everything going on. And if something's off track, they go have a conversation with that team member. But if leaders can come to the table this way, if leaders show up this way, leaders are being very involved, the bulk of the time is spent on those issues.   We're not here to debate it of a way of making people right or wrong. We're here to debate of what does the business ultimately need and why is this an issue without blaming? Sometimes it is like you got to call people out like, hey, Kiera, you're not showing up to these meetings on time. And I can either be annoyed, that's the ego, or I can say like, you know what, guys, you're right. And I need to set an alarm 10 minutes before so that way I'm here. I really have found that excuses destroy leadership teams.   excuses of why things aren't happening are what destroy and make it to where we can't move forward. And these are the things that I would recommend and encourage that you actually remove out of your leadership and call each other out of like, Hey, is that an excuse or is that a fact? And encouraging your leadership teams, like I'll throw another plug for Patrick Lanziani's, five dysfunctions of teams book, making sure that we're actually all talking about it. And we're, we're working on winning.   Kiera Dent (09:22.582) And we've got to have the healthy debate. We've got to be able to call each other out and not take the personal offense. We've got to put our egos at the door and it's okay to feel bad because you didn't meet the standards and you let your team down. But that doesn't mean we make excuses or we blame. We take personal ownership and then we commit and resolve and we don't have it happen again. And so that's how you run effective leadership meetings. And then we always rate them and we rate them honestly on a one to 10. So 10 was, was an incredible meeting. We got a lot done. There's a solid plan in place. Everybody's clear.   One is this was a complete and utter waste of time. And the more honest and truthful we are with our meetings, like I've given my team a six before I'm like, it was a six today because we just got in a spin and we resolved nothing today. And it was an absolute waste of time for all of us. So next time we come in, this is what we need to do differently. I usually don't give that low of numbers, but when it's not a good meeting, leaders need to step up and say the honest truth. Now there's the flip side where people are like, I'm never giving tens or I'm never giving this like, but if it was.   give the celebration and let's celebrate that we did an incredible job as a leadership team. and then the other piece that I always recommend. So we start on time. It's always consistent. We have an agenda. There's someone who's taking notes, but everybody should be taking their own notes of what they're expected to do. There's true follow up. No excuses. Let's have that. And then whatever we discuss in the leadership team needs to stay confidential within.   and we all need to be committed. We're not having side conversations and that's literally being all brought up within that leadership team meeting. And you can also do this within your team meetings too if you don't have a leadership team today. But really making sure we're doing these pieces, we're building the trust, we're having the conversations, we're having the healthy debate, we're fully committed. And then I recommend ending that meeting about 10 minutes before time so that way we can make sure, okay, what did we discuss today? What's the action plan?   who's doing what and what did we truly like solve today to make sure we're all on the same page. And it's almost like giving you a 10 minute time to recap it before we get to the next meeting. And I found that that really, really helped. So even on my calendar, we shrink it up by 10 minutes. That way we can recap it at the end and we can end and be done right on time. And I'm always very committed to we end on time. Now, if you're in the middle of something that's very important and if we could get this resolved, we can move it forward faster.   Kiera Dent (11:37.938) move the next meeting if appropriate, but try really hard to end on time. I understand sometimes it takes a while to get things there. So I give our leadership team permission of like, let's move our next meeting by 10 or 15 minutes. That way we can get this resolved. Let's be respectful of time. But I think a lot of those things are very helpful for running it. And something I found is I'm obsessed working with leadership teams. I'm obsessed with helping leaders learn how to run a practice and think like an owner. So we look at the numbers to make the decisions. We have the...   growth conversations with each other. fully committed when things aren't there, we figure out how to have the conversations with each other. This is the type of stuff that freaking lights my fire because if I can teach a team of leaders how to be leaders, that doctor is able to then have a practice that flourishes with a team that's bought in and committed to things that they would never imagine possible. This doctor that I was telling you that went from 2 million to about 6 million, we were chatting and he said, Kiera, I never believed that this would be possible. And I'm like, it's because   it's probably not possible with just you. But when you have a leadership team that's as passionate and fired up about it, they go and find the creative solutions. They're thinking about it as a business. And I've had to like work with this team. We're talking a year, two years, three years. We're helping them look at the numbers and learn the numbers because I don't think that that's happenstance. I don't think that this is something where we just naturally get it. And team members, myself included, we're not looking at the business like a business. We're looking at it as a team member of our   Like the awareness piece that we have is all that we know and all that we know is making paychecks and then paying our bills. We don't know what overhead is. Like it would work. Like that's how much is left over at the end of your paycheck. We don't have big tax bills because our taxes are just taken out of our paychecks for us. And so really helping teams understand how this works in a business. I think there was like a golden star moment in one of my meetings where the office manager said,   This is so incredible because you've literally taught me to think like an owner that I'm thinking like an owner and this is going to hit my PNL and what can I do so it doesn't hit my PNL and I make sure that it's fair amongst the other practices in the organization. And it was like chef's kiss, so much love for her because she literally thought like an owner. She thought this is going to hit my PNL. I don't know that I want to pay for this. What other solutions do we have? So that way it's not taking away from our profitability of our practice.   Kiera Dent (13:57.802) when you can get your leadership team thinking like that and asking those questions, but that takes time, that takes education, that takes having the conversations. And so really, hopefully, that gave you a quick structure of how to run these leadership meetings. But I think the core piece is being consistent, executing consistently, following through, having the conversations, and then staying laser focused. We're all focused on it. Really, really truly is gonna help you guys have incredible leadership meetings.   and incredible practices. So kind of take an assessment of yourself. I gave you a little checklist of like my really amazing offices and then offices who actually don't do as well. Some maybe some DNA traits of these different practices and DNA feels a little unfair to say because I don't think that they're naturally born with it. So I would say that these are more talents that they've developed throughout the years because I believe anybody can be a successful business owner. I believe that anybody can actually have a thriving practice. I believe that practices should flourish.   Somebody I heard, I overheard that they said they thought that the glory days of dentistry is over. And I almost spit like my food out because I was so taken back that we do create our own realities. And I actually would argue that we are in the most glorious days of dentistry. There are so many opportunities around, there's so many ways that we can serve more patients. There's so many amazing things that you can do. And maybe it's just because I consistently see it with the clients that we consult that.   they're living the glory days that they're having these incredible practices that cashflow is not an issue for them. The profitability is there that they can take vacations with ease. Like, of course, everybody goes through ebbs and flows of owning a business, but the glory days are here if you want to. And I think having a leadership team really can help you. So if we can help with that, this is what I think we specialize in exponentially. We definitely do the systems and the foundations. And then we move you into leadership teams and helping them think like owners and the numbers and the pieces. And if that just feels like   Gosh, like I would love that. Reach out, Hello@TheDentalATeam.com or go to our website, TheDentalATeam.com and click book a call. I promise if you're not quite ready, we'll let you know and we'll give you resources. So no matter what, your time will definitely be well worth it. Cause I will make sure that you get resources and value no matter if you work with us or you don't. Because I think sometimes we just need to have the courage to do something differently and to have the courage as an owner to say, I don't know this. I had to say this this year, like guys, I don't know this. I've never done this before.   Kiera Dent (16:14.764) We need to hire an expert who has and can teach us the way. What I'm obsessed with of what we do is we do it with the doctors and the team to make sure that doctors, you don't have to just learn it and then go try and execute it to your team. Cause I actually think as a business owner, that's the hardest part. We literally help with that integration with your team, getting them fired up, getting them excited about it, making it easy for them. And that's what I think we're experts in. There's lots of consulting companies, but definitely team does it with doctors and teams, getting our teams to think like owners, getting them to be incredible leaders.   getting goals to be hit with ease and to have a just ton of fun. Like throw the confetti, laugh a lot, have a good time and serve as many patients as you can. So reach out, I'd love to help you. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.

Rich talks with Joe Jordan from Siro about their AI tool that records your sales reps appointments so your team can get better results (They also share some examples!) SIRO's first appearance on the L10 podcast:  Episode 1671

aeropuertojazzcafe.com 0944 - L10/06/2024 - Torsten Goods - Luismi Segurado Quintet - Gregory Groover Jr. - Madeline Bell - Becoming Quintet ENLACES DE AUDIO EN NUESTRA WEB y en esferajazz.com #jazz #podcast #aeropuertojazzcafé EN FM CANARIAS: 7.7 Radio Gran Canaria Radio Sol Maspalomas Radio Insular de Lanzarote Radio Sintonia Fuerteventura Onda Aguere Radio Geneto Radio Tiempo Tenerife Laguna FM .

Discover the secrets to running a thriving dental practice with effective team meetings as Dr. Paul Etchison, Dr. Stephen Markowitz, and Dr. Henry Ernst reveal their strategies for maintaining a cohesive and high-performing team. Tune in and learn about the power of consistent meeting cadences, the transition from morning huddles to structured weekly L10 meetings, and the creation of pod meetings to address both patient-specific details and broader office themes. This episode promises to equip you with the insights needed to foster a culture of continuous improvement within your practice.Our guests share their journey of transforming team meetings from casual morning gatherings to carefully structured, agenda-driven sessions that have significantly boosted their practice's efficiency. Hear firsthand how the EOS model and its customized implementations like pod meetings have helped tackle issues promptly and drive the team's ongoing development. We also discuss the financial and team-building benefits of investing in all-day meetings quarterly or tri-annually, despite their initial costs.Learn how to cultivate a positive meeting atmosphere using practical tools like Trello for task management and creative appreciation systems such as the "jar of awesome" and token-based gratitude programs. Our experts provide valuable tips on starting meetings with a positive mindset and managing negativity effectively. Dr. Etchison, Dr. Markowitz, and Dr. Ernst offer actionable advice on keeping meetings focused, efficient, and conducive to team morale, ensuring your practice operates at its peak performance.Are you ready to completely systematize and document the way you do things at the practice. The DPH OmniPractice Total Team Success Program is just that. Online Instruction, one on one sessions, sample documents, and worksheets...We take your office through 7 phases of practice transformation and teach you how to manage it all with your team. If you want a team driven systematized practice, go to dentalpracticeheroes.comDPH CoachingAt DPH, we don't coach you on anything we haven't personally accomplished ourselves. We provide: One on One Coaching for Doctors, or Doctors and Teams Group Coaching Programs for Teams Minicourses on every practice management topic you need to know Team Coaching for your Front Desk Exactly what you need to level up, whatever level of practice you are at. Visit www.dentalpracticeheroes.com to Learn more, and check out our new 7 Phase OmniPractice Total Team Success Program to learn how to systematize your office, all while creating a leadership team to help you manage it all.

Tired of endless unproductive meetings? The L10 meeting model might be your answer.Today we will explain what the L10 meeting is, tell you who came up with it, give you the 5 part outline  and then give you 5 tips to run successful L10 meetings. CONNECT WITH US Claim Your Weekly EDGE Newsletter to Boost Your Productivity. It's FREE!Over 24,225 listeners and counting! If you have an amazing productivity tool or app that will make people more productive please reach out to us at b at brandon c white dot com OTHER GREAT PODCASTS ON THE BEST PODCASTS NETWORK How to Write a Business Plan Podcast Owning a Business Podcast MARKETING Podcast The Brandon White Show Thanks for listening to the productivity podcast!

