Podcasts about leader

With August about to begin the long-time Virginia election watchers say that this is when “it gets real.” The Washington Examiner just published election predictions made by the organization State Navigate that reported that by their estimates each Democrat candidate would win the statewide races by a minimum of 8 percent and that Lt Gov Winsome Sears would lose by 11. Moreover, they predict that the Democratic party will flip 7 seats in the House of Delegates. Flipping it to a GOP majority had been a key effort of the Republican Party leadership so that they could block the “Day Of” Abortion constitutional amendment. We sat down with one leader that is spending his time and campaign contributions on other candidates this year, Tom Garrett of Virginia's 56th district (Fluvanna, Louisa, Goochland) and asked him if the race had really turned so badly. Learn more about your ad choices. Visit megaphone.fm/adchoices

7.30.25, Denton reacts to Commanders' cornerback Mikey Sainristil giving props to Deebo Samuel and Dan Quinn's answer about Terry McLaurin practicing.

7.30.25 Hour 2, Denton Day and Producer Max talk about Jayden Daniels' MVP odds for the upcoming season and whether it's a safe bet to make. Denton reacts to Commanders' cornerback Mikey Sainristil giving props to Deebo Samuel and Dan Quinn's answer about Terry McLaurin practicing. Denton's Day-ly news about the broken A/C inside the studio causing major problems.

With August about to begin the long-time Virginia election watchers say that this is when “it gets real.” The Washington Examiner just published election predictions made by the organization State Navigate, reporting their estimates that each Democrat candidate would win the statewide races by a minimum of 8 percent and that Lt. Gov. Winsome Sears […]

In this episode of Workday Playdate, Erin gets real about one of the toughest career skills no one really teaches you: managing up with confidence. Because let's be honest, trying to figure out what your boss actually wants can feel like decoding emoji hieroglyphics at 11 PM. Enter Melody Wilding: therapist-turned-career-coach, emotions researcher, and author of Managing Up. Named one of Insider's “most innovative career coaches,” Melody is here to help you stop overthinking every Slack message and start building a relationship with your boss that's rooted in clarity, confidence, and collaboration. Whether you're a new grad navigating your first 1:1, an early-career professional trying to stand out without burning out, or a sensitive striver who struggles to speak up, this episode will help you transform anxiety into action and guesswork into game plans. Inside This Episode: What managing up really means (and why it's the fastest way to build trust and grow) The 3 toughest conversations to have with your boss — and how to start them Why “sensitive strivers” are actually management superstars (with the right mindset shift) How to protect your boundaries without damaging your reputation One simple step you can take today to feel more confident in every manager conversation Who This Episode Is For: Early-career rockstars. Career changers. Anyone tired of reading between the lines of vague emails and ready to build real, human, mutually beneficial relationships at work. Stop guessing what your boss wants. Start showing up like the leader you're meant to be. Listen now and share this episode with a friend who's stuck in the “do they hate me?” spiral. Let's make managing up feel less like a guessing game and more like a playdate. Feeling stretched thin but still trying to “stay positive”? Grab our free Positivity Without Pretending Toolkit. It's a quick, honest reset for people leaders who want to show up without faking it. In five minutes or less, you'll reframe, refuel, and lead with heart (even when you're running on fumes). Download it now and take the pressure off.   No, You Hang Up First (Let's Keep Connecting) Did today's episode resonate with you? Leave us a review sharing your favorite insight and we'll send you a free signed copy of I See You! A Leader's Guide to Energizing Your Team through Radical Empathy. Have another question that we can answer? Leave us a Speakpipe audio clip and we'll answer it in an upcoming episode. Don't want to miss another episode? If you're a Spotify listener, find our show here and click “Follow.” If you're an Apple Podcast listener, click here and make sure to hit “+Follow.” Want access to a bunch of free resources for your work life? This is your personal jackpot that gives you access to the frameworks that help us thrive both personally and professionally. Whether you're trying to improve your daily routine, flesh out an idea that you've had for quite some time, or want to add more play into your day - these resources have got your back. Want 2 emails a week from us? One with a quick tip you can implement right away to enhance your personal and/or professional lives & one of our famous F.A.I.L. Fourward Friday newsletters? Subscribe here. Connect with Melody Wilding Melody's LinkedIn Melody's website Connect with Erin Diehl x improve it! Erin's website Erin's Instagram Erin's TikTok Erin's LinkedIn improve it!'s website improve it!'s Instagram

In this episode of The Self-Employed Life, I had the great pleasure of speaking with occupational health psychologist Dr. Christina Guthier, author of Joyfully Exhausted, about the often misunderstood concept of burnout. We discuss the idea that not all exhaustion is bad, explore the difference between joyful and harmful exhaustion, and examine the effort-reward imbalance that many self-employed people face. Christina emphasizes the importance of managing our energy and recovering from hidden efforts we may not even realize are draining us. Our conversation is a refreshing reminder that it's okay — and even healthy — to love your work, as long as you prioritize recovery and recognize your limits. Since childhood, Christina was fascinated to observe different states of exhaustion in adults after work (including unpaid care work). At Ruhr-University Bochum, she majored in organizational psychology, conducted corporate social responsibility (CSR) field-research as student assistant at the marketing department, and worked at eligo GmbH where she helped develop recruiting software. During her M.Sc. Psychology at Heidelberg University, she majored in Organizational Behaviour and Adaptive Cognition learning a lot about the complexity of performance ratings and leadership behavior as well as cognitive biases and decision heuristics. At the same time, Christina also completed her train-the-trainer certificate during her internship at the career services and development department at Mannheim Business School. Then she focused on occupational health psychology (particularly on burnout research) during her PhD at Johannes Gutenberg-University Mainz. Christina's PhD thesis on "How to create healthier study and work environments" got awarded with the Alfred Teves dissertation award 2020. Additionally, her meta-analysis on the reciprocal relationship between job stressors and burnout (published in Psychological Bulletin) got awarded with the Schmidt-Hunter Meta-Analysis Award 2022 by the Society of Industrial and Organizational Psychology (division of the American Psychological Association). Finally, as a self-employed scientist, she has started to translate (her) research insights into actionable advice by giving a TEDx talk, getting interviewed for German media outlets (e.g., Der Spiegel, deutschlandfunk nova), and writing articles for different journals and magazines (e.g., Leader to Leader, change magazine). Additionally, she has supported organizations as a speaker, trainer, and coach with shifting their mindsets regarding exhaustion and recovery. Guest's Contact – Linkedin Website Contact Jeffrey – JeffreyShaw.com Books by Jeffrey Shaw Business Coaching for Entrepreneurs Watch my TEDx LincolnSquare video and please share! Valuable Resources – The Self-Employed Business Institute You know you're really good at what you do. You're talented, you have a skill set. The problem is you're probably in a field where there is no business education. This is common amongst self-employed people! And, there's no business education out there for us! You also know that being self-employed is unique and you need better strategies, coaching, support, and accountability. The Self-Employed Business Institute, a five-month online education is exactly what you need. Check it out! Take The Self-Employed Assessment! Ever feel like you're all over the place? Or frustrated it seems like you have everything you need for your business success but it's somehow not coming together? Take this short quiz to discover the biggest hidden gap that's keeping you from having a thriving Self-Employed Ecosystem. You'll find out what part of your business needs attention and you'll also get a few laser-focused insights to help you start closing that gap. Have Your Website Brand Message Reviewed! Is your website speaking the right LINGO of your ideal customers? Having reviewed hundreds of websites, I can tell you 98% of websites are not. Fill out the simple LINGO Review application and I'll take a look at your website. I'll email you a few suggestions to improve your brand message to attract more of your ideal customers. Fill out the application today and let's get your business speaking the right LINGO! Host Jeffrey Shaw is a Small Business Consultant, Brand Management Consultant, Business Coach for Entrepreneurs, Keynote Speaker, TEDx Speaker and author of LINGO and The Self Employed Life (May 2021). Supporting self-employed business owners with business and personal development strategies they need to create sustainable success.

0:00 - Courtland Sutton is incredibly important to the Broncos both on and off the field. We're happy he signed an extension and will stay in Orange & Blue for at least 2 more years.14:41 - The Broncos don't really have any "scary" weapons on offense. Any guys who are known playmakers, who have a big impact. The kind of guy who makes a defense shake in their boots every single down. When was the last time they had someone like that?32:14 - Jerry Jones, Matt Brown, and now ANOTHER NFL owner that needs to keep his mouth shut. Come on, man! When are these owners gonna learn?