In this episode of the Industrial Advisors Podcast, hosts Bill Condon and Matt McGregor share insights into their daily routines as successful brokers. They discuss the importance of planning, categorizing days for client focus, preparation, and rest, prioritizing important tasks, and integrating flexibility for personal commitments. Additionally, they introduce a structured team meeting approach, the L10 meeting from EOS, which has significantly improved their team's focus and productivity. This episode provides a peek into the disciplined yet flexible approach successful brokers take to manage their time, focus on business development, and ensure team alignment and effectiveness. 00:39 A Day in the Life of a Successful Broker 00:49 Organizing for Success: Strategies and Routines 03:35 Prioritizing Business Development and Client Interaction 04:54 Effective Team Meetings: The L10 Approach 06:07 Closing Thoughts and Thanks You can find every episode of this show on Apple Podcasts, Spotify or YouTube, For more, visit industrialadvisors.com

"Getting A Grip" is a brand new show for Michigan Business Network, hosted by long-time MBN contributor Michael Maddox. In this weekly program Mike will focus on helping entrepreneurs end the chaos. Through the Entrepreneurial Operating System (EOS) we highlight ways that business owners can clarify their vision, gain traction, and increase team health. Entrepreneur and Professional EOS Implementor, Mike Maddox, highlights the foundational tools of EOS, shares real world examples, interviews fascinating guests, and will challenge your way of thinking. If you are ready to end the frustration and share a few laughs along the way, listen to Getting A Grip each week. For Episode 8: Guest Bio Ryan Henderson, Owner/President AC&E RENTALS INC https://www.linkedin.com/in/ryan-henderson-25495419/ Episode/Interview Details Tell us about AC&E *Purpose, Cause and Passion *Core Values How has EOS Impacted AC&E *What to do when stuck- hitting the ceiling *Grow or Die In what ways has EOS had a personal impact for you *Ability to dream again *Remove the burden and weight What advice would you give to entrepreneurs considering EOS *The importance of hiring a professional EOS Implementer What advice would you give to companies just beginning their EOS journey *Using the tools and practicing fundamentals What EOS Tools have you found the most impactful? (5-5-5, People analyzer, GWC, Clarity breaks, delegate to elevate, L10 meeting, etc) *Accountability Chart *L10 meetings *I also like to ask guests to share a motivational movie scene, poem, song – something that gets them fired up! *Practicing Fundamentals and commitment to excellence- Nick Saban » Visit MBN website: www.michiganbusinessnetwork.com/ » Subscribe to MBN's YouTube: www.youtube.com/channel/UCqNX… » Like MBN: www.facebook.com/mibiznetwork » Follow MBN: twitter.com/MIBizNetwork/ » MBN Instagram: www.instagram.com/mibiznetwork/

683: Eric Hubbard - Does Culture Really Affect Your P&L?Have you ever wondered whether company culture really affects your P&L? In this episode, Kirk welcomes Eric Hubbard from Pain Free Dental Marketing to talk about the importance of culture and how it can differentiate a dental practice from corporate dentistry. They also discuss the role of core values in shaping culture and the negative impact of tolerating a bad culture fit. Eric shares his personal aha moments and offers advice to dentists on building a healthy culture.Episode Resources:Subscribe to The Best Practices Show podcast Join ACT's To The Top Study Club See ACT's Live Events Schedule Get The Best Practices Magazine for free! Rate and review the podcast on iTunesFollow Pain-Free Dental Marketing on Instagram: https://www.instagram.com/painfree_dentalmarketing Learn more about Eric and Pain-Free Dental Marketing: https://www.painfreedentalmarketing.comMain TakeawaysCulture plays a significant role in the success of a dental practice and its impact on the P&L cannot be underestimated.Core values are essential in shaping a positive culture and should be clearly defined and communicated to the team.Leadership plays a crucial role in maintaining a healthy culture and should not tolerate a bad culture fit.Learning from mistakes and aha moments is essential for personal and professional growth.A strong culture can lead to increased team engagement, patient referrals, and acceptance of treatment.Segments00:00 Introduction02:06 The Importance of Culture in Dental Marketing07:23 The Impact of Culture on the P&L10:09 The Role of Core Values in Culture12:39 The Role of Leadership in Shaping Culture16:28 The Role of Trust in Culture18:54 The Negative Impact of Tolerating a Bad Culture Fit20:49 Learning from Mistakes and Aha Moments25:13 Addressing Dentists' Concerns about Culture30:02 Culture's Impact on Team Engagement and Growth34:07 ConclusionQuotes:“I think that we're seeing the commoditization of dentistry and with the rise of DSOs and corporate efforts. Corporate dentistry wants the commoditization. They don't want you looking for a specific dentist. They want you looking for a crown. They don't want you to get tied to a hygienist because the turnover is so high.” [5:00 - 5:31]“There's a wonderful opportunity in the private practice realm of how to differentiate yourself from that and un-commoditize yourself from insurance, who also wants a commodity in corporate industry.” [5:25 - 5:39]“You have to differentiate yourself from corporate dentistry. You have to differentiate yourself from what insurance wants you to be. And you have to do that by telling your story. And the basic way to tell

In the third episode of the Business Operating Systems series, host Charlie Malouf welcomes back Stacey McCormick and Carl Hillesland to discuss the transformative impact of Mr. Mo, the Retail Performance team's business operating system. Introduced in late October 2021, Mr. Mo powered the Retail Performance team to achieve record results in 2022 by instilling an increased cadence of accountability and increasing trust. In this episode, Stacey and Carl walk through their approach to implementating Mr. Mo; recount the roles each of them played; discuss their healthy and vigorous debates; and review the key milestones that they achieved along the way.  They discuss the impact of measuring three main behaviors (Using 3X Tool, Draw the Room, and conducting a quality Comfort Test) to drive exponential results.   And they discuss how Mr. Mo led to several iterations and improvements of their most critical sales processes.  For instance, they have had seven different iterations of the 3X tool, and v8 is in the process of launching now.  They have retooled the Comfort Test process twice since launching Mr. Mo.  And, they have introduced multiple additions and enhancements to the C4 sales process, such as the Purposeful Reapproach.  The episode delves into how the indoctrination of Mr. Mo led to notable uplifts across the board in their Retail KPIs in 2022, including the following:       - Highest Sales per Guest (SPG) in a single year that the Company had ever had      - Highest Revenue Volume Year      - Highest Conversion Rate      - Highest Average Ticket (by far!)      - Highest Sleep SPG      - Highest Secret Sauce (effective net margin)      - Highest # of Experts Stacey describes how the impact of Mr. Mo helped them overcome a challenging economic year for the retail furniture industry in 2023.  When many other retailers were struggling or suffering through double digit declines, we experienced a record year in every single measurable KPI that we control and impact, except for one, in 2023.  That speaks to the power and impact of Mr. Mo and an established Operating System within a Company or department. Topics and takeaways in this episode include:      - Visionary - Integrator relationship      - Goal-Setting changes in terms of raising the floor of performance instead of shooting for the moon.  Instead of raising the ceiling, raise the floor.      - Burning the Boats      - Offense sells tickets      - Rising tide lifts all boats      - Business Operating System helps you get today done while keeping an eye on the long-term benefit      - Behaviors drive beliefs      - Framework for solving unknown problems when they manifest      - In reference to the October 2023 Cyber Event incident: in times of uncertainty, you need to increase your communication.        - Your leadership either creates confidence or chaos. Their adaptation of Mr. Mo facilitated leadership development and empowered employees, especially during challenges like a major cyber incident in 2023. The ethos of playing the "infinite game" in business, as per Simon Sinek, and fostering collaboration across departments were key themes explored, demonstrating the long-term success of Mr. Mo at Broad River Retail. Stacey and Carl discuss some of the books that they have read along with their Senior Retail Leadership Team that have helped shape their framework by introducing tools from EOS such as "rocks" and the rigorous L10 meeting structure, which has elevated the senior retail leadership team's understansing of the concepts within Mr. Mo.  And these books have helped them them all get on the same page.  These books include the following:  Traction: Get a Grip on Your Business by Gino Wickman: https://www.amazon.com/Traction-Get-Grip-Your-Business/dp/1936661845/    How To Be A Great Boss by Gino Wickman and René Boer: https://www.amazon.com/How-Great-Boss-Gino-Wickman/dp/1942952848/    The Infinite Game by Simon Sinek: https://www.amazon.com/Infinite-Game-Simon-Sinek/dp/073521350X   Watch Episode Two from this series here: https://www.youtube.com/watch?v=yuHenu3l51U   Find the first two episodes on this series here: www.youtube.com/@StoriesFromTheRiver This episode on YouTube: https://youtu.be/ApFNYx_wZJo   We hope you enjoy this episode and subscribe to our podcast for a new story each week.  Visit https://www.storiesfromtheriver.com for more episodes.

In the third episode of the Business Operating Systems series, host Charlie Malouf welcomes back Stacey McCormick and Carl Hillesland to discuss the transformative impact of Mr. Mo, the Retail Performance team's business operating system. Introduced in late October 2021, Mr. Mo powered the Retail Performance team to achieve record results in 2022 by instilling an increased cadence of accountability and increasing trust. In this episode, Stacey and Carl walk through their approach to implementating Mr. Mo; recount the roles each of them played; discuss their healthy and vigorous debates; and review the key milestones that they achieved along the way.  They discuss the impact of measuring three main behaviors (Using 3X Tool, Draw the Room, and conducting a quality Comfort Test) to drive exponential results.   And they discuss how Mr. Mo led to several iterations and improvements of their most critical sales processes.  For instance, they have had seven different iterations of the 3X tool, and v8 is in the process of launching now.  They have retooled the Comfort Test process twice since launching Mr. Mo.  And, they have introduced multiple additions and enhancements to the C4 sales process, such as the Purposeful Reapproach.  The episode delves into how the indoctrination of Mr. Mo led to notable uplifts across the board in their Retail KPIs in 2022, including the following:       - Highest Sales per Guest (SPG) in a single year that the Company had ever had      - Highest Revenue Volume Year      - Highest Conversion Rate      - Highest Average Ticket (by far!)      - Highest Sleep SPG      - Highest Secret Sauce (effective net margin)      - Highest # of Experts Stacey describes how the impact of Mr. Mo helped them overcome a challenging economic year for the retail furniture industry in 2023.  When many other retailers were struggling or suffering through double digit declines, we experienced a record year in every single measurable KPI that we control and impact, except for one, in 2023.  That speaks to the power and impact of Mr. Mo and an established Operating System within a Company or department. Topics and takeaways in this episode include:      - Visionary - Integrator relationship      - Goal-Setting changes in terms of raising the floor of performance instead of shooting for the moon.  Instead of raising the ceiling, raise the floor.      - Burning the Boats      - Offense sells tickets      - Rising tide lifts all boats      - Business Operating System helps you get today done while keeping an eye on the long-term benefit      - Behaviors drive beliefs      - Framework for solving unknown problems when they manifest      - In reference to the October 2023 Cyber Event incident: in times of uncertainty, you need to increase your communication.        - Your leadership either creates confidence or chaos. Their adaptation of Mr. Mo facilitated leadership development and empowered employees, especially during challenges like a major cyber incident in 2023. The ethos of playing the "infinite game" in business, as per Simon Sinek, and fostering collaboration across departments were key themes explored, demonstrating the long-term success of Mr. Mo at Broad River Retail. Stacey and Carl discuss some of the books that they have read along with their Senior Retail Leadership Team that have helped shape their framework by introducing tools from EOS such as "rocks" and the rigorous L10 meeting structure, which has elevated the senior retail leadership team's understansing of the concepts within Mr. Mo.  And these books have helped them them all get on the same page.  These books include the following:  Traction: Get a Grip on Your Business by Gino Wickman: https://www.amazon.com/Traction-Get-Grip-Your-Business/dp/1936661845/    How To Be A Great Boss by Gino Wickman and René Boer: https://www.amazon.com/How-Great-Boss-Gino-Wickman/dp/1942952848/    The Infinite Game by Simon Sinek: https://www.amazon.com/Infinite-Game-Simon-Sinek/dp/073521350X   Watch Episode Two from this series here: https://www.youtube.com/watch?v=yuHenu3l51U   Find the first two episodes on this series here: www.youtube.com/@StoriesFromTheRiver This episode on YouTube: https://youtu.be/ApFNYx_wZJo   We hope you enjoy this episode and subscribe to our podcast for a new story each week.  Visit https://www.storiesfromtheriver.com for more episodes.

Today I talk about "Summer or Winter" with easy Japanese from up until L10.Support this podcast at — https://redcircle.com/japanese-with-shun/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Kids learn that God always does good things and the devil only does bad things. John 10:10, "Jesus came to give us a good life." L10 #christiankids, #kids, #biblestoriesforkids, #biblelessonsforkids, #bedtimestories, #puppets, #Godisalwaysgood, #john10:10, #roncarriewebb, #ronandcarriewebb, #fishbytes4kids, #jesusnmeclubhouse

Hey Rainmakers! We're excited to have you back with us, ready to dive into a topic that's been huge for us – Key Performance Indicators, or KPIs. These guys have been a game-changer in our business and personal growth journey. But hold on, because there's something else we're excited to share: scorecards. Thinking back to a time before we became the Rainmakers, navigating the unknown waters of entrepreneurship as wedding photographers without KPIs or scorecards. It was all gut feelings and hope, filled with anxiety, especially during those lean months. Now, fast forward to our days as Rainmakers, and KPIs and scorecards have become our guides. Think of KPIs as the metrics on your scorecard – the lines that provide clarity and direction. It's like creating a game where you make the rules and keep score to determine if you're winning or need to change things up. Whether you're just starting out or steering a business towards scaling new heights, KPIs and scorecards are your friends. They act as a safety net during the slow times and can predict the future path for your business's growth. Here at Rainmakers, we've woven scorecards into our daily operations, using them to set goals, make predictions, and gain cool insights. Ready to start your KPI journey? All you need is a basic spreadsheet, like a digital scorecard. Create a list of the responsible parties and the KPI categories, similar to the rows and columns of a scorecard. Set up quarterly goals that align with your big vision. Focus on a few key metrics that really drive your business.  Our Rainmakers experience is living proof of the awesome power of KPIs and scorecards. By zeroing in on the top three drivers of your business, tracking them religiously through your scorecard, and setting real goals, you'll see amazing growth.  Are you ready to take a deeper dive into the world of KPIs and scorecards? Hit that play button now to gain access to insights that can set you on a path to success like never before!   Connect with us: The Rainmaker Challenge: https://rainmakerchallenges.com/join ► Subscribe To Our YouTube Channel: https://bit.ly/33EdgBs ► Website: therainmakerfamily.com ► Facebook: www.facebook.com/diazfamilylegacy ► Instagram: instagram.com/chels_diaz instagram.com/steezdiaz instagram.com/therainmakerfamily ► Get Free Stuff On Amazon: stephensfreestuff.com/sfs Episode: minute by minute  00:00 Jumping into today's episode about spreadsheets and the importance of tracking your business! 01:18 Tracking business growth and all your revenue, using what we call, a scorecard  02:07 Chelsey talks about the beginning of their business journey and the lessons they learned  03:53 Stephen stalks about how a scorecard helps predict future patterns in your business 04:20 Implementing the scorecard into our L10 meeting structure: listen back to episode 99 for more on that structure!  05:05 The importance of looking at the scorecard every week as a business  06:31 How do you know that you had a good week in your business? 07:12 Examples of what to track in your business  10:15 Here are some examples of what scorecards can look like for you!  11:15 Steps to creating your first scorecard  13:16 Chelsey gives an example of setting personal scorecards outside of your business  18:53 A list of our different businesses that each have a scorecard  22:05 In the beginning stages of your business and setting a foundation for growth  25:03 Here is how you can take action today!   

In this captivating podcast episode, we delve into the remarkable journey of Devin Johnson, the current Chief Executive Officer of Kennected, an Indianapolis-based SaaS company with a staggering 20,000+ users.Devin is not just an accomplished entrepreneur but also a visionary leader and marketing maestro. Under his leadership, Kennected has achieved unprecedented success, boasting 55 employees and an impressive $25 million in total sales, earning a spot on the prestigious INC. 5000 ranking at #438 with an astounding 1,102% growth in 2022.Devin's vision transcends mere business success; he aspires to build a world where relationships hold more value than money, fostering a culture of mutual support among professionals. This noble vision has led Kennected to be recognized as a "Top Place to Work" in Indianapolis.While he is thriving now, his life journey hasn't been without its share of challenges. At the age of 15, faced with a family struggling with adversity and a father actively selling drugs, he began reselling sneakers to earn money and eventually delved into the world of limited edition releases and flips. At 16, he took a step further by getting a moped and participating in trade shows. Tragically, at the age of 21, Devin's father passed away due to an overdose.Throughout these trials, Devin clung to a crucial mindset: "This isn't a forever thing."He discovered that focusing on small wins helped him overcome negativity, and he urged others to change their perspective and avoid getting stuck in the difficulties of the present moment. He emphasized the importance of not succumbing to a victim mindset.Devin also shared valuable insights about building confidence, creating ego, and harnessing momentum to move forward.He believes that you can control three critical aspects of your life: your mindset, your actions, and your reactions.When confronted with tough decisions, he stressed the importance of learning from them and transitioning from gut instincts to data-driven choices.Devin also touched on the significance of creating a robust business infrastructure, using an L10 meeting structure, and organizing finance-only meetings to drive the company forward.He defined confidence as keeping small promises to oneself and identified ego as the consistency in one's confidence, providing direction and personal and organizational momentum.Even when things seem to blow up, Devin reminded listeners that they already possess good people, processes, and technology.At the age of 26, he now leads a 55-person company, showcasing that no matter how tough things may appear, a fresh start awaits each day when you lay down to rest.Join us in this inspiring podcast as we explore Devin Johnson's remarkable journey from reselling sneakers to becoming the CEO of a thriving SaaS company, filled with wisdom, resilience, and valuable lessons for aspiring entrepreneurs and leaders alike.

Are you looking for ways to maximize your work week and have a more productive mindset at work? In this episode of the Maximum Lawyer Podcast, hosts Jim and Tyson discuss the most valuable parts of their work week. Both speak to 3 things they do each week to help with productivity.For individuals who own their own company, it is important to spend some time at the beginning of your week going over your priorities and to-dos. Jim talks about how spending 15 minutes with his personal assistant each week allows him to know who he needs to connect with, what meetings he has and go through his emails. Having that support allows you to delegate your tasks to other people so you can take some of that workload off of you.Physical and mental health is so important to ensure you have a good work week. Both Tyson and Jim speak to the importance of prioritizing self care before they start the day, which helps get them focused and in the right mindset. Whether it be working out first thing in the morning or having a standing massage session in the middle of the week, these self care moments allow for you to recharge and refocus to continue your day.Having weekly leadership team meetings is a huge part of not only having a successful company, but ensuring members of your team are on the same page and working well. Think of these meetings like a football team huddle, where you get in, figure out your game plan and “break” to get back to business. It allows for everyone to understand the goals for the week and speak to any wins or challenges.For those in the legal field, mastermind sessions are a great way to network and learn from others. It is a chance to share your struggles with other law firm owners who will advise you on how to work through them.Implement some of these strategies into your work week to achieve more productivity! Take a listen!2:42 Jim discusses the importance of spending 15 minutes each day with his personal assistant to delegate tasks and clear out his calendar and email inbox.4:16 Tyson talks about the significance of his daily workouts in helping him stay focused and release extra energy, as well as the added benefits of cold plunges.8:53 Tyson highlights the value of the L10 meeting, a weekly leadership meeting where the firm's leadership team comes together to address issues, align goals, and move the firm forward.11:35 Speaker 2 emphasizes the need to take time to rest and relax in order to have a clear mind and come up with innovative ideas.13:51 Speaker 3 explains what a mastermind is and how it involves sharing goals, wisdom, and problem-solving among law firm owners.Jim's Hack: In every conversation you have you are being presented with content ideas. Notice, pay attention and write it down! Tyson's Tip: Grab the YouTube Transcript Extractor Chrome Extension!

Our latest episode of the "What the Tech" delves into the world of EOS and discover the power of L10 meetings with host Becky Cross, VP of Client Services, and Tyler Klypchak, a Client Services Manager. You will hear about how this tool helps us streamline processes, enhance productivity, and achieve greater results.

In this episode: Reminder to participate in the online surveys for production, L10 and Limited Optics, where does advantage come into play in approving gun swaps during a match, does the RO need to see an empty chamber at Unload and Show Clear?, what is and is not acceptable as a chamber flag, fixing WSBs at the match, coaching and such at Steel Challenge, wearing body armor/helmets/gas masks/etc. during a match and does 5.3.1 come into play, what is meant by normal duty gear vs. duty type gear but not their duty gear for LE/Mil participants,  "air racking" at unload, scoring targets shot from the back side, what to do if the match book diagrams/WSBs don't match what is presented on the ground at a match (hint: they never do).

Brad Porter, Founder and CEO of Collaborative Robotics Until recently, Brad was a vice president and distinguished engineer at Amazon, working on some of the internet giant's most ambitious projects like Amazon Prime Air, Amazon Prime Now and Amazon Robotics. We ask Brad to walk us through his career arc and how he became one of the few technologists in the tech industry to crack the "L10" distinguished engineer job level. After he shares his advice about how to reach the next step in your career, we look into what it's like to be a founder on the cutting-edge of technology, including the future of robotics and being a startup founder that has to raise venture capital, create a product roadmap from scratch, and build the foundations of a multi-generation business. http://blindap.onelink.me/ttCg/esldqiw8

Welcome back to Pints with Pat! On this episode, pat discusses having the courage to live a life true to yourself. With starting something new, grinding and hammering through at the beginning is necessary for growth. The L10's and meetings we have are getting better and more productive each week. The task list and to-dos are getting solved and checked by the next week, which is essential in this stage. Pat mentions we hope to be pouring our first foundation in just 6-12 weeks. Super exciting for the team as we go down this path. He transitions to the past week at the IEB Conference where he keynoted. Most of the talks were about clarity, which is crazy to think about but the similarity shows that everyone is craving it. Getting clear on your personal and life is a must and necessity in all industries. He goes into talking about clarity within the office and our alignment will help paint the picture for our future. From this, he talks about living a life true to yourself, which was also a main point in his presentation. The top regret of dying people according to Bronnie Ware is simply this, "I wish I had the courage to live a life true to myself, not what others wanted from me". It's all about going down the road less traveled. What's more risky, taking the safe route or trying new things by betting on yourself, and not others? Pat encourages you to take the risk. You have to in order to see what you're capable of. Thanks for tuning in and hope everyone has a great week! 

Welcome back to Pints with Pat! On this episode, pat discusses having the courage to live a life true to yourself. With starting something new, grinding and hammering through at the beginning is necessary for growth. The L10's and meetings we have are getting better and more productive each week. The task list and to-dos are getting solved and checked by the next week, which is essential in this stage. Pat mentions we hope to be pouring our first foundation in just 6-12 weeks. Super exciting for the team as we go down this path. He transitions to the past week at the IEB Conference where he keynoted. Most of the talks were about clarity, which is crazy to think about but the similarity shows that everyone is craving it. Getting clear on your personal and life is a must and necessity in all industries. He goes into talking about clarity within the office and our alignment will help paint the picture for our future. From this, he talks about living a life true to yourself, which was also a main point in his presentation. The top regret of dying people according to Bronnie Ware is simply this, "I wish I had the courage to live a life true to myself, not what others wanted from me". It's all about going down the road less traveled. What's more risky, taking the safe route or trying new things by betting on yourself, and not others? Pat encourages you to take the risk. You have to in order to see what you're capable of. Thanks for tuning in and hope everyone has a great week! 