Today, Janice is joined by Zach Buchwald, chairman and CEO of Russell Investments, a leading global investments solutions partner with approximately $332 billion in assets in under management. Zach dives into the challenges of financial security and retirement, and discusses his changing responsibilities for driving the firm's global business strategy, while fostering a culture of integrity and excellence. Tags: financial, security, retirement, janice, ellig, zach, buchwald, ceo, russell, investments, leader, strategy 

Gloriavale leader Howard Temple has pleaded guilty to a dozen charges, including five of indecent assault, just days into his trial in Greymouth. He had earlier denied 24 charges of sexual offending involving girls and women over more than 20 years. Reporter Keiller MacDuff spoke to Lisa Owen.

What separates good leaders from great ones? It's not charisma. It's not popularity. It's not even experience. In this deeply inspiring episode of Youth Worker on Fire, Doug Edwards unpacks the 4 leadership traits that every ministry leader, parent, and pastor needs to lead in today's chaotic world—and only one of them is commonly talked about in church.

Send us a Message!In this episode, we explore the causes of poor leadership and dig into what it takes to lead with integrity effectively. This is a must-listen conversation for managers. Also, Coby apologies for the poor quality of his mic.Our prescription for this episode is to reflect on your current management actions and efforts. Are you falling victim to any of the 3 Deaths of Leadership? Are you using both leadership skills and management skills? Do you have a framework or strategy to handle unfamiliar situations?Past Episode Referenced:Season 1 Episode 12: What Is The Most Overlooked Management Skill?Season 2 Episode 21: What Is The Technical Founder Paradox?Check out our short explainer video on the difference between leadership skills and management skills.To talk more about leadership and management skills, reach out to us at info@roman3.ca or through our LinkedIn page at https://www.linkedin.com/company/roman3Don't forget to sign up for our New Quarterly Newsletter that launched in the fall of 2024!About Our Hosts!James is an experienced business coach with a specialization in HR management and talent attraction and retention. Coby is a skilled educator and has an extensive background in building workforce and organizational capacity. For a little more on our ideas and concepts, check out our Knowledge Suite or our YouTube Channel, Solutions Explained by Roman 3.

From avoiding hard decisions to failing to show vulnerability, these are some of the behaviors at work that make you seem like an ineffective leader. Learn more about your ad choices. Visit podcastchoices.com/adchoices

MeidasTouch host Ben Meiselas reports on Donald Trump facing the wrath of fired workers who are ready to fight for their jobs and their dignity and Meiselas speaks with AFGE leader Sheria Smith on want her Union is doing to fight back. Remember to subscribe to ALL the MeidasTouch Network Podcasts: MeidasTouch: https://www.meidastouch.com/tag/meidastouch-podcast Legal AF: https://www.meidastouch.com/tag/legal-af MissTrial: https://meidasnews.com/tag/miss-trial The PoliticsGirl Podcast: https://www.meidastouch.com/tag/the-politicsgirl-podcast The Influence Continuum: https://www.meidastouch.com/tag/the-influence-continuum-with-dr-steven-hassan Mea Culpa with Michael Cohen: https://www.meidastouch.com/tag/mea-culpa-with-michael-cohen The Weekend Show: https://www.meidastouch.com/tag/the-weekend-show Burn the Boats: https://www.meidastouch.com/tag/burn-the-boats Majority 54: https://www.meidastouch.com/tag/majority-54 Political Beatdown: https://www.meidastouch.com/tag/political-beatdown On Democracy with FP Wellman: https://www.meidastouch.com/tag/on-democracy-with-fpwellman Uncovered: https://www.meidastouch.com/tag/maga-uncovered Coalition of the Sane: https://meidasnews.com/tag/coalition-of-the-sane Learn more about your ad choices. Visit megaphone.fm/adchoices

Join Jim and Greg for the Tuesday 3 Martini Lunch. Today, they applaud President Trump for ratcheting up the pressure on Vladimir Putin and scold him for refusing to allow the president of Taiwan to visit the U.S. And they examine the arrest of the illegal alien serving as a police officer in Maine. First, after noting the passing of Chicago Cubs legend Ryne Sandberg, they cheer President Trump for giving Putin a firm 10–12 day deadline to end the war in Ukraine. Trump appears to be losing patience with Putin's broken promises and ongoing escalations. Jim and Greg also explore how Trump might respond if Putin ignores the warning, and they question America's continued dependence on adversaries like Russia and China for materials vital to national security.Next, they slam Trump's refusal to let Taiwanese President Lai Ching-te stop in New York City en route to Latin America. While the move may be tied to sensitive trade talks with Beijing, Jim argues the U.S. should never let China dictate who can enter our country. They also examine how this decision may embolden the Chinese government. Finally, they break down the arrest of an illegal immigrant in Maine who was not only trying to buy a gun but was already working as a local police officer. While officials claim to have used E-Verify to confirm his status, Jim notes the system can't verify whether applicants actually own the documents they present.Please visit our great sponsors:No missed calls, no missed customers with OpenPhone. Get 20% off your first 6 months at https://Openphone.com/3ml Keep your skin looking and acting younger for longer. Get 15% off OneSkin with the code 3 ML at https://www.oneskin.co/

Join Jim and Greg for the Tuesday 3 Martini Lunch. Today, they applaud President Trump for ratcheting up the pressure on Vladimir Putin and scold him for refusing to allow the president of Taiwan to visit the U.S. And they examine the arrest of the illegal alien serving as a police officer in Maine. First, […]

This week, Jen and Pete focus on appreciation being an added bonus, and not an intention, in creating a project or developing an idea.Specifically, in this episode Jen and Pete talk about:How might we think about appreciation, in relationship to our work?In what ways might we unintentionally be working for an outcome of appreciation? How might we shift our thinking towards solving problems and showing up through our work?To hear all episodes and read full transcripts, visit The Long and The Short Of It website: https://thelongandtheshortpodcast.com/.You can subscribe to our Box O' Goodies here (https://thelongandtheshortpodcast.com/) and receive a weekly email full of book and podcast recommendations, quotes, videos, and other interesting things that Jen and Pete are noodling on. To get in touch, send an email to: hello@thelongandtheshortpodcast.com.Learn more about Pete's work here (https://humanperiscope.com/) and Jen's work here (https://jenwaldman.com/).

Da Silva Borges v. Bondi, No. 24-1695 (1st Cir. July 18, 2025) ·       DHS burden to prove alienage by clear, unequivocal, and convincing evidence; Woodby standard; Rosa Perez Cruz v. Bondi, No. 24-2865 (9th Cir. July 21, 2025) ·       CAT protection; Gulf Cartel; cooperation with U.S. government; presumption of regularity; considering entire record; audio issues; due process; prejudice; Mexico Singh v. Bondi, No. 23-9598 (10th Cir. July 22, 2025) ·       mental health; competency; hunger strike; continuance Cano-Gutierrez v. Bondi, No. 24-1616 (1st Cir. July 24, 2025) ·       asylum; CAT protection; nexus; particular social group; generalized violence; issue exhaustion; waiver of issuesGomez-Gabriel v. U.S. Atty Gen., No. 24-2559 (3d Cir. July 24, 2025) ·       Summary affirmance; 8 C.F.R. § 1003.1(e)(4); issue exhaustion; 8 U.S.C. § 1252(d)(1); nexus; gang violence; indigenous  Cabello Garcia v. USCIS, No. 23-35267 (9th Cir. July 22, 2025) ·       8 U.S.C. § 1252(a)(2)(B)(i); U visa adjustment of status; 8 U.S.C. § 1255(m); medical exam; discretionary relief; collateral challenge; adjustment of status; Administrative Procedure Act; due process; Patel v. Garland Sponsors and friends of the podcast! Kurzban Kurzban Tetzeli and Pratt P.A.Immigration, serious injury, and business lawyers serving clients in Florida, California, and all over the world for over 40 years.  Cerenade"Leader in providing smart, secure, and intuitive cloud-based solutions"Demo Link!Click me too! Stafi "Remote staffing solutions for businesses of all sizes"Promo Code: STAFI2025Click me! Gonzales & Gonzales Immigration BondsP: (833) 409-9200immigrationbond.com   Want to become a patron?Click here to check out our Patreon Page! CONTACT INFORMATION Email: kgregg@kktplaw.com Facebook: @immigrationreview Instagram: @immigrationreview Twitter: @immreview About your hostCase notesRecent criminal-immigration article (p.18)Featured in San Diego Voyager DISCLAIMER & CREDITSSee Eps. 1-200 Support the showSupport the show

A deep dive into the National Association of State Directors of Pupil Transportation Services' 13th National Stop Arm Violation Count as well as updates on the Environmental Protection Agency's Clean School Bus Funding program and electric bus manufacturer LION. Hear from Katrina Morris, who is the transportation director for West Shore Educational Service District in Michigan, executive director of the Michigan Association for Pupil Transportation, and this year's Peter J. Grandolfo Memorial Award of Excellence winner. Her Proactive Response Training for School Bus Drivers is being taught in 33 states, she's leveraging sports partnerships for student transportation visibility, and she's dedicated to safety training for students. Read more about safety. This episode is brought to you by Transfinder.