AJ Nealey, Jennifer Hulbert, and Carl Hutchinson discuss their experiences with implementing EOS (Entrepreneurial Operating System) in their businesses. They highlight the benefits of EOS, such as increased accountability, better communication, and improved productivity. AJ Nealey, Nealey Auto Service, Edgewater, MD. AJ's previous episodes HERE Jennifer Hulbert, Service Plus Automotive, Calcium, NY. Facilitator for the Institute for Automotive Business Excellence. Carl Hutchinson, Complete Automotive, Springfield, MO. Listen to Carl's previous episodes HERE Show Notes: Watch Video Episode HERE (00:00:33 - 00:04:54) Experiences with implementing EOS in business and the benefits it has brought (00:02:27 - 00:03:15) Creating a classroom page on the website with modules that can be used for team training in the EOS Classroom Modules (00:04:55 - 00:05:16) The challenges of implementing EOS, including the need to change the whole mindset of how businesses are run (00:05:48) The key components of EOS, including vision, people, data, issues, process, and traction in the key components of EOS (00:07:18) The importance of the people component of EOS, including core values, expected behaviors, and the people analyzer tool (00:10:02) The benefits of networking with other industries at the EOS conference and how it helps to sharpen their tools in the toolbox (00:13:43) How EOS can be implemented on a smaller scale without the need for an implementer (00:15:35) Experiences with implementing EOS in businesses and how it has led to significant growth (00:18:09) The importance of identifying and addressing the five dysfunctions of a team, including trust, fear of conflict, commitment, and accountability (00:24:10) The speakers discuss the relationship between the visionary and integrator roles in a business, as outlined in the book "Rocket Fuel" (00:25:36) The importance of encouraging the free flow of information and ideas within a company, and how to address issues and frustrations (00:27:20) The use of software, such as Traction Tools and EOS One (00:28:51) The different types of meetings, including leadership and departmental meetings (00:29:57) The L10 meetings (00:32:10) The importance of transparency and avoiding silos in businesses (00:33:43) The importance of empowering employees to make decisions and share knowledge within the organization (00:34:32) The importance of creating a safe environment for employees to share their frustrations and ideas (00:35:18) The concept of "rocks" or goals in EOS, and how they are used to set targets for the company and individual positions (00:39:20) The importance of quarterly conversations with employees All books mentioned on our podcasts:

If you aren't having meetings with your coaches, you need to start now!  Not sure where to start or what to do to run them successfully? Tune in to this episode to get all the details on how to take your coaches to the next level through Coaches L10 meetings. L10 meetings are team meetings that help you overcome obstacles, find solutions, create and share ideas, and plan and execute. This episode's guest, George Vidosh, has an impressive profile and long history as a coach and as a leader. He sums up his years of experience to give you the best tips to level up your team and improve your client experience. 00:00 - Your host Bryce introduces George Vidosh, one of Fit Body's Coaching and Profitability (CAP) team members. 01:55 - George explains what an L10 is and their importance. 03:33 - George dives into his experience leading L10s and how they're led at his Fit Body location with the location owner, Barrett Henson. 04:40 - Why it's important to have a Coaches L10. 05:50 - Bryce and George discuss how to improve client experience during team meetings. 07:39 - Listen to the format breakdown of L10s. 09:23 - Bryce and George discuss the difference between regular L10s and Coaches L10s. 11:42 - Learn who runs L10s. 14:19 - George gives his input as to how many L10s should be led and what they should be for. 17:39 - George discusses the timeline of the L10s his facility leads and how they're broken down. 20:29 - Bryce and George discuss how to deliver announcements to coaches and how the coaches can deliver the message to clients. 26:47 - George shares his biggest passion. 27:13 - Bryce talks about George's experience with Fit Body. 27:50 - George gives his younger self advice. 28:54 - George shares his “why” and his reason for staying with Fit Body for so long. 30:59 - George shares what being a CEO means to him. 31:35 - Bryce wraps up the episode and gives George some praise. “L10s is where the magic happens because that's where the client experience starts to improve.” - George Vidosh Visit us here: https://www.fitnessceopodcast.com/ Follow us here: Facebook | https://www.facebook.com/fitnessceopodcast  Instagram | https://www.instagram.com/thefitnessceopodcast/  LinkedIn | https://www.linkedin.com/company/fitnessceopodcast/about/

How do you approach Reliability Testing for a bearing on a Robot System? This short episode discusses the different aspects to consider. L10 life is commonly quoted as a metric for bearing life. But to measure Reliability with confidence, individual operating conditions & system layouts should be considered.

Everyday we're planting seeds that grow up in our heart. Katy Berry plants God's Word, cuz that's where good fruit starts! When Basil complains, “Bad things always happen to me! God doesn't love me,” Faithful Fig answers, “God is always good! God wants good things to happen to you because He loves you!” You can change your fruit by planting different seeds! L10 #christiankidsstories , #christianstoriesforkids, #biblestoriesforkids, #bedtimestoriesforkids, #storiesforchristiankids, #biblelessonsforkids, #christiancharacter, #godisfaithful, #godisgood, #godlovesme, #godlovesyou, #goodseedgoodfruit, #seedtimeandharvest, #plantgoodseeds, #beeattitudes, #jesusnmeclubhouse, #fishbytesforkids, #fishbytes4kids, #fishbitesforkids, #fishbites4kids, #ronandcarriewebb, #roncarriewebb

Do you ever feel like you're drowning in a sea of to-do lists and can't seem to catch a break? Trust us, you're not alone. It's a common struggle for many moms and entrepreneurs to feel overwhelmed and unsure of where to focus their energy. But hey, we've got some good news for you! It doesn't have to be this way.  In this episode of The Rainmaker Family Show, we're talking about a 30-minute technique called the "L10" meeting structure. Chelsey, used to struggle with overwhelm and racing thoughts, shares how the L10 structure is a game-changer that can help you level up your life, both in business and personal areas!  That's why we are super excited to talk about this because this meeting structure has given us so much breakthrough both in mental health and time freedom. The L10 meeting structure is all about meeting up for 30 minutes each week to review progress on goals, discuss any obstacles that have come up, and plan for the upcoming week. It's perfect for families, small teams, and solo entrepreneurs who want to gain clarity and direction in their business. It provides structure and accountability, allowing everyone involved to feel supported and motivated. Plus, it's a great opportunity to share your wins and struggles and connect with others who may be going through similar challenges. But the L10 meeting structure is not just about productivity and getting things done. It's also about creating a sense of balance and well-being in your life. By taking the time to reflect on what's working and what's not, you can make adjustments and prioritize self-care and family time! So, if you're feeling overwhelmed and like your mind is always racing at night making sure everything is getting crossed off your to-do list, you gotta give the L10 meeting structure a try. It may just be the game-changer you've been looking for to level up your life! Chelsey swears by it, and who knows, maybe it'll work for you too!  Hit play to find out more! If you try this idea in your own family, we would love to hear about it! Reach out to us directly and connect on social media via the links below.    More of What's Inside: Why Chelsey is so passionate about this idea and wants everyone to know about it How we adapt this idea for younger kids and what we plan to do as they get older Why the L10 meetings are great for families and businesses to stay organized and on track. The structure: Company/family announcements, scorecard review, rock review and more! The last half of the meeting is for digging into issues, discussing and solving problems. Headlines can be used to celebrate achievements or recognize the greatness in others In the agenda section, check on the tasks assigned from the previous meeting. When to bring up new issues and discuss solutions. The KPIs and how it can help you make better decisions. And more! Connect with us: The Rainmaker Challenge: https://rainmakerchallenges.com/join ► Subscribe To Our YouTube Channel: https://bit.ly/33EdgBs ► Website: therainmakerfamily.com ► Facebook: www.facebook.com/diazfamilylegacy ► Instagram: instagram.com/chels_diaz instagram.com/steezdiaz instagram.com/therainmakerfamily ► Get Free Stuff On Amazon: stephensfreestuff.com/sfs Episode: minute by minute  1:06 Why this tip can change a most moms life 2:09 How we found the L10 Meeting structure  6:15 Stress and overwhelm doesn't have to be your normal   8:00 How this 30 minute meeting practically works  12:09 How to set goals as a family and help each other get there 16:50 The “rock review” and how to get massive results  19:28 Why a past version of Chelsey would have hesitated to do a meeting like this 21:33 Why why look 10 days out and not just a week 22:40 How to celebrate others in your family or team 24:30 When to follow up on assignments and task 26:52 Rating the meetings and making room for communication 34:04 Why Chelsey believes this is key for peace of mind  

Sorare managers are often presented with opportunities to buy low-L10 players before gameweeks to make their lineups more competitive, but does the value of a prospective reward actually justify the new card? Andrew Laird (Lairdinho), Alex Hooper (TiltCityFC), and Keith Jamison (gauldguy231) discuss what they consider before deciding whether or not to buy.

Andrew Laird (Lairdinho), Alex Hooper (TiltCityFC) and Keith Jamison (gatorguy231) address Anthony Davis' new 66 L10, and discuss whether it's actually more problematic to have multiple players who have been scoring very highly lately and how to address it in terms of resource distribution.

Andrew Laird (Lairdinho), Alex Hooper (TiltCityFC) and Keith Jamieson (gatorguy231) talk about their lineup-building strategies when there are a plethora of low L10 players with high projections for an upcoming gameweek.

There's no lack of discussion about this topic throughout the Aftermarket Radio Network, but it's made such an impact on our business that we have to add in our thoughts. The thing that we'd implement… is EOS. The Entrepreneurial Operating System. EOS will fix nearly any problem in your business, and we'll never run another business without it. Listen to hear why we're so passionate about it! Talking Points EOS: Entrepreneurial Operating System Core Values, Vision, 3 Year & 1 Year Goals, 10-Year,  L10, Departmental L10's, Operational L10 Firefighting, no more.  Can't go on vacation?  EOS sets a plan, process and a place to look to and achieve. It empowers people. It creates team camaraderie and company culture.  How would we see EOS working in a shop?  Leadership Front of House (service advisors, customer service) Back of House (techs, parts, tools) Lots of shops are EOS Shops! Check out Barry Barrett (former shop owner, Sales Trainer, and EOS Implementor) on the ARN with Carm!  How To Get In Touch Group - https://www.facebook.com/groups/autorepairmarketingmastermind (Auto Repair Marketing Mastermind) Website - https://shopmarketingpros.com/meet-the-pros/ (shopmarketingpros.com)  Facebook - https://www.facebook.com/shopmarketingpros/ (facebook.com/shopmarketingpros)  Get the Book - http://shopmarketingpros.com/book (shopmarketingpros.com/book) Instagram - @shopmarketingpros  Questions/Ideas - podcast@shopmarketingpros.com  Lagniappe (Books, Links, Other Podcasts, etc) https://www.amazon.com/Traction-Get-Grip-Your-Business/dp/1936661837 (Traction Book) https://www.amazon.com/Rocket-Fuel-Essential-Combination-Business/dp/1942952317/ref=pd_lpo_2?pd_rd_i=1942952317&psc=1 (Rocket Fuel Book) https://www.eosworldwide.com/ (EOS) https://remarkableresults.biz/?s=EOS (Watch EOS on the Aftermarket Radio Network) Thanks to our partner, RepairPal. Visit the Web https://repairpal.com/ (HERE)

There's no lack of discussion about this topic throughout the Aftermarket Radio Network, but it's made such an impact on our business that we have to add in our thoughts. The thing that we'd implement… is EOS. The Entrepreneurial Operating System. EOS will fix nearly any problem in your business, and we'll never run another business without it. Listen to hear why we're so passionate about it!Talking PointsEOS: Entrepreneurial Operating SystemCore Values, Vision, 3 Year & 1 Year Goals, 10-Year, L10, Departmental L10's, Operational L10Firefighting, no more. Can't go on vacation? EOS sets a plan, process and a place to look to and achieve. It empowers people. It creates team camaraderie and company culture. How would we see EOS working in a shop? LeadershipFront of House (service advisors, customer service)Back of House (techs, parts, tools)Lots of shops are EOS Shops! Check out Barry Barrett (former shop owner, Sales Trainer, and EOS Implementor) on the ARN with Carm! How To Get In TouchGroup - Auto Repair Marketing MastermindWebsite - shopmarketingpros.com Facebook - facebook.com/shopmarketingpros Get the Book - shopmarketingpros.com/bookInstagram - @shopmarketingpros Questions/Ideas - podcast@shopmarketingpros.com Lagniappe (Books, Links, Other Podcasts, etc)Traction BookRocket Fuel BookEOSWatch EOS on the Aftermarket Radio NetworkThanks to our partner, RepairPal. Visit the Web HERE

The focus of this episode is on the recently completed Classic Nationals (Single Stack, L10 and Revolver).  Nationals Range Masters Kyle Stephens and Russell "Perrier" Fortney join the podcast for the discussion.The USPSA Stage Library mentioned in this episode can be found at https://uspsa.org/stages

GYMTERNET NEWS The competitions we have to look forward to this summer, and why this year is different from all other years SEA Games: Rifda Irfanaluthfi won the all-around title, Aleah Finnegan did the piked deltchev, Carlos Yulo did everything better than everyone, and we have some words about composition requirements Janelle McDonald is the new UCLA head coach. What should the first order of business be? Constant vigilance news out of the Netherlands, Great Britain, Canada, the US, and everywhere Plus, awards for Lexy Ramler and Trinity Thomas, Fisk's first gymnast, which gymnasts are coming back to college for extra years, which familiar names excelled at L10 nationals, Chuso doing Chuso, and Simone's new reality show And your feedback on the live show, rewarding difficulty, toxic coaches, college 10s, and who can hope to be a good gymnast JOIN CLUB GYM NERD Join Club Gym Nerd (or give it as a gift!) for access to Behind the Scenes episodes. Buy our awesome clothing and gifts here. We have a Ukraine Fundraiser design, all proceeds go to the CARE Ukraine Crisis fund. WATCH HERE Club Gym Nerd members can watch the podcast being recorded and see some of the gymnastics we discuss, plus get access to all of our exclusive interviews and Behind The Scenes episodes.  RELATED EPISODES & RESOURCES Donate grips and tape for Ukrainian gymnasts Donate to family of Alabama volunteer assistant coach in Ukraine To follow the effects of the Russian invasion to Ukraine on gymnastics, go to Gymnovosti GYMKATA The Leotard Episode: Part Deux NCAA Championships 2022 Winter Cup Recap Spitfire: The Movie (Commissioned) Nadia: The Movie (Commissioned)

The competitions we have to look forward to this summer, and why this year is different from all other years SEA Games: Rifda Irfanaluthfi won the all-around title, Aleah Finnegan did the piked deltchev, Carlos Yulo did everything better than everyone, and we have some words about composition requirements Janelle McDonald is the new UCLA head coach. What should the first order of business be? Constant vigilance news out of the Netherlands, Great Britain, Canada, the US, and everywhere Plus, awards for Lexy Ramler and Trinity Thomas, Fisk's first gymnast, which gymnasts are coming back to college for extra years, which familiar names excelled at L10 nationals, Chuso doing Chuso, and Simone's new reality show And your feedback on the live show, rewarding difficulty, toxic coaches, college 10s, and who can hope to be a good gymnast JOIN CLUB GYM NERD Join Club Gym Nerd (or give it as a gift!) for access to Behind the Scenes episodes. Buy our awesome clothing and gifts here. We have a Ukraine Fundraiser design, all proceeds go to the CARE Ukraine Crisis fund. WATCH HERE Club Gym Nerd members can watch the podcast being recorded and see some of the gymnastics we discuss, plus get access to all of our exclusive interviews and Behind The Scenes episodes.  RELATED EPISODES & RESOURCES Donate grips and tape for Ukrainian gymnasts Donate to family of Alabama volunteer assistant coach in Ukraine To follow the effects of the Russian invasion to Ukraine on gymnastics, go to Gymnovosti GYMKATA The Leotard Episode: Part Deux NCAA Championships 2022 Winter Cup Recap Spitfire: The Movie (Commissioned) Nadia: The Movie (Commissioned)

Counting Down the best moments from the L10 podcast from the last two weeks!

Diversity, equity and inclusion with Vivian Greentree In this episode of the CrossLead podcast, host David Silverman speaks with Vivian Greentree. Vivian is the Senior Vice President of the Head of Global Corporate Citizenship at Fiserv. Resources Vivian Greentreehttps://bluestarfam.org/https://www.fiserv.com/en.htmlWant to discuss some of these topics directly with Dave? Join the CrossLead LinkedIn Group. Episode Transcript DaveWelcome to the CrossLead Podcast. I’m your host, Dave Silverman. At CrossLead we exist to help teams, individuals achieve and sustain optimum performance. In today’s episode, I had the pleasure of speaking with Vivian Greentree. Vivian is a senior vice president at Fiserv, where she’s the head of global corporate citizenship, as well as the Care Foundation.Prior role at Fiserv Vivian had the same role at first data, and prior to that, she was a co-founder and ran research and policy for Blue Star families. Blue Star Families is a phenomenal nonprofit that strengthens military families and connects America to the military.Vivian has a Ph.D. in public administration and urban policy. She’s a passionate Navy veteran where she served for eight years as a supply chain officer, and she is also a proud military spouse and mother and her nearly two decades of leadership experience across public, nonprofit and private sectors.She has been a constant champion of community and employee engagement. Vivian was one of the first leaders that I met who had the passion, skill and mandate to operationalize DNI initiatives at scale inside of a large organization. Her ability to connect these efforts to business value was the inspiration to have her on today’s podcast.In our conversation, we discussed diversity, inclusion, future of work, gender pay gaps, how you measure the effectiveness of such initiatives, and so much more. Thank you for tuning in. I hope you enjoy the conversation with my guest and friend Vivian Greentree. Welcome to the CrossLead podcast. I’m your host, Dave Silverman at CrossLead. We exist to help teams, individuals achieve and sustain optimum performance. So I’m super honored to have Vivian as our guest today. She comes to us with a massive amount of amazing experience.Vivian, welcome to the show. I’d love for you to spend a little bit of time educating the audience here on yourself. You know, give us a little background who you are, where you’re from, what sort of shaped and made and informs the way you think about leadership going forward.VivianSure. And I think I’m a big believer that kind of hard work and luck. Hard work increases your surface area for luck. And because I do feel very lucky to be where I am doing what I do now for a living, but I also know that a lot of that, even if it was hard work, but also it was a lot of luck. It was a lot of other people helping me. And so I think that definitely informs my view of, of leadership.And teamwork, and I feel a level of responsibility commiserate with how much I do think I’ve been given or how much people have helped me to get where I am based on that. And so my position right now is I’m the head of global corporate citizenship at Pfizer, which is one of the world’s largest fintechs. And we’d like to think one of the best in my position with global corporate citizenship really looks at how we align or create a culture around diversity and inclusion, associate and community engagement, philanthropy, sustainability because we know that those areas of diversity and inclusion, associate and community engagement, philanthropy, you know where we invest time treasure talent, whether it’s for business or community, when those areas are coordinated and aligned, that’s really where you create high performing teams where everyone can say I am a valued member of a winning team doing meaningful work in an environment of trust. And that’s a good place to be right now because we need we need trust more than anything to to sustain high performing teams through. The unprecedented times, hopefully back to precedented times.DaveYeah, we do. We absolutely do. So where did you grow up originally?VivianSo as a Georgia fan, Georgia. And went to The University of Georgia. On the Hope Scholarship, which again, I think, you know, just thinking of early things that that informed my my outlook. You know, the Hope Scholarship was created to allow students who couldn’t have afforded it otherwise to attend state preeminent state schools in the in the state of Georgia.DaveSo I don’t think I knew about the Hope scholarship. So is that for every every resident of Florida, that that’s qualifies academically for the school, they are eligible too.VivianEligible, right? So the state of Georgia pays the tuition for qualifying students to any state university, which really, you know, when you think of meritocracy, expanded the opportunity for people like me to go to Tier one research institutions like the University of Georgia, which I think is right and which I think it just continues on because I knew that I was going to school based on taxpayer money. The same, you know, being in the Navy you know, being paid by taxpayers, you want to really earn that. And then when you have a good experience somewhere or you know to whom much is given, much is expected, you want to turn around and do that for others.DaveWhat did you major in at Georgia?VivianOh gosh, that was so long ago political science and journalism.DaveOK, and then and then you joined the Navy after after college that we did or.VivianI did, ironically, to get out of the state of Georgia.DaveI’m Georgia to my core, but I want a little break.VivianI I really it was like Dorothy after the Navy took us around for 20 years. There is no place I wanted to be more. But then then the back in Georgia.DaveSo you joined the Navy. What year to join the Navy?VivianSo right after I graduated 2000, 2001.DaveTo right before 9:11?VivianYes, I’m a pre pre-nine eleven.DaveWow, OK. And what did you do in the Navy Supply Corps?VivianAnd so I saw the supply for school, funnily enough, was actually in Athens at the time, though I didn’t know it. That’s not why I chose this course, but my husband was aviation and Pensacola. And now both of those schools are up in Rhode Island. I think so. I served on active dDuty in and in the reserves and the supply corps. Mike, my husband, was aviation. He did his his 20 years. So I was lucky when I transitioned out that, you know, I had things like my health care was, had continuity. I had a my spouse was still earning a paycheck. I use my G.I. bill to go back to school for public administration and really focused on that. That public service aspect, why? Why people want to go into public service in the first place, how we can increase the antecedents towards that and then support them when they do.DaveAnd you got a Ph.D., is that right?VivianI did, like many transitioning service members, use my G.I. bill but also at like military spouses. When you’re moving around, you have small kids, your your spouse is constantly deployed. It’s hard to find. It’s hard to go to. Employers and really sell that. So I put my eggs in the basket of if I can show that I have. This forward trajectory that I have been doing continuous learning. And then started. I did help to found blue star families during that time. But really it was around, you know, several military spouses getting together with these backgrounds in policy or research to say, if we can present a cohesive view of the impact of service on military families to political leaders, military leaders, we can make the all-volunteer force sustainable because we’re supporting the families who choose to serve.DaveYou got out of the Navy in what year in 2013 or something in 2014.VivianSo I I got off active duty around two, I think 2005 and then did the reserves well, because at the same time, Mike, my husband, was taking different orders and so we moved around.DaveOK, sorry. So you got out in 2005. When did you start your Ph.D. program? 2007 2007. OK, and you were doing that while moving around?VivianWell, by then we had. We had moved back to Norfolk. So Old Dominion University is where I received my Ph.D. They actually at the time were sixth in the nation for students utilizing their G.I. bill, which isn’t surprising. I think given that Norfolk’s the largest naval base in the world is right right there, but they had a part time program which I think, you know, just force for service members that are using their GI Bill or military spouses using the transferability of the GI Bill. Universities that do have that flexibility in, they’re recognizing that more and more students are nontraditional are the ones that are going to attract that you know, that talent?DaveAwesome. And then how long it takes to get your see, I know for a lot of people, it takes a long time.VivianIt seems like that, right? It’s an endless. But I think it took me about five years for the coursework and for my dissertation. So when I was pursuing my Ph.D., it was the same time. Around 2007 2008 when military families were really being impacted by the post-9-11.DaveYeah, by then it’s real, right? I mean, it’s go through multiple cycles, right?VivianAnd so it was. Really it was impacting military families, the likes of which had never been seen before. At the same time, there was little research, little data to actually back up. If you went to your congressmen or you went to your military leadership to talk about the workouts, the deployment cycles, the time between deployments, the impact on military kids, things like that. So I was able to structure my research within my Ph.D. program to align with the founding BlueStar Families, which is the country’s largest nonprofit designed to support, you know, connect and empower military families. And so my kind of piece of the puzzle was to create a national survey of military families that went through kind of the wellness, military, spouse, employment, mental health, military children and the impacts of service so that we could create a global. Network of military families, regardless of branch or rank or active or reserve components, so that in totality there was recognition that there is an impact to service on the service member and our families past the immediate deployment cycles. Sure.DaveThat’s amazing. So Blue Star families, you started, you know what year was that.VivianRight? And we, you know, it was again right when President Obama was elected and really made military families. You know, our research was a precursor to their joining forces.DaveForces.VivianEmphasis on wellness and and employment.DaveYeah. And it still endures today, right? Blue Star families are still endures.VivianIt does. And so it is joining forces under the Biden administration.DaveDid it take a sabbatical during the Trump administration? Probably not, right. But a lot of certainly Blue Star families did. So that’s good. Awesome. That’s that’s amazing. Thank you for that. By the way, I know I know a lot of people that have been very positively impacted by some of the work that you that you helped start and found back in 2009. And that’s a remarkable service and the country owes you debt for that. So then after blue star families, because you were kind of running that I first met you, I think you were just being hired by by first data right at the time. Is that right?VivianRight, right?DaveI can’t remember.VivianNo, it was because we which is which was funny, because you said, you know, talk about a little bit when you grew up know, I always thought, you know to me, was Southeastern Conference. Now it’s the Securities Exchange Commission.DaveYeah, it’s a it’s a governing body that regulates our banks.VivianAnd they’re both governing bodies.DaveConference of Presidents, football and basketball and swimming and soccer and everything else. Yeah.VivianRight. So it shows, you know, kind of perspective. Where are you, where you come from it and then just even your own bias, you know, since I know we’re talking about. Diversity and inclusion today, we all have. These unconscious biases. You know, mine was the first time. I heard when I was at a New York meeting, I thought, Why do they care about.DaveGeorgia football?VivianAnd I thought, Wow, we really are right. And I thought, Why do they care so much? I mean, I think. Are important, but I don’t know that that has have.DaveThe stereo. Gone? Yeah, awesome. OK, so so what year was that? I try to remind me when.VivianIt was 20. So 2014, which you know, at the time, a lot of companies based on the impacts and recognition of just huge amounts of service members that were transitioning out. We’re looking to start military programs but had never really before, you know, thought or looked at that community as anything, really. Maybe then other than if they had a guard or reservists who had activated and how to calculate that leave or turn out turn or pay on or off, but really hadn’t considered that that talent pool. And then. You know, as we built that program, it really taught us how to relook. At human capital management because, you know, when you’re recruiting, when you want to show up holistically in the military community to recruit transitioning.VivianService members and their spouses, you have to have done. That’s kind of like the tip of the iceberg. You have to be military ready to to show up in a way that’s authentic and really can speak to you. Why would a service member or veteran pick your company over other companies, you know, based on the benefits, policies, culture of your company?DaveYeah, that’s amazing. So you first data was really at the time leading, in my opinion, the P.A.C. on progressive ideas and around, you know, some of these these these different diversity groups and veterans, obviously, having been of that and going to New York and seeing some of the work that you guys are doing, I was always really impressed. You guys sort of seemed at the forefront of a veteran friendly organization that saw the value reach maybe talk about, you know, I feel like a lot of people do it because it feels it feels right, right?DaveIt feels like morally and patriotic. We just decided we’re right. But I think what amazed me about what I saw the work that you guys were doing for and now five serve is that you really saw it as like a differentiator in how you approach business. And I thought that to me, that makes it more enduring love for you to talk a bit about that.VivianWell, I mean, even you know how quickly we met when I came to first, first data and we reached out to CrossLead to be our leadership development partner. It just shows how integrated the thinking is and really wanting, you know, our C.E.O. Frank Bisignani, wanted look to the military.VivianFor leadership. You know, the benefits of the lessons learned from the military community in a way that, like you said, many other companies want to. Get involved. They want to do the right thing, but they don’t really see it at the very basis as a value add. And I think that’s the that’s the difference because, you know, just expanding on that view. When we started recruiting veterans. And military spouses, we brought in more women, more minorities. And then it’s not just about what is your guard and reserve leave policy, but it’s what your family forming benefits policies. Where is your representation? Do you have employee resource groups that allow them outlets for expression and kind of aligning their purpose with your profit? Because we do know that diversity is a fact, but that inclusion piece is the choice and that. If the systems that a company. Has are set up that create obstacles or challenges for anyone to show up kind of at work desk ready discretionary effort at the ready, then that’s on that’s on the company. And we know that talent is just distributed equally. But what’s not is that opportunity, access and exposure. And again. If it’s the systems that are set up that are reducing your. Space in place in the. In the mind view of the generations that are coming out of school or coming out of the military.They just won’t see you because they don’t see themselves represented in your leadership or in your products or in your services or, you know, and your in your community investments.DaveSo, so yeah, that’s that’s it feels exactly right to me. Can you talk about how you guys have sort of, you know, mobilize these groups to drive your purpose and ultimately, you know, value for the firm? My assumption is to address the issue you just talked about, which is like, how do you get people showing up every day, get being their best selves, right? So you’re unlocking that latent potential that exists across the workforce? I think that’s phenomenal. You’re talking about how you guys structure and think about it and incorporate it into into to Pfizer’s operating model.VivianYeah, I mean, I love that you. Operating model, because it really D.N.I. has to be in the D.N.A. of the organization, and as much as we talk about diversity of thought and experience. You really can’t have diversity of thought and experience until you have physical representation of diversity at the table. And when you’re operating and governance structures, those are essential when you’re thinking about how you set up your systems for recruiting internal mobility leadership, inclusive leadership models, even product development and innovation. And that’s where those employee resource groups come in. They’re not the only lever, but I would say arguably one of the most. Vital, because again. It’s it’s your human capital management, it’s your talent. It’s allowing them and creating space for them to have opportunities for meaningful engagement in a way that meets them where they’re at. And if you channel and target that towards. Whatever that thing is. That your company or organization’s mission is like for us, small businesses is what we do every day. You know, start scale, grow from Main Street to Wall Street, and our employee resource groups are right, and they’re coming up with ideas for how to engage small, diverse businesses, how to support small, diverse businesses or social innovators within large businesses. How can we help our large scale enterprise clients support small, diverse businesses, whether it’s through their supply chain or whether it’s through their products or services? And that’s really it’s. That, you know, the systems view.DaveYeah, no, I think I think that’s that makes a ton of sense. So as we think about, you know, just some of the questions that typically come to mind around that diversity inclusion topic, a lot of companies are putting a lot of effort into how they recruit, specifically trying to create a more diverse workforce. Everything from that senior executives like you were talking about earlier down to, you know, entry level talent. But they they’re struggling. And it’s it’s not just to find those people, but it’s also to retain them once they get them because it’s become a very competitive love for you to talk about about that. Why does that happen? Why is it so hard?VivianI mean, that’s like the. Crux I think of where we are, because in the past companies have said they’re military friendly. But are they military ready? And I would I would evolve that conversation now to say companies want to be diversity friendly. But are they. Really diversity ready and addressing.DaveWhat do you mean by by ready?VivianRight. So in the same way, when you show up, it’s I’m showing up at a, let’s say, a women in tech recruiting event. Is it all males that are with me? Do I know the open positions? Do I know our family forming policies? Do I know our benefits? Do I know if we have pay equity or we’ve had a pay equity review in the past three years? It’s because that’s what women graduating from colleges with their coming out of the military with choosing between companies. That’s what they’re going to be asking for because they’re it’s, you know, it’s a hot labor market right now. And to differentiate yourself when you show up in an organ in. The same way that we expect potential hires to come. With a general knowledge about our company when we show up in our recruiting, we need people, you know, our recruiters to have a general working knowledge. About. Diversity and inclusion and what our culture is, what our our employee resource groups, what community partners do we invest in? What have we done? What’s our representation on the board? And I’ll tell you too. That comes up not just with talent, but with clients and several, you know. Several meetings over the past year that has. Been the crux of the, you know, the questions are have you had a pay equity review? What is your representation on the board? What are what are your sustainability policies and how or how are you responding to social justice? It’s really it goes back to if you’re looking at the recruiting process, the opposite side of that coin is retention, and it’s looking at not just tracking new hires, but engagement, performance, internal mobility, satisfaction and your pipeline. And that’s where, again, the benefits in the culture are huge. Do you have guard and reserve leave policy, paid parental leave, domestic partner coverage, anything that shows your employees that you are investing in who they are as a person outside of work so that they can show up at work as their best self? And it’s. You know, publicly. Facing statements but that are backed up with substance. That’s why so many peer groups or Criterion Nasdaq Stock Exchange Business Roundtable are requiring publicly facing statements that link to documents around human rights or around social justice around your board diversity.DaveYeah, you’re talking about the larger sort of E.S.G. movement. We’re seeing this. Even with access to capital, right, there’s some of these institutional investors and obviously large family offices that are allocating capital to these various funds that then make it available through various instruments are saying, Look, there needs to be an E.S.G. bent here, and if there isn’t, then we don’t want to support or basically have our money be loaned or leveraged for for these organizations. So it’s actually to me having driving a massive sort of movement positively, you know, towards some of these these issues, which which are no longer sort of niche, they’re becoming more mainstream. Can you go back, though, to on the diversity side? I’m running a business, small business or large, but it doesn’t matter, and I take a self on it and I go, OK, my pay, my pay is is equal. Hopefully, if not, I sort of fix that, but I don’t have the numbers I want, right? Like the composition makeup still feels, feels up to me, whatever that whatever right looks like, but it’s not there. OK, where we’re underrepresented and we don’t look like maybe the communities that we operate in the services that people would provide. How do you fix that? How would you advise that that leadership group to really try to address that? Would you do almost like like like a quota system or or how do you think about that?VivianSo, you know, it’s a marathon and. A sprint. Because it really for most companies. It’s it’s it’s not an and or but it’s a both or it’s multiple. Because it’s there’s. Lack of representation at the top for sure. And you can’t you can’t hire at L1 and expect in the next 20, 20 years that something is going to be different on the L10 level. And so you really need a you need a strategy for both.DaveAnd then it’s that and right. You’re saying you’re saying yes, let’s make sure our hiring practices at the entry level are obviously unfair. But there’s but that we’ve got to do something to address the mid and senior levels at simultaneously.VivianRight. And that’s where it’s, you know, it’s percent of new hires, but it is percent of retention. And it’s also it’s it’s comparing. Groups and having enough representation that you can compare between groups to say, you know, is there something significant, you know, statistically significantly different in the way that women are voluntarily attracting from the from the labor force? Because we know that right, that that did happen over COVID. So within a particular company, you can look at that and say voluntary versus involuntary attrition to.DaveGive some of those stats. I don’t know that anybody’s aware of that. I mean, when I heard this stat a while ago, I was actually pretty surprised. It made sense once I thought about it. But like initially I was like, well covered. If anything is helped drive adoption around like things around work flexibility that previously were sort of we’re sort of relatively small time or niche like, you know, now I think it’s much more widely accepted that, you know, you don’t have to physically be in a space from a certain amount of time like that. We’ve got we’ve demonstrated the ability to be productive still and in a more flexible environment. Flexibility should lead to more inclusive work. Opportunities should, should do.VivianAnd yeah, because there you know, there’s a lot of there’s several, I think themes that that did emerge. You know, going through COVID one was that more women are traded from the from the labor force. So even though we were learning lessons during that time and even now on. Just the effects of, you know, your life external to your job, affecting your ability to show up, whether it’s in the office physically or virtually in your in your home, but that it did disproportionately affect women. But even, you know, we serve small businesses and we had. Numbers coming out of COVID that. Survive COVID for another variety of reasons. one Just all small businesses were affected the ability to go. Go out physically, but they also were less likely to be able to access capital through traditional means or even the P.P.P. loans that were designed to. Help small businesses. But they didn’t have accounts large enough with large enough banks to take advantage of it or couldn’t. Dedicate. The full time person towards filling out all the paperwork. And so there were these themes where, you know, we all go through the Same life events, but they are affecting as an impacting us in different ways based on, you know, our individual circumstances. And if there’s enough of a population that is marginalized or unrepresented that is not able to, then, you know, experience and come out at the same pace and we have systems set up that are promulgating that, that that is kind of the the crux of where we are right now. So we don’t want to lose women from the labor force. We don’t want to lose small minority owned businesses and if you have your time treasure. Talent of what your company does can is at this inflection point can make a difference because of your benefits, because of your policies, because of. Even a focus on. Mental health, which again, you know, I think the military drove that way earlier based on, you know, combat experience. But now. I’ve heard mental health and wellness mentioned more times over the past year than I have in the past ten years.DaveI know it’s a it’s really everybody now, right? I mean, everybody, everybody’s going through. I mean, this has been this has been emotionally draining COVID for sure. And so I think people are much more acutely aware of the impacts of Saddam. Go back to the women, if you would, because I mean, I think this is this is concerning. I feel like to the extent that we’ve made progress on these fronts, it feels like Kobe was a massive setback on gender equality and representation in the workforce. If what you’re saying is that disproportionately the people that left their jobs were where were or female? And is it getting better now or how do we address that? I mean, how do we how do we make up for that?DaveBecause to me, that’s I mean one. That’s awful. I’ve seen some stats that says, Hey, the effects of this downstream are going to are significant, like ten or 15 years from now. It’s going to be even worse, like the fact that we had this major setback.DaveI’m curious to see your thoughts on what you’re seeing people do and try to to counterbalance that. Knowing that Pfizer particularly mission is to help small businesses thrive and address some of these. These these challenges. I’m curious to see you know how you’re thinking about this?VivianWell, I mean, we know so the gender gap existed pre-COVID. Any you know, anything else equally did did nothing but kind of enlarge that gap.DaveSo one thing that got made it worse.VivianIt may, right? It made it worse. And you’re right, there’s like that. It’s a lagging indicator and it will take years to to catch up to it. But then I also at the same time have great hope because of COVID did make as I think, more vulnerable. We were certainly, you know, we’re in each other’s homes in ways that we had never been before or hurt people’s dog bark or their children come in. Some people didn’t even know or. Acted like people didn’t have children before COVID, and. The reality is that that impacts our ability to show up. And so just recognition that people are whole beings, they want to pursue purpose and profit and. Don’t necessarily see it with millennials. And younger generations. Don’t even really see a delineation between that. They actually think that they actually think. But I mean, they think that they. Should be able to pursue purpose within their profit seeking job. So you see these because coming up, I certainly think CrossLead is one of those where you’re providing value more than. You know, leadership training. It’s also opening. The door to. Discuss things like, you know, how integrity and and shared consciousness and trust, you know, so that you can have psychological safety on teams, which again, the military has done for years because you know that that does show up. In your every day. It does show up in how you, you treat your team members. But I don’t think that the corporate sector had that recognition. And certainly that. Benefits everyone, right? Whether you are a parent or a caregiver. For for your for your parent, you know that sandwich generation that is caregiving children, but also their own parents and. And that again, you know, it shows up in in your productivity and your satisfaction and your engagement. And ultimately, whether you choose to stay to work at a company that helps you be the best you Lacob.DaveIt’s been been really hard on a lot of a lot of businesses. I know it’s disproportionately affected small businesses and and from the employee standpoint, it’s disproportionately affected, affected women. Could you could you maybe talk about what you’re seeing, both working at a large global, you know, 500 company as well as the small business you serve and how executive group should think about tackling this near-term problem and solving the more the more systemic problem of of diverse and inclusive workforces?VivianYeah, because there are thematically lots of lots of trends. That are emerging. Some, you know, like you mentioned, negatively disproportionately affecting certain populations. But I want to also put a pen and I do think that’s an every challenge is an opportunity. But first, looking at the negative or populations that have been disproportionately affected by COVID, I think the Bureau of Labor Statistics just put out that there were 2.2 million less women in the labor force in October of 2020 than there were of 2019. Which which definitely tracks. Within themes within the Great Exodus. The disproportionate effect of women. Probably for things that Have always been there around caregiving for children, but also parents or just the, you know, the second shift that’s talked. About about additional work at home. And we know that COVID as you mentioned the effects on small business that it also disproportionately affect minority owned businesses. So while everyone experienced the same inability to have in-person physical gatherings or shop in person, some of the some of the small businesses that were least able to react as quickly because they didn’t have larger lines of credit or didn’t have online or e-commerce options, which we happened to know about because those are our clients. So when we started to see the numbers and heard that up to 40% of minority owned businesses might not make it through COVID. In addition to the client services that we already had, that’s when we. Actually came up with our back to business grant to be the inflection point to connect those small, diverse businesses with access to capital lines of credit e commerce order delivery to pick up setting up online shopping carts, anything that we could do to to be there. And that’s where when I said there is a positive coming out of COVID, I do think that there is an opportunity for companies to look at work life balance. So if you’re looking at your employee base, looking at work life balance, understanding that people do have lives outside of work that do affect their ability to show up at their best. And then design operating. Models that are more inclusive and holistic so that you can unlock. The whole idea is that high performing teams, right whenever you draw the line of why does any of this matter at the very base? It’s to make money to sustain your business operations. But to do that, you really have to take a long term view of not just output, but outcome.VivianWhen you talk about succession planning, recruiting market share, investor relations, all of that really depends on your employer value proposition. And so I’m hoping that we come out of COVID as a culture, but also globally. Where we’re more progressive thinking creative about how we create opportunities for people to meaningfully engage while pursuing. Both purpose and profit. And I think that that’s exciting there. There’s a huge upside there with know unlocking productivity. You know, there’s a lot of. Money to be made there. If we do it right. But there’s also some very significant problems short term that we have to deal with because companies are losing people every day.DaveYou know, I just find it fascinating. This is obviously something that we obsess over at cross. I mean, our whole goal is is to make organizations more effective, you know, help them sort of unlock latent potential. And the exciting thing about about COVID. The upside is executive teams are able to reimagine the way they work. They’ve had to just to survive. And so they’ve built muscles that they didn’t previously have. They discovered technology and tools that they previously were weren’t leveraging, and those tools themselves have gotten significantly more effective. So I’m optimistic that, you know, the executive teams that are meeting in the boardroom as they try and discuss how they’re going to to establish an operating model that continues to drive value is now much greater than it was even even two years ago. And so my hope, my hope in all this is that with those added tools, with those added that capabilities, it’s going to create a more flexible and inclusive work environment which potentially could start to take on those more systemic historical issues of of misrepresentation by gender or disenfranchize minority populations in the workforce. Because flexibility should be should be a key tool in helping, helping keep some of those groups engaged for longer periods of time and continuing at the ladder, which I think will net just benefit our society and our individual companies tremendously. an you? Let’s switch now to how you basically assess an organization’s effectiveness when it comes or die programs. I mean, if we take the actual the composition aside, how else what other metrics do you use to look at D.N.I. programs and see if they’re actually working or not?VivianYou know, there’s a lot of different. KPIs, and we’ve hit on some of them. And certainly representation is is a is a base. But there’s also. It shows up in your products, it shows up in your tracking, it shows up. You know, not just tracking.VivianThough, for employees, but suppliers and vendors, clients, community investment partners. It shows up in publicly facing statements. You know, going through just doing a catalog of of a company’s website is their diversity and their marketing materials. What conferences are they showing up at and who’s speaking at the conferences that they’re showing up at? And then you mentioned definitely. On the investor side, what indices are they showing up on? Because it definitely you can draw a direct. Line for financial impact or you. Can have the one or two kind of removed because engaged employees are more productive employees, they delight clients and then you have client retention and maybe client gain. That’s market share increase of market share, which then increases and delights your shareholders and so there is this virtuous cycle. That that is created between that return on investment, that return on inclusion for employee engagement, client engagement, which makes more money so that you can pay your associates and increase your share price. And so I think those areas, it’s everything in between. It’s it’s your it’s your leadership programs. I too am excited about some things that are coming out of COVID one because leadership. Trainings and leadership courses like, you know, in an organization. Like Crossley, you’re focusing on inherently an inclusive leadership model, and I don’t think we’ve always talked about inclusive leadership, more leadership. And it’s it’s really baked into the, you know, to have empowered execution to have shared consciousness and trust. There’s those things you have to attain first, and one of them is is diversity. And then to me, you’re inclusive leadership model is what drives the inclusivity where everyone feels like they have an equitable chance to join, belong, contribute and progress. And we need that now more than ever, because people are feeling dissociative with what they do for a living versus how they exist outside of what they do for a living. And they do need to build trust through geographic spacing because we’re not physically together. We do need to address and talk about mental health and wellness and keeping ourselves and our bodies functioning so that we we can show up at work. And I think.DaveYou’re looking at performance more holistically, which, you know, it’s something in special operations we’ve done for a long time and we still got a long way to go. But the idea that like how you physically show up and mentally show up has a massive impact in those mission critical situations.VivianRight? And not every leadership program really talks about that. And I know, you know CrossLead does, and that’s something that, again, the corporate sector can. Benefit from learning from the military on that.DaveWhat’s interesting for me personally in this journey is, you know, in the military, probably it’s because I was overseas so much. I was sort of desensitized to some of these, like larger social movements that were going on. I mean, it’s just take, for instance, like social media, like, I wasn’t allowed that U.S. access to social media when I was in the Philippines, right? So like, I come back and everybody’s on Facebook and Twitter and and like LinkedIn and all these applications, I’m like, Yeah, I would never put any stuff on that stuff, just given what I was doing and where I was operating. In fact, I was always being monitored by good guys and bad guys. I just didn’t. I just didn’t do it right. And so I was always desensitized to these themes. And then, you’re right, when we got into the foundations of how you create high-performing teams and things like shared consciousness and trust and common purpose and empowerment. You know, they and then how we think about operationalize it became obvious to me that like we had a massive premium on things like inclusive work environments. The fact that we have after action reviews, after every op where everybody, regardless of rank, title background, whatever is obligated to give people their honest perspective. What happened on that op so we could figure out to learn and then move forward. And we, you know, and then like, there’s fancy words like psychological safety that says this is what’s happening there. I don’t know what that stuff for me, it was just, that’s how you operate, because that’s what high-performing teams did. Right. That’s how that’s how you behave. And so it’s been interesting to see like, you know, D.N.I. is a social movement. I think a lot of times where leaders struggle to figure out like where it fits into their into their business models, they go, Wow, this feels like something I’m being forced to do because it’s larger social movement that I may or may not be be, you know, sort of attuned to. And for me, the way we came out, it was like, No, if you’re if you come back from something or you’re about to go on something, you want to make sure you’ve got all the best possible information perspective possible. Because if you don’t and something goes wrong, then how do you how do you, you know, how do you reconcile that? How do you rationalize that? How do you explain it? Some kids, mother or father, why their son or daughter is at home? Because, you know, we didn’t do our part and making sure we had the best possible plan that had the best collective of experiences sort of sort of yielded. So to me, I think just rethinking that in terms of that, I think goes a long way in saying, Hey, you know, wherever you fall in the social spectrum like discount for a second. This has real value to your to your business and it’s upside, and you should probably do it for all of social reasons. But like the value, you have a fiduciary responsibility to shareholders who do not like you find a way to to make that happen. So if you think about like the leverage that that you guys currently pull in Pfizer specifically to around your E.S.G. programs to basically sort of address some of these changes, what are those? Maybe talk about some of the unique levers that you’ve seen that are, like, you know, pretty effective both for measuring it and sort of driving, you know, improvements around around those areas.VivianRight? I mean, the KPIs, just. Like like any other parlor or any other operating model, it has to be integrated into and baked in to the very performance. And I think so one, having a culture of continuous learning. And really focus on leadership because when times, you know, progress. Does move at the speed of trust to everything you just said and you really can’t build trust. And in these inflection. Points of confusion and ambiguity and challenge, that’s when you rely on the trust so that it kind of greases the skids for, you know, when people don’t know what’s going to happen, but they trust that your company, your manager, your team has your best interest and has the best interests of the company and you’re kind of commiserate. With the level of service that you’re giving that you’re getting that back and so you see that show up. And I always said before, you know, the levers are within every single aspect of the organization and you can look at it as clients and external learning and development, certainly talent management. And that hits on a lot of that retention piece and an employee resource groups, internal mobility, professional development, your vendors and supplier diversity. There’s a reason again, why we met so early because we want it to benefit from the lessons learned from the military community when we were building our own leadership and talent development program and then ensure community engagement. Your strategic philanthropy.What are you doing volunteering your time, treasure and talent? And it’s always best when those are aligned because it’s the first best use of whatever the company or organization’s purposes. Don’t divorce that from the profit or the ability to have meaningful engagements for four employees and then it’s your those easy things like code of conduct, your total rewards, your benefits packages. And it’s it’s less about. Although I’m, you know, I’m jealous of companies where they can bring dogs to work or they have beer on tap. But I think more substantial investments in pay parity, family forming policy benefits, guard and reserve leave policies. Because what they’re really saying. When you invest in those high value things is that you’re saying that I’m not as an employer forcing you to choose between serving your country and coming to work. I’m not forcing you that.DaveYou’re saying, you’re saying we say guard and reserve. You mean National Guard.VivianNational Guard and Reserve Military Service.DaveThe policies are the company let you go and you keep your job and that you can go serve your country and then you.VivianAnd pay them. And of course, I have to say, because I serve as one of I always like to say the most expansive, I would love for a company to come back. And say, actually, our policy. Is more expansive. You know, we pay full, full salary. That’s amazing. For a while there, while our guard and reservists are on their orders. And so again, it’s saying that we’re not making you choose between serving your country and working here. But it’s the same with starting families. And there’s many ways to start a family and there. And it could be, you know, either parent or caregiver could stay home or so it’s a it’s just a more, if, like you said, progressive, expansive way to look at.DaveI love that. Yeah. And how we can expand that. Like if military is not your thing, you can expand that into any type of community or national service, right where you’re serving and making a difference in the community. And you’re saying this aligns with the values of principle.VivianAnd then. Well, and I have to make you know, when you said levers or ways to measure, I have to also mention because CrossLead helped us so much with our with our culture building and the way we looked at the pillars of where we time treasure talent. But looking at employee engagement surveys and having questions that have to do and directly ask your employees, do they think they’re treated fairly with respect? Do they think that they have a path to career – professional mobility? Those are very important to ask on those employee engagement because that’s, you know, asking the people of the population that you’re you’re trying to reach. So even if you do have the policies, process governance, whatever it is, but you’re not seeing that reflected. Then there’s still a disconnect there.DaveYeah, no, that makes total sense. So, so last question on this and I have some fun questions for us. So you’re the C.E.O. of a net new global conglomerate that’s a top five, top ten country in the world. What position are you creating on your executive team for to, to basically address these issues holistically? What are you calling it in like? And how would you describe the role and the responsibilities of that executive?VivianYou can call me anything,  don’t call me late for dinner is, is how I look at this question because it is such a topical question that comes up. Across regions, across companies, across industries. I think the important thing is to have a seat at the table and the idea that there’s going to be.DaveA seat at your table for an executive, there’s there’s going to be executive on your team. That has this as their core mission.VivianCertainly, and it would look across dimensions of, you know, the entire enterprise H.R. product operations, marketing, procurement, strategic sourcing because depending on what industry you’re and or what market, you might be driven more by sustainability or environment, like with the energy, with energy companies or gas. Whereas in financial services, financial inclusion, financial literacy is, is really what we do best. And so we know that part of diversity of inclusion is ensuring that everyone has equitable access to financial literacy. And so whether it’s and it could be driven out of our D.N.I., it for for talent acquisition or it could be driven out of marketing as a brand or philanthropy, a foundation for social innovation or social impact. The important thing to me is that there is that seat at the table and someone looking strategically across the enterprise looking at how to have impact past economic outcomes and you know. Larry, Fink if you think, you know, that’s kind of a bright-eyed way of looking at it. Larry Fink and issues that letter every every year for BlackRock and and has led the charge at saying there is economic impact, past immediate outcomes and that companies when you’re talking about sustainability, whether it’s environmental or workforce sustainability, you have to include this triple bottom line valuation to a company. And again, that’s where it’s coming from. Investors, it’s coming to be included in the stock exchange or Nasdaq, or to be listed on the S&P different indices. I think more and more these these multinational. Companies that we’re coming up with top five. They are creating a seat at the table on their executive management committee for it.DaveYeah, I think that’s right. I mean, ultimately, everybody’s in competition for talent. And increasingly, the talent that’s that’s both, you know, new talent coming into the workforce and or talent that’s decided to make a shift. And what they’re going to focus on and do is increasingly more aware of these issues. And they’re going to see organizations that take this seriously as a differentiation and where they want to go, spend their time, their energy and their efforts. And that’s going to be a massive differentiator. So it’s something that people have to get at. All right. So so I want to wrap this up. So given that I’ve done previous ones, I want to ask, I’ll say two words. They are things are they are people and you have to say you have to pick the name that that is right. So if I said olive oil and butter, which one would you pick.VivianSunflower seed oil?DaveSome fancy? OK, that wasn't one of the options now. If you’re if you’re if you’re a chef and you got a choice between an olive oil or butter, what are you picking?VivianNo, I mean, I sunflower seed oil because I saw it on a tick tock. I mean, I don’t have to choose.DaveOK, so you’re going to pick oil then over butter, but you’re just going, not olive oil. You’re kicking. Some of us, OK, got oil. We’re about. OK. Michael Jordan or LeBron James?VivianLeBron James? No, I’m kidding.DaveThat’s what I said. We’re sticking with the Lebron James.VivianThat’s true. That’s from the office because I was going to say Michael. Michael Jordan, because my son is MJ. So everyone assumes. That it’s Michael Jordan. but, it’s Mike Junior. But LeBron James.DaveLeBron James, OK, good, Messi or Ronaldo.VivianIs it bad? I’m not even sure who that is. Is that that’s.DaveOK, that’s OK. Just it messier another. No, I mean, these are football players, soccer players.VivianWell, I think that tells you my unconscious bias.DaveNeither. OK, I did my Louie, Louie Hamilton or Max Verstappen.VivianSo this is another hard one, and I know you want one answer. Louis Hamilton, for sure. Except that when I first heard Max Verstappen’s name, I actually thought that. Matthew Stafford, who is a prior University of Georgia bulldog, had taken up Formula one racing and that he was in competition with with Louis Hamilton and. The last that came out of my husband from that. But so I like them both. I love Lewis Hamilton, though he’s going to win.DaveThe national title on on Monday. Is it going to be Georgia?VivianAlabama Bulldogs hand down, hands down? It’s our year.DaveBulldogs. all right. We’ll hold you to that. Vivian, thank you so much for joining our program. I. This is one that’s a timely conversation, but two, it’s just so critical to how people and leaders need to think about about some of the today’s toughest challenges and how we address them. Can’t thank you enough for coming on board. It means a lot to you. Thank you.VivianThanks, Dave.Daveone more thing before we finish the episode, the CrossLead podcast is produced by the team at Truth Work Media. I want to make this the best leadership podcast available, so I would love to get your feedback. Our goal this season is to have authentic conversations with special operators, business leaders and thought leaders in the topics of leadership and agility. If you have any feedback, suggested topics or leaders that you want to hear from these, email me at contact@crosslead.com. If you found this episode interesting. Please share it with a friend and drop us a rating until next time. Thank you for joining.

It's time to nerd out with one of the best asset managers in real estate, Mike Taravella, CPA. Mike started at Ernst & Young in public accounting and then transitioned into Detroit's startup community at Rock Ventures. He then began his real estate investing career owning and self-managing investments in Michigan. He also took an interest in real estate development before joining Rand Partners in 2019. Mike is currently the Asset Manager that is responsible for underwriting deals, investor relations, and asset management with acquisition of over $31M! Dive into the episode and grab a ton of wisdom and resources that will help you do asset management right!  Visit us at thequattroway.com Learn how to invest with us at thequattroway.com/invest Getting to know Mike Taravella - [00:01 – 04:03] I introduce to the show Bio  Mike shares a bit of his background Started out as a teacher Transitioned into accounting Helped launch several organizations in joint ventures Got educated in real estate  Asset Management Done Right - [04:04 – 17:16] What to do with an asset after buying  Collaborating with the property managers Layers of accountability You need to come up with creative solutions  Breakdown of the accountability  Ways to keep the team on Capx budget When it's time to let people go  Create a templated term so you don't have to guest  Understanding how you need to be different in your systems when you scale  Use resources as much as possible to not lose track  How turn expenses come into play  L10 meetings - Traction, Principles, Never Split the Difference Grab your ticket to the MFIN Summit at mfinsummit.com Use promo code QUATTRO How NOT to do Asset Management - [17:17 – 22:30] Mike talks about a misstep he experienced in asset management Being too aggressive with a budget Turnover not going well  Make sure to keep your A-players in as you grow  Think through why a deal WON'T work  It takes years to get traction, don't give up  The Quattro Trio - [22:31 - 27:31] What is your superpower? Seeing a T12 and knowing what's going on  Numbers tell a story  What is your biggest failure?  Not believing in himself  Don't compare yourself to anyone else - grow at your own pace How Mike is giving back to the world  Second Harvest Food Bank  How to connect with Mike Links below  Final words   Tweetable Quotes: “The more you systematize it, the easier it is.” - Mike Taravella “As you grow your business, people are a huge component of it… As you grow and scale make sure to keep that level of A-players in.” - Mike Taravella Resources Mentioned: JakeandGino Asana  ClickUp Never Lose a Customer Again Traction  Never Split the Difference Principles  Who not How Second Harvest Food Bank   Want to connect with Mike? You can reach out at miket@randcre.com and find him on LinkedIn, Instagram, and Twitter. Buy, finance, and manage the right way at https://randpartners.com/.      Have you heard about the Multifamily Investor Nation Summit, coming up on January 20th?  If you've never been, it's a three-day information-packed event for multifamily investors, with over 1,000 attendees and over 50 speakers!  Not only will hear from experts about finding deals, raising capital, underwriting strategies, selecting markets, and so much more...But this year our partners here at Quattro Capital are excited to be participating with three speakers at the event. Our amazing Kim Wendland will be speaking on the often neglected subject of asset management, how to make the machine hum, while our “most interesting man in real estate”, Maurice Philogene, will be speaking on how to leave your corporate job for a freedom lifestyle. I personally will even be speaking on the topic of how to perform due diligence on multifamily assets before you purchase them and the not-so-common things to watch out for. Go to mfinsummit.com to grab your ticket and use promo code QUATTRO to get $100 off of your full access pass!  Whether you are new to multifamily investing or a seasoned investor, you do not want to miss this event. Join Team Quattro at the Multifamily Investor Nation Summit.  Visit mfinsummit.com promo code QUATTRO... That's mfinsummit.com promo code QUATTRO.   Check out Syndication Pro and learn how you can raise more capital in less time! https://syndicationpro.com/account-setup?fpr=quattro Join the MFIN Summit and use our promo code: QUATTRO LEAVE A 5 STAR REVIEW + help someone who wants to explode their business growth by sharing this episode. Find out how team Quattro can help you by visiting www.TheQuattroWay.com.  Real Estate Runway Podcast is all about alternative business and investment strategies to help you amplify life, and maximize wealth! Click here to find out more about the host, Chad Sutton.

Chubbee was buzzless, he couldn't explain Why he bee-haved badly, why he bee-haved strange. So Mama buzzed, "When you're with the wrong crowd! You want to fit in, so you can be proud." L10

You're welcome in the clubhouse where KC and his friends learn to share God's Word! In this episode, kids learn that God always does good things and the devil only does bad things. John 10:10, "Jesus came to give us a good life." L10 #kids, #kidstories, #storiesforkids, #biblestoriesforkids, #bedtimestoriesforkids, #storiesforchristiankids, #jesus, #godisalwaysgood, #podcastsforchristiankids, #fishbytes4kids, #roncarriewebb, #ronandcarriewebb