In this episode, we walk through 20 sharp, revealing questions every leader should be asking across four key areas: attracting top talent, developing your team, keeping people engaged, and driving meaningful performance. This is not theory. It is a practical gut check for anyone in charge of people, culture, or outcomes. If you want to lead with purpose and power, this episode will push you to confront what you have been avoiding and commit to what really matters.

“Manager and leader”? What's the difference. During my conversation this time with Scott Hanton, our guest, we will discuss this very point along with many other fascinating and interesting subjects. As Scott tells us at the beginning of this episode he grew up asking “why” about most anything you can think of. He always was a “why” asker. As he tells it, unlike many children who grow out of the phase of asking “why” he did not. He still asks “why” to this very day.   At the age of 13 Scott decided that he wanted to be a chemist. He tells us how this decision came about and why he has always stayed with it. Scott received his bachelor's degree in Chemistry from Michigan State and his PHD from the University of Wisconsin. Again, why he changed schools for his PHD work is an interesting story. As you will see, Scott tells stories in a unique and quite articulate way.   After his university days were over Scott went to work, yes as a chemist. He tells us about this and how after 20 years with one company how and why he moved to another company and somewhat out of constant lab work into some of the management, business and leadership side of a second company. He stayed there for ten years and was laid off during the pandemic. Scott then found employment as the editorial director of Lab Management Magazine where he got to bring his love of teaching to the forefront of his work.   My hour with Scott gives us all many insights into management, leadership and how to combine the two to create a strong teaming environment. I believe you will find Scott's thoughts extremely poignant and helpful in everything that you do.     About the Guest:   Scott Hanton is the Editorial Director of Lab Manager. He spent 30 years as a research chemist, lab manager, and business leader at Air Products and Intertek. Scott thrives on the challenges of problem-solving. He enjoys research, investigation, and collaboration. Scott is a people-centric, servant leader. He is motivated by developing environments where people can grow and succeed, and crafting roles for people that take advantage of their strengths.   Scott earned a BS in chemistry from Michigan State University and a PhD in physical chemistry from the University of Wisconsin-Madison. He is an active member of the American Chemical Society (ACS), the American Society of Mass Spectrometry (ASMS), and the Association of Lab Managers (ALMA). As a scientist Scott values curiosity, innovation, progress, and delivery of results. Scott has always been motivated by questions beginning with why. Studying physical chemistry in graduate school offered the opportunity to hone answers to these questions. As a professional scientist, Scott worked in analytical chemistry specializing in MALDI mass spectrometry and polymer characterization.   At Scott married his high school sweetheart, and they have one son. Scott is motivated by excellence, happiness, and kindness. He most enjoys helping people and solving problems. Away from work, Scott enjoys working outside in the yard, playing strategy games, and participating in different discussion groups.   Scott values having a growth mindset and is a life-long learner. He strives to learn something new everyday and from everyone. One of the great parts of being a trained research scientist is that failure really isn't part of his vocabulary. He experiments and either experiences success or learns something new. He values both individual and organizational learning.   Scott's current role at Lab Manager encompasses three major responsibilities: ·      Writing articles and giving presentations to share his experience with lab managers. ·      Driving the creation and growth of the Lab Manager Academy (https://labmanageracademy.com/) that currently contains three certificate programs: lab management, lab safety management, and lab quality management. ·      Helping people through his knowledge of science, scientists, management, and leadership. He is very happy sharing the accumulated wisdom of his experiences as a researcher, lab supervisor, and lab manager. Each article posted on Lab Manager addresses a decision that a lab manager needs to make. Lab management is full of decision-making, so helping people make better, faster, more complete decisions is very satisfying. Ways to connect with Scott:   https://www.linkedin.com/in/scott-hanton/   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, welcome to another episode of unstoppable mindset where inclusion diversity and the unexpected meet, and mostly we get to deal with the unexpected, as opposed to inclusion or diversity. But that's okay, because unexpected is what makes life fun, and our guest today, Scott Hanton, will definitely be able to talk about that. Scott has been a research chemist. He comes from the chemistry world, so he and I in the past have compared notes, because, of course, I come from the physics world, and I love to tell people that the most important thing I learned about physics was that, unlike Doc Brown, although I do know how to build a bomb, unlike Doc Brown from Back to the Future, I'm not dumb enough to try to go steal fissionable material from a terrorist group to build the bomb. So, you know, I suppose that's a value, value lesson somewhere. But anyway, I am really glad that you're all here with us today, and we have lots to talk about. Scott, as I said, was in chemistry and research chemist, and now is the editorial supervisor and other things for a magazine called lab manager, and we will talk about that as well. So Scott, welcome to unstoppable mindset. We're glad   Scott Hanton ** 02:38 you're here. Thank you for having me. I'm excited to have this conversation with you today.   Michael Hingson ** 02:43 Well, I think it'll be a lot of fun, and looking forward to it. Now, you're in Michigan, right?   Scott Hanton ** 02:48 That's right. I live in South Lyon, Michigan,   Michael Hingson ** 02:51 ah, what's the weather back there today?   Scott Hanton ** 02:55 It's probably about 55 degrees and cloudy   Michael Hingson ** 02:58 here today. Well, it's still fairly sunny here, and we're actually, according to my iPhone, at 71 so it was up around 80 earlier in the week, but weather changes are still going to bring some cold for a while   Scott Hanton ** 03:15 in here in Michigan, I visited a customer earlier this week, and I drove by about 1000 orange barrels on the highway, which means it's spring, because there's only two seasons in Michigan, winter and construction.   Michael Hingson ** 03:29 There you go. Yeah, I know. I went to the University of California, Irvine, UCI. And if you ask somebody who doesn't know that UCI stands for University of California at Irvine. If you ask them what UCI stands for, they'll tell you, under construction indefinitely. Sounds right? Yeah. Well, it's been doing it ever since I was there a long time ago, and they they continue to grow. Now we're up to like 32,000 fresh, or excuse me, undergraduates at the university. And when I was there, there were 2700 students. So it's grown a little. That's   Scott Hanton ** 04:05 a lot of change. I'm used to big universities. I'm a graduate of both Michigan State and the University of Wisconsin. So these are big places.   Michael Hingson ** 04:13 Wow, yeah. So you're used to it. I really enjoyed it when it was a small campus. I'm glad I went there, and that was one of the reasons that caused me to go there, was because I knew I could probably get a little bit more visibility with instructors, and that would be helpful for me to get information when they didn't describe things well in class. And it generally worked out pretty well. So I can't complain a lot. Perfect. Glad it worked well for you, it did. Well, why don't you start, if you would, by telling us kind of about the early Scott growing up and all that sort of stuff.   Scott Hanton ** 04:49 I grew up in Michigan, in a town called Saginaw. I was blessed with a family that loved me and that, you know, I was raised in a very. Supportive environment. But young Scott asked, Why about everything you know, the way kids do? Yeah, right. And my mom would tell you that when I was a kid, why was my most favorite word? And most kids outgrow that. I never did, yeah, so Me neither. I still ask why all the time. It's still my most favorite word, and it caused me to want to go explore the sciences, because what I found, as I learned about science, was that I could get answers to why questions better in science than in other places.   Michael Hingson ** 05:34 Yeah, makes sense. So what kinds of questions did you ask about why? Well, I asked   Scott Hanton ** 05:43 all kinds of questions about why, like, why are we having that for dinner? Or, why is my bedtime so early? Those questions didn't have good answers, at least from my perspective, right? But I also asked questions like, why is grass green, and why is the sky blue? And studying physical chemistry at Michigan State answered those questions. And so   Michael Hingson ** 06:03 how early did you learn about Rayleigh scattering? But that's you know?   Scott Hanton ** 06:07 Well, I learned the basic concepts from a really important teacher in my life, Mr. Leeson was my seventh grade science teacher, and what I learned from him is that I could ask questions that weren't pertinent to what he was lecturing about, and that taught me a lot about the fact that science was a lot bigger than what we got in the curriculum or in the classroom. And so Mr. Leeson was a really important person in my development, and showed me that there was that science was a lot bigger than I thought it was as a student, but I didn't really learn about rally scattering until I got to college.   Michael Hingson ** 06:43 But at the same time, it sounds like he was willing to allow you to grow and and learn, which so many people aren't willing to do. They're too impatient.   Scott Hanton ** 06:58 He was a first year teacher the year I had him so he hadn't become cynical yet. So it was great to just be able to stay after class and ask him a question, or put my hand up in class and ask him a question. He also did a whole series of demonstrations that were fabulous and made the science come to life in a way that reading about it doesn't stir the imagination. Yeah,   Michael Hingson ** 07:23 I had teachers that did that too. I remember very well my freshman general science teacher in high school, Mr. Dills, and one day, and he loved to do kind of unique things, just to push the boundaries of students a little bit. He came in one day and he said, I got a pop quiz for everybody, which doesn't help me, because the pop quiz was in print, but he handed it out. And then he took me to the back of the room, and he said, You're not going to really be able to do this quiz. Let me tell you why. And he said, Oh, and one thing he said is, just be sure you follow all the instructions and you'll be fine on the test to everybody. He brought me back to the back of the room. He says, Well, here's the deal. He says, if people really read the instructions, what they'll do is they'll read the instruction that says, Read all the questions before you start answering, and if you get to the last question, it says answer only the first question, which is what is your name and and sure enough, of course, people didn't read the instructions. And he said, so I wouldn't be able to really deal with you with that one, with that whole thing, just because it wouldn't work well. And I said, I understand, but he loved to make students think, and I learned so much about the whole concept of realizing the need to observe and be observant in all that you do. And it was lessons like that from him that really helped a lot with that. For me,   Scott Hanton ** 08:48 I had a high school chemistry teacher named Mrs. Schultz, and the first experiment that we did in her class, in the first week of classes, was she wanted us to document all of the observations that we could make about a burning candle. And I was a hot shot student. Thought I, you know, owned the world, and I was going to ace this test. And, you know, I had maybe a dozen observations about a burning candle, and thought I had done a great job describing it, until she started sharing her list, and she probably had 80 observations about a burning candle, and it taught me the power of observation and the need to talk about the details of those observations and to be specific about what the observations were. And that experiment seems simple, light a candle and tell me what you see. Yeah, but that lesson has carried on with me now for more than approaching 50 years.   Michael Hingson ** 09:47 Let's see, as I recall, if you light a candle, what the center of the flame is actually pretty cool compared to the outside. It's more hollow. Now I wouldn't be able to easily tell that, because. Is my my process for observing doesn't really use eyesight to do that, so I I'm sure there are other technologies today that I could use to get more of that information. But   Scott Hanton ** 10:12 I'm also sure that that experiment could be re crafted so that it wasn't so visual, yeah, right, that there could be tactile experiments to tell me about observations or or audible experiments about observation, where you would excel in ways that I would suffer because I'm so visually dominant. The   Michael Hingson ** 10:33 issue, though, is that today, there's a lot more technology to do that than there was when I was in school and you were in school, but yeah, I think there is a lot available. There's a company called Independence Science, which is actually owned and run by Dr Cary sapollo. And Carrie is blind, and he is a blind chemist, and he wanted to help develop products for blind people to be able to deal with laboratory work. So he actually worked with a company that was, well, it's now Vernier education systems. They make a product called LabQuest with something like 80 different kinds of probes that you can attach to it, and the LabQuest will will provide visual interpretations of whatever the probes are showing carry, and independent science took that product and made it talk, so that There is now a Talking LabQuest. And the reality is that all those probes became usable because the LabQuest became accessible to be able to do that, and they put a lot of other things into it too. So it's more than just as a talking device, a lab device. It's got a periodic table in it. It's got a lot of other kinds of things that they just put in it as well. But it's really pretty cool because it now makes science a whole lot more accessible. I'm going to have to think about the different kinds of probes and how one could use that to look at a candle. I think that'd be kind of fun.   Scott Hanton ** 12:15 And it's just awesome to hear that there's innovation and space to make science more available to everybody. Yeah,   Michael Hingson ** 12:23 the real problem that we face is the one that we mostly always have faced, which is societal attitudes, as opposed to really being or not being able to do the experiments, is people think we can't, and that's the barrier that we always, usually have to overcome.   Scott Hanton ** 12:39 What I find in my time as a coach, mentor, supervisor, is that if somebody believes they can't do it, they can't do it. Yeah. And so it's often about overcoming their own mental limitations, the limitations that they've placed on themselves,   Michael Hingson ** 12:56 and that's right, or unfortunately, the limitations that other people place on us, and we, all too often and weigh too much, buy into those limitations. So it's it is something that we, especially in the sciences, should recognize that we shouldn't be doing so much of. I know that when I was at UC Irvine as a graduate student, I learned once that there was a letter in my file that a professor wrote. Fortunately, I never had him as a professor, but it and I was in my master's program at the time in physics, and this guy put a letter in my file saying that no blind person could ever absorb the material to get an advanced degree in physics at the University. Just put that in there, which is so unfortunate, because the real thing that is demonstrated there is a prejudice that no scientist should ever have.   Scott Hanton ** 13:51 I'm hopeful that as you graduated, there was a retraction letter in your file as well,   Michael Hingson ** 13:57 not that I ever heard, but yeah. Well, I'd already gotten my bachelor's degree, but yeah. But you know, things happen, but it is a it is a societal thing, and society all too often creates limitations, and sometimes we don't find them right away, but it is one of the big issues that, in general, we have to deal with. And on all too often, society does some pretty strange things because it doesn't understand what science is all about. I know when we were dealing with covid, when it all started, leaving the conspiracy theorists out of it. One of the things that I learned was that we have all these discussions about AI, if you will. But AI was one of the primary mechanisms that helped to develop the mRNA vaccines that are now still the primary things that we use to get vaccinated against covid, because they the artificial intelligence. I'm not sure how artificial. It is, but was able to craft what became the vaccine in a few days. And scientists acknowledged, if they had to do it totally on their own, it would take years to have done what AI did in a few days.   Scott Hanton ** 15:13 The AI technology is amazing and powerful, but it's not new. No, I met a person who shared her story about AI investigations and talked about what she was doing in this field 30 years ago. Yeah, in her master's work. And you know, I knew it wasn't brand new, but I didn't really realize how deep its roots went until I talked to her.   Michael Hingson ** 15:37 I worked as my first jobs out of college with Ray Kurzweil, who, of course, nowadays, is well known for the singularity and so on. But back then, he developed the first reading machine that blind people could use to read printed material. And one of the things that he put into that machine was the ability, as it scanned more material, to learn and better recognize the material. And so he was doing machine learning back in the 1970s   Scott Hanton ** 16:07 right? And all of this is, you know, as Newton said on the shoulders of giants, right, right? He said it a bit cynically, but it's still true that we all in science, we are learning from each other. We're learning from the broader community, and we're integrating that knowledge as we tackle the challenges that we are exploring.   Michael Hingson ** 16:27 So what got you to go into chemistry when you went into college?   Scott Hanton ** 16:33 That's a good question. So when I was 13 years old, I went on a youth a church group youth trip to another city, and so they split us up, and there were three of us from our group that stayed overnight in a host family. And at dinner that night, the father worked in a pharmaceutical company, and he talked about the work he was doing, and what he was doing was really synthetic chemistry around small molecule drug discovery. And for me, it was absolutely fascinating. I was thrilled at that information. I didn't know any scientists growing up, I had no adult input other than teachers about science, and I can remember going back home and my parents asking me how the trip went. And it's like, it's fantastic. I'm going to be a chemist. And they both looked at me like, what is that? How do you make money from it? How do you get that? My dad was a banker. My mom was a school teacher. They had no scientific background, but that that one conversation, such serendipity, right? One conversation when I was 13 years old, and I came home and said, I'm going to be a chemist, and I've never really deviated from that path. Did you have other siblings? Younger brother and another younger sister?   Michael Hingson ** 17:54 Okay? Did they go into science by any remote chance?   Scott Hanton ** 17:58 Not at all. So they were both seventh grade teachers for more than 30 years. So my brother taught math and English, and my sister teaches social studies.   Michael Hingson ** 18:10 Well, there you go. But that is also important. I actually wanted to teach physics, but jobs and other things and circumstances took me in different directions, but I think the reality is that I ended up going into sales. And what I realized, and it was partly because of a Dale Carnegie sales course I took, but I realized that good sales people are really teachers, because they're really teaching people about products or about things, and they're also sharp enough to recognize what their products might or might not do to help a customer. But that, again, not everyone does that, but so I figure I still was teaching, and today, being a public speaker, traveling the world, talking, of course, about teamwork and other things, it's still all about teaching.   Scott Hanton ** 18:57 I think I've always been a teacher, and if you talk to my coworkers along the way, I enjoy helping people. I enjoy sharing my knowledge. There's always been a teacher inside but only in this job as the editorial director at lab manager have I really been able to do it directly. So we've developed what we call the lab manager Academy, and I create e learning courses to help lab managers be more successful, and it's been a passion project for me, and it's been a load of fun.   Michael Hingson ** 19:30 And it doesn't get better than that. It's always great when it's a load of fun, yes,   Scott Hanton ** 19:35 well, so you left college and you got a bachelor's and a master's degree, right? No masters for me, that step you went right to the old PhD, yeah. So I went straight. I went graduated from Michigan State. So Michigan State was on terms back in those days. So graduated in June, got married in July, moved to Wisconsin in August. To graduate school at the end of August at the University of Wisconsin. Okay? And my second year as a graduate student, my professor asked me, Do you want to stop and complete a master's? And I said, Wait, tell me about this word stop. And he said, Well, you'd have to finish the Master's requirements and write a thesis, and that's going to take some time. And I said, Do I have to and he said, No, and I don't recommend it. Just keep going forward and finish your PhD. So that's   Michael Hingson ** 20:30 and what does your wife do?   Scott Hanton ** 20:33 So my wife also is in the graduate program at the University of Wisconsin, and she decided that a master's degree was the right answer for her, because she didn't want to be a PhD scientist in XYZ narrow band of science. She wanted to be a master of chemistry. Okay, and so we took different paths through graduate school, but each of us took the path that worked best for us, and each pass has great value, so we're both happy with the choices that we made,   Michael Hingson ** 21:06 and complement each other and also give you, still lots of great things to talk about over dinner.   Scott Hanton ** 21:12 Absolutely. And she took that master's degree, went into the pharmaceutical industry and largely behaved as a librarian in her first part of her career, she wasn't called a librarian, but what she really did was a lot of information integrating, and then moved into the Library Group, and was a corporate librarian for a long time, and then a community librarian. So that path worked brilliantly for her. She also has a Masters of Library Science. So I have one PhD. She has two Master's degree. I have one bachelor's degree. She has two bachelor's degree.   Michael Hingson ** 21:50 Oh, so you can have interesting discussions about who really progressed further,   21:54 absolutely.   Michael Hingson ** 21:57 Well, that's, that's, that's cute, though. Well, I I got my bachelor's and master's. My wife, who I didn't meet until years later, wanted to be a librarian, but she ended up getting a a Master's at USC in so in sociology and and ended up getting a teaching credential and going into teaching, and taught for 10 years, and then she decided she wanted to do something different, and became a travel agent, which she had a lot of fun with. That is different, it is, but she enjoyed it, and along the way, then we got married. It was a great marriage. She was in a wheelchair her whole life. So she read, I pushed, worked out well, complimentary skills, absolutely, which is the way, way it ought to be, you know, and we had a lot of fun with it. Unfortunately, she passed now two and a half years ago, but as I tell people, we were married 40 years, and I'm sure she's monitoring me from somewhere, and if I misbehave, I'm going to hear about it, so I try to just behave. Sounds like good advice. Yeah, probably certainly the safe way to go. But we, we, we had lots of neat discussions, and our our activities and our expertise did, in a lot of ways, complement each other, so it was a lot of fun. And as I said, she went to USC. I enjoyed listening to USC football because I thought that that particular college team had the best announcers in the business, least when when I was studying in Southern California, and then when we got married, we learned the the day we got married, the wedding was supposed to start at four, and it didn't start till later because people weren't showing up for the wedding. And we learned that everybody was sitting out in their cars waiting for the end of the USC Notre Dame game. And we knew that God was on our side when we learned that SC beat the snot out of Notre Dame. So there you go. Yeah. Yeah. Oh gosh, the rivalries we face. So what did you do after college?   Scott Hanton ** 24:09 So did my PhD at the University of Wisconsin. And one of the nice things, a fringe benefit of going to a big, important program to do your PhD, is that recruiters come to you. And so I was able to do 40 different, four, zero, 40 different interviews on campus without leaving Madison. And one of those interviews was with a company called Air Products. And that worked out, and they hired me. And so we moved to Allentown, Pennsylvania to go to work. I went to work at Air Products and and Helen found a role in the pharmaceutical industry at Merck. And so we did that for a long time. I was initially a research expert, a PhD expert doing lasers and materials and analytical stuff. And over the years. I progressed up the ladder from researcher to supervisor to what did we call it, group head to Section Manager, to operations manager, and ultimately to General Manager.   Michael Hingson ** 25:13 Well, at least being in Allentown, you were close to a Cracker Barrel restaurant. Yes, that is true. That was the closest to one to where we lived in New Jersey, so we visited it several times. That's how I know   Scott Hanton ** 25:26 about it. Maybe we were there at the same time. Michael, maybe this isn't our first. It's   Michael Hingson ** 25:31 very possible. But we enjoyed Cracker Barrel and enjoyed touring around Pennsylvania. So I should have asked, What prompted you to go to the University of Wisconsin to do your your graduate work, as opposed to staying in Michigan. So   Scott Hanton ** 25:47 my advisor at Michigan State, our advisor at Michigan State, told us, here's the top five schools, graduate programs in chemistry, apply to them all. Go to the one you get into. And so I got into three. Helen got into two. The one that was the same was Wisconsin. So that's where we went, yeah?   Michael Hingson ** 26:09 Well, then no better logic and argument than that.   Scott Hanton ** 26:14 It was a great Madison. Wisconsin is a beautiful city. It one of the things I really liked about the chemistry program there then, and it's still true now, is how well the faculty get along together so many collaborative projects and just friendliness throughout the hallways. And yes, they are all competing at some level for grant support, but they get along so well, and that makes it for a very strong community,   Michael Hingson ** 26:41 and it probably also means that oftentimes someone who's applying for something can enlist support from other people who are willing to help.   Scott Hanton ** 26:50 And as a graduate student, it meant that I had more than one professor that I could go to my advisor. There was a whole group of advisors who ran joint group meetings and would give us advice about our work or our writing or our approach, or just because we needed a pep talk, because completing a PhD is hard. Yeah, right, so that community was really important to me, and it's something I took away that when I started my industrial career, I had seen the value of community, and I wanted to build stronger communities wherever I went, yeah.   Michael Hingson ** 27:26 So what does a company, does air products do   Scott Hanton ** 27:31 that's sort of in the name, right? They're an industrial gas company. Got some of their big, biggest products are taking air and separating it into its components of nitrogen, oxygen, oxygen, argon, whatever, right? But at that time, they also had a chemicals business and a semiconductor business, or electronics business. So there was a lot of chemistry going on, although a lot of my work colleagues were chemical engineers who were working on the gasses side of the business, we had significant number of chemistry, sorts material science, sorts of people who are working on the chemicals side. Now, over time, Air Products divested those businesses, and now it's much more of a true industrial gas company. But I had the opportunity to work in an integrated science company that did all sorts of things.   Michael Hingson ** 28:23 Yeah, and as as we know, certainly a little helium never hurt anyone.   Scott Hanton ** 28:30 No little helium, you know, raises people's spirits, it   Michael Hingson ** 28:34 does and their voices, it does. I I've visited helium tanks many times at UC Irvine when they had liquid helium, which was certainly a challenge because of how cold it had to be. But occasionally we would open a valve and little cold but useful helium gas would escape   Scott Hanton ** 28:56 very cold. Please be safe. Cryogens are are dangerous materials, and we gotta make sure we handle them with due respect.   Michael Hingson ** 29:05 Yeah, well, we, we all did and and didn't take too many chances. So it worked out pretty well. So you stayed in Allentown and you stayed with Air Products for how long   Scott Hanton ** 29:19 I was in Air Products for 20 years. So the analytical group that I was part of, we were about 92 or 93 people when I joined the company, when I just left after earning my PhD. After 20 years, that group was down to about 35 just progressive series of decisions that made the department smaller, and as the Department got smaller and smaller, we were worried about our abilities to sustain our work. And so a dear friend and a key colleague, Paula McDaniel, and I, worked to try to see what other kind of opportunities there were. Yeah. And so we reached out to a contract research organization called Intertech to see if they would be interested in maybe acquiring our analytical department. And when we called them, and by the way, we called them before we talked to our boss about it, she forgave us later, but when we called the guy on the end of the phone said, Wait a minute, let me get your file. And it's like, what you have a file on Air Products, analytical, really? Why? Well, it turned out that they had a file, and that they had an active Merger and Acquisition Group, and they wanted an integrated analytical department on the east coast of the US. And so we engaged in negotiation, and ultimately this analytical department was sold by Air Products to Intertech. So on Friday, we're a little cog in a giant engine of an global, international company, and our funding comes from Vice Presidents. And on Monday, we're a standalone business of 35 people, we need to write quotes in order to make money. So it was an enormous challenge to transition from a service organization to a business. But oh my goodness, did we learn a lot,   Michael Hingson ** 31:13 certainly a major paradigm shift,   Scott Hanton ** 31:18 and I was lucky that I lost the coin flip, and Paula won, and she said, I want to be business development director. And I said, thank God. So she went off to be the key salesperson, and Paula was utterly brilliant as a technical salesperson, and I became the operations manager, which allowed me to keep my hands dirty with the science and to work with the scientists and to build a system and a community that allowed us to be successful in a CRO world.   Michael Hingson ** 31:49 So at that time, when you became part, part of them, the new company, were you or the standalone business? Were you working in lab? Still yourself?   Scott Hanton ** 32:01 Yes. So I had the title Operations Manager and all of the scientific staff reported into me, but I was still the technical expert in some mass spectrometry techniques, particularly MALDI and also tough Sims, and so I still had hands on lab responsibility that I needed to deliver. And over time, I was able to train some people to take some of those responsibilities off. But when the weight of the world was particularly heavy, the place for me to go was in the lab and do some experiments.   Michael Hingson ** 32:34 Yeah, still so important to be able to keep your hand in into to know and understand. I know I had that same sort of need being the manager of an office and oftentimes working with other people who were the engineers, coming from a little bit of a technical background as well. I worked to always make sure I knew all I could about the products that I was dealing with and selling, and my sales people who worked for me constantly asked, How come, you know, all this stuff, and we don't then, my response always was, did you read the product bulletin that came out last week? Or have you kept up on the product bulletins? Because it's all right there, whether I actually physically repaired products or not, I knew how to do it. And so many times when I was involved in working with some of our engineers, I remember a few times our field support people, and we were working out of New Jersey, and then in New York at the time, in the World Trade Center, we had some customers up at Lockheed Martin, up in Syria, Rochester, I think it was. And the guys would go up, and then they'd call me on the phone, and we'd talk about it, and between us, we came up with some bright ideas. And I remember one day, all of a sudden, I get this phone call, and these guys are just bouncing off the walls, because whatever it was that was going on between them and me, we figured it out, and they put it in play and made it work, and they were all just as happy as clams at high tide, which is the way it ought to   Scott Hanton ** 34:13 be. It's great to work in a team that finds success. The longer I was in technical management, the more I enjoyed the success of the team. It didn't need to be my success anymore that helping the scientists be successful in their roles was truly satisfying,   Michael Hingson ** 34:33 and that helped you, by definition, be more successful in your role.   Scott Hanton ** 34:36 And no question, it could be seen as a selfish byproduct, but the fact is that it still felt really good.   Michael Hingson ** 34:43 Yeah, I hear you, because I know for me, I never thought about it as I've got to be successful. It's we've got problems to solve. Let's do it together. And I always told people that we're a team. And I have told every salesperson. I ever hired. I'm not here to boss you around. You've convinced me that you should be able to sell our products, and sometimes I found that they couldn't. But I said my job is to work with you to figure out how I can enhance what you do, and what skills do I bring to add value to you, because we've got to work together, and the people who understood that and who got it were always the most successful people that I ever had in my teams.   Scott Hanton ** 35:30 One of the things I strive to do as a leader of any organization is to understand the key strengths of the people on the team and to try to craft their roles in such a way that they spend the majority of their time executing their strengths. Yeah. I've also discovered that when I truly investigate poor performance, there's often a correlation between poor performance and people working in their weaknesses. Yeah, and if we can shift those jobs, change those roles, make change happen so that people can work more often in their strengths, then good things happen.   Michael Hingson ** 36:07 And if you can bring some of your skills into the mix and augment what they do, so much the better.   Scott Hanton ** 36:16 Yeah, because I'm just another member of the team, my role is different, but I need to also apply my strengths to the problems and be wary of my weaknesses, because as the leader of the organization, my words carried undue weight. Yeah, and if, if I was speaking or acting in a space where I was weak, people would still do what I said, because I had the most authority, and that was just a lose, lose proposition   Michael Hingson ** 36:43 by any standard. And and when you, when you operated to everyone's strengths, it always was a win. Yep, which is so cool. So you went to Intertech, and how long were you there?   Scott Hanton ** 36:57 I was at Intertech for 10 years, and work I can if you know, for any listeners out there who work in the CRO world, it is a tough business. It is a grind working in that business, yeah? So it was a lot of long hours and testy customers and shortages of materials and equipment that was a hard a hard a hard road to plow,   Michael Hingson ** 37:22 yeah, yeah, it gets to be frustrating. Sometimes it's what you got to do, but it still gets to be frustrating gets to be a challenge. The best part   Scott Hanton ** 37:32 for me was I had a great team. We had senior and junior scientists. They were good people. They worked hard. They fundamentally, they cared about the outcomes. And so it was a great group of people to work with. But the contract lab business is a tough business. Yeah, so when covid came, you know, the pandemic settles in, all the restrictions are coming upon us. I was tasked as the General Manager of the business with setting up all the protocols, you know, how are we going to meet the number of people this basing the masks, you know, how could we work with and we were essential as a lab, so we had to keep doing what we were doing. And it took me about a week to figure non stop work to figure out what our protocols were going to be, and the moment I turned them into my boss, then I got laid off. So what you want to do in a time of crisis is you want to let go of the the general manager, the safety manager, the quality manager and the Chief Scientist, because those are four people that you don't need during times of stress or challenge or crisis. On the plus side for me, getting laid off was a bad hour. It hurt my pride, but after an hour, I realized that all the things that I'd been stressing about for years trying to run this business were no longer my problem. Yeah, and I found that it was a tremendous weight lifted off my shoulders to not feel responsible for every problem and challenge that that business had.   Michael Hingson ** 39:14 And that's always a good blessing when you when you figure that out and don't worry about the the issues anymore. That's a good thing. It was certainly   Scott Hanton ** 39:25 good for me. Yeah, so I'm not going to recommend that people go get laid off. No world to get fired. But one problem that I had is because Paula and I worked to create that business, I sort of behaved like an owner, but was treated like an employee. And my recommendation to people is, remember, you're an employee, find some personal boundaries that protect you from the stress of the business, because you're not going to be rewarded or treated like an owner.   Michael Hingson ** 39:58 Yeah, because you're not because. Or not.   Scott Hanton ** 40:01 So I got laid off. It was in the height of the pandemic. So, you know, I'm too busy of a human being to sort of sit in a rocking chair and watch the birds fly by. That's not my style or my speed. So I started a consulting business, and that was a lot of fun. I really enjoyed doing the consulting work, but I learned something really important about myself, and that's that while I can sell and I can be an effective salesperson, I don't like selling, and as a company of one, when I didn't sell, I didn't make any money, yeah, and so I needed to figure out something else to do, because I really hated selling, and I wasn't doing it. I was procrastinating, and that made the business be unpredictable and very choppy   Michael Hingson ** 40:51 in that company of one, that guy who was working for you wasn't really doing all that you wanted.   Scott Hanton ** 40:56 Exactly the Yeah, you know me as the founder, was giving me as the salesman, a poor performance review was not meeting objectives. So I had a long time volunteer relationship with lab manager magazine. I had been writing articles for them and speaking for them in webinars and in conferences for a long time, probably more than 10 years, I would say, and they asked me as a consultant to produce a a to a proposal to create the lab manager Academy. So the the founder and owner of the the company, the lab X Media Group, you really saw the value of an academy, and they needed it done. They needed it done. They couldn't figure it out themselves. So I wrote the proposal. I had a good idea of how to do it, but I was new to consulting, and I struggled with, how do I get paid for this? And I had four ideas, but I didn't like them, so I slept on it, and in the morning I had a fifth, which said, hire me full time. I sent in the proposal. An hour later, I had a phone call. A week later, I had a job, so that worked out fantastic. And I've really enjoyed my time at lab manager magazine. Great people, fun work. It's really interesting to me to be valued for what I know rather than for what I can do. Yeah,   Michael Hingson ** 42:23 the two relate. But still, it does need to be more about what you know, what you really bring, as opposed to what you can do, because what you can do in general probably is an offshoot of what you know.   Scott Hanton ** 42:38 So this gives me the opportunity to help lots of people. So on the outside of the company, I'm writing articles, creating courses, giving talks to help lab managers. Because I was a lab manager for a long time, yeah, over 20 years, and I know what those challenges are. I know how hard that job is, and I know how many decisions lab managers need to make, and it's wonderful to be able to share my experience and help them, and I am motivated to help them. So was it hard? Oh, go ahead, on the inside, I'm literally an internal subject matter expert, and so I can coach and teach and help my colleagues with what's the science? What do lab managers really think? How do we pitch this so that it resonates with lab managers, and I think that helps make all of our products better and more successful.   Michael Hingson ** 43:31 So was it hard? Well, I guess best way to put it is that, was it really hard to switch from being a scientist to being a lab manager and then going into being a subject matter expert and really out of the laboratory. So   Scott Hanton ** 43:48 people ask me all the time, Scott, don't you miss being in the lab and doing experiments? And my answer is, I miss being in the lab. And I do miss being in the lab. You know, on very stressful days at Intertech, I'd go in the lab and I'd do an experiment, yeah, because it was fun, and I had more control over the how the experiment was run and what I would learn from it than I did running a business. But the flip side of that is, I do experiments all the time. What I learned as the general manager of a business was the scientific method works. Let's data hypothesis. Let's figure out how to test it. Let's gather data, and let's see if the hypothesis stands or falls. And we ran a business that way, I think, pretty successfully. And even now, in in media and publishing, we still run experiments all the time. And it's kind of funny that most of my editorial colleagues that I work with, they think my favorite word is experiment. My favorite word is still why, but we talk all the time now about doing experiments, and that was a new thing for them, but now we can do continual improvement more in a more dedicated way, and we do it a lot faster. Yeah,   Michael Hingson ** 45:00 yeah. So what's the hardest thing you think about being a lab manager?   Scott Hanton ** 45:06 I think the hardest thing about let me answer that with two. I'm not going to be able to narrow it down to one, so I'll give you two. The first one is you transform, maybe one day to the next, from really being in control of your science and working with whether it's animals or rocks or electrons or chemicals, whatever you're working with, having a great degree of knowledge and a lot of control, and the next day, you're hurting cats. And so it's about that transition from having control over your destiny to influencing people to get the work done, and working with people instead of working with experiments, that's really hard. The second is, as a lab manager, there's endless decisions, and so combating decision fatigue is a big deal, and everybody in the lab depends upon you for the decisions you make. And it's not that every decision has to be perfect, you know, that's just a different failure mode if you try to make perfect decisions, but every decision needs to be made promptly. And as a scientist, I could always make more data in order to make a better decision, but as a lab manager, I would often only have maybe 40 or 50% of the data I wanted, and a decision had to be made. And getting comfortable making decisions in the face of uncertainty is really hard.   Michael Hingson ** 46:29 So certainly, being a lab manager or Well, dealing with managers in the way we're talking about it here, has to be very stressful. How do you how do you cope with the stress?   Scott Hanton ** 46:42 So I think ways to cope with the stress successfully is, first of all, you've got to take care of yourself. You know, we've all flown on airplanes, and what is the safety person in the aisle or on the video? Do oxygen masks will fall from the ceiling, and what do we do with them? We put them on before we help somebody else, right? We all know that. But in the workplace, especially as a manager, it's hard to remember that as we care for our team and try and take care of our team, there might not be enough time or energy or capacity left to take care of ourselves, but if we don't fill that gas tank every day doing something, then we can't help our team. And so one way to deal with the stress is to make sure that you take care of yourself. So   Michael Hingson ** 47:28 what do you do? How do you deal with that? So   Scott Hanton ** 47:31 for me, ways that I can reinvigorate is one. I like being outside and get my hands dirty. So I'm not really a gardener, but I call myself a yard dinner. So I grow grass and I grow flowers, and I trim trees, and I want to go outside, and I want to see immediate return on my effort, and I want it to be better than when I started. And it's good if I have to clean from under my fingernails when I'm doing it. Another thing I like to do is I play all kinds of games I'm happy to play, sorry, with little kids, or I'll play complicated strategy games with people who want to sit at a table for three or four hours at a time. Yeah? And that allows my brain to spin and to work but on something completely different. Yeah. And another thing that's been important for me, especially when I was a lab manager is to be involved in youth coaching, so I coached kids soccer and basketball and baseball teams, and it's just beautiful to be out there on a field with a ball, with kids. And you know, the worries of the world just aren't there. The kids don't know anything about them. And it's fun to work with the ones who are really good, but it's equally fun to work with the ones who have never seen the ball before, and to help them do even the most basic things. And that kind of giving back and paying it forward, that sort of stuff fills my tank.   Michael Hingson ** 48:51 Yeah, I empathize a lot with with that. For me, I like to read. I've never been much of a gardener, but I also collect, as I mentioned before, old radio shows, and I do that because I'm fascinated by the history and all the things I learned from what people did in the 2030s, 40s and 50s, being on radio, much Less getting the opportunity to learn about the technical aspects of how they did it, because today it's so different in terms of how one edits, how one processes and deals with sounds and so on, but it's but it's fun to do something just totally different than way maybe what your normal Job would be, and and I do love to interact with with people. I love to play games, too. I don't get to do nearly as much of it as I'd like, but playing games is, is a lot of fun,   Scott Hanton ** 49:52 and I agree, and it it's fun, it's diverting, it's it helps me get into a flow so that I'm focused on. Me on one thing, and I have no idea how much time has gone by, and I don't really care. You know, people who play games with me might question this. I don't really care if I win or lose. Certainly I want to win, but it's more important to me that I play well, and if somebody plays better, good for   Michael Hingson ** 50:14 them, great. You'll learn from it. Exactly. Do you play   Scott Hanton ** 50:18 chess? I have played chess. I've played a lot of chess. What I've learned with chess is that I'm not an excellent I'm a good player, but not an excellent player. And when I run into excellent players, they will beat me without even breaking a sweat.   Michael Hingson ** 50:34 And again, in theory, you learn something from that.   Scott Hanton ** 50:37 What I found is that I don't really want to work that hard and yeah. And so by adding an element of chance or probability to the game, the people who focus on chess, where there are known answers and known situations, they get thrown off by the uncertainty of the of the flip the card or roll the dice. And my brain loves that uncertainty, so I tend to thrive. Maybe it's from my time in the lab with elements of uncertainty, where the chess players wilt under elements of uncertainty, and it's again, it's back to our strengths, right? That's something that I'm good at, so I'm gonna go do it. I've   Michael Hingson ** 51:20 always loved Trivial Pursuit. That's always been a fun game that I enjoy playing. I   Scott Hanton ** 51:25 do love Trivial Pursuit. I watch Jeopardy regularly. A funny story, when we moved into our new house in Pennsylvania, it was a great neighborhood. Loved the neighbors there. When we first moved in, they invited my wife and I to a game night. Excellent. We love games. We're going to play Trivial Pursuit. Awesome like Trivial Pursuit. We're going to play as couples. Bad idea, right? Let's play boys against the girls, or, let's say, random draws. No, we're playing as couples. Okay, so we played as couples. Helen and I won every game by a large margin. We were never invited back for game night. Yeah, invited back for lots of other things, but not game night.   Michael Hingson ** 52:06 One of the things that, and I've talked about it with people on this podcast before, is that all too often, when somebody reads a question from a trivial pursuit card, an answer pops in your head, then you went, Oh, that was too easy. That can't be the right answer. So you think about it, and you answer with something else, but invariably, that first answer was always the correct answer.   Scott Hanton ** 52:32 Yes, I'm I have learned to trust my intuition. Yeah. I learned, as a research scientist, that especially in talking to some of my peers, who are very dogmatic, very step by step scientists. And they lay out the 20 steps to that they felt would be successful. And they would do one at a time, one through 20. And that made them happy for me, I do one and two, and then I'd predict where that data led me, and I do experiment number seven, and if it worked, I'm off to eight. And so I they would do what, one step at a time, one to 20, and I'd sort of do 127, 1420, yeah. And that I learned that that intuition was powerful and valuable, and I've learned to trust it. And in my lab career, it served me really well. But also as a manager, it has served me well to trust my intuition, and at least to listen to it. And if I need to analyze it, I can do that, but I'm going to listen to it,   Michael Hingson ** 53:31 and that's the important thing, because invariably, it's going to give you useful information, and it may be telling you not what to do, but still trusting it and listening to it is so important, I've found that a lot over the years,   Scott Hanton ** 53:47 Malcolm Gladwell wrote a book called Blink, where he talks about the power of the subconscious, and his claim is that the subconscious is 100,000 times smarter than our conscious brain, and I think when we are trusting our intuition, we're tapping into that super computer that's in our skulls. If you want to learn more, read blank. It's a great story.   Michael Hingson ** 54:10 I hear you. I agree. How can people learn to be better leaders and managers?   Scott Hanton ** 54:18 So I think it's there's really three normal ways that people do this. One is the power of experiment, right? And I did plenty of that, and I made tons of errors. It's painful. It's irritating, trial and error, but I used to tell people at Intertech that I was the general manager because I'd made the most mistakes, which gave me the most opportunity to learn. It was also partly because a lot of my peers wanted nothing to do with the job. You know, they wanted to be scientists. Another way is we, we get coached and mentored by people around us, and that is awesome if you have good supervisors, and it's tragic if you have bad supervisors, because you don't know any better and you take for granted. That the way it's been done is the way it needs to be done, and that prevents us from being generative leaders and questioning the status quo. So there's problems there, too. And I had both good and bad supervisors during my career. I had some awful, toxic human beings who were my supervisors, who did damage to me, and then I had some brilliant, caring, empathetic people who raised me up and helped me become the leader that I am today. So it's a bit of a crap shoot. The third way is go out and learn it from somebody who's done it right, and that's why we generated the lab manager Academy to try to codify all the mistakes I made and what are the learnings from them? And when I'm talking with learners who are in the program, it's we have a huge positive result feedback on our courses. And what I talk to people about who take our courses is I'm glad you appreciate what we've put together here. That makes me feel good. I'm glad it's helping you. But when these are my mistakes and the answers to my mistakes, when you make mistakes, you need to in the future, go make some courses and teach people what the lessons were from your mistakes and pay it forward. Yeah. So I recommend getting some training.   Michael Hingson ** 56:17 What's the difference between management and leadership?   Scott Hanton ** 56:21 I particularly love a quote from Peter Drucker. So Peter Drucker was a professor in California. You may have heard of him before.   Michael Hingson ** 56:29 I have. I never had the opportunity to meet him, but I read.   Scott Hanton ** 56:34 I didn't either material. I've read his books, and I think he is an insightful human being, yes. So the quote goes like this, management is doing things right. Leadership is doing the right things. So as a technical manager, there's a bunch of things we have to get right. We have to get safety right. We have to get quality right. There's an accuracy and precision that we need to get right for our outcomes and our results. Those are management tasks, but leadership is about doing the right things. And the interesting thing about that definition is it doesn't require a title or a role or any level of authority. So anyone can be a leader if you're consistently doing the right things, you are exhibiting leadership, and that could be from the person sweeping the floors or the person approving the budget, or anyone in between.   Michael Hingson ** 57:33 Yeah, I've heard that quote from him before, and absolutely agree with it. It makes a whole lot of sense.   Scott Hanton ** 57:41 Other definitions that I've seen trying to distinguish management and leadership tend to use the words manage and lead, and I don't like definitions that include the words that they're trying to define. They become circular at some level. This one, I think, is clear about it, what its intention is, and for me, it has worked through my career, and so the separation is valuable. I have authority. I'm the manager. I have accountability to get some stuff right, but anyone can lead, and everyone can lead, and the organization works so much better when it's full of leaders   Michael Hingson ** 58:21 and leaders who are willing to recognize when they bring something to the table, or if someone else can add value in ways that they can't, to be willing to let the other individual take the leadership position for a while.   Scott Hanton ** 58:40 Absolutely, and you know that really comes down to building an environment and a culture that's supportive. And so Amy Edmondson has written extensively on the importance of psychological safety, and that psychological safety hinges on what you just said, right? If the guy who sweeps the floor has an observation about the organization. Do they feel safe to go tell the person in charge that this observation, and if they feel safe, and if that leader is sufficiently vulnerable and humble to listen with curiosity about that observation, then everybody benefits, yeah, and the more safe everyone feels. We think about emotion. Emotional safety is they anyone can bring their best self to work, and psychological safety is they can contribute their ideas and observations with no threat of retaliation, then we have an environment where we're going to get the best out of everybody, yeah,   Michael Hingson ** 59:46 which is the way it it really ought to be. And all too often we don't necessarily see it, but that is the way it ought   Scott Hanton ** 59:53 to be. Too many people are worried about credit, or, I don't know, worried about things that I don't see. Yeah, and they waste human potential, right? They they don't open their doors to hire anybody. They they judge people based on what they look like instead of who they are, or they box people in into roles, and don't let them flourish and Excel. And whenever you're doing those kinds of things, you're wasting human potential. And businesses, science and business are too hard to waste human potential. We need to take advantage of everything that people are willing to give. Yeah,   Michael Hingson ** 1:00:33 we've been doing this for quite a while already today. So I'm going to ask as a kind of a last question, what, what advice do you want to leave for people to think about going forward in their lives and in their careers?   Scott Hanton ** 1:00:48 So I was participating in a LinkedIn chat today where a professor was asking the question, what sort of advice would you wish you got when you were 21 Okay, so it was an interesting thread, and there was one contributor to the thread who said something I thought was particularly valuable. And she said, attitude matters. Attitude matters. We can't control what happens to us, but we can control how we deal with it and how we respond, right? And so I think if we can hold our attitude as our accountability, and we can direct our strengths and our talents to applying them against the challenges that the business or the science or the lab or the community faces, and we can go in with some positive attitude and positive desire for for change and improvement, and we can be vulnerable and humble enough to accept other people's ideas and to interact through discussion and healthy debate. Then everything's better. I also like Kelleher his quote he was the co founder of Southwest Airlines, and he said, when you're hiring, hire for attitude, train for skill. Attitude is so important. So I think, understand your attitude. Bring the attitude you want, the attitude you value, the attitude that's that's parallel to your core values. And then communicate to others about their attitude and how it's working or not working for them.   Michael Hingson ** 1:02:31 And hopefully, if they have a positive or good enough attitude, they will take that into consideration and grow because of it absolutely   Scott Hanton ** 1:02:41 gives everybody the chance to be the best they can be.   Michael Hingson ** 1:02:47 Well, Scott, this has been wonderful. If people want to reach out to you, how can they do that?   Scott Hanton ** 1:02:51 So LinkedIn is great. I've provided Michael my LinkedIn connection. So I would love to have people connect to me on LinkedIn or email. S Hanson at lab manager.com love to have interactions with the folks out there.   Michael Hingson ** 1:03:08 Well, I want to thank you for spending so much time. We'll have to do more of this.   Scott Hanton ** 1:03:13 Michael, I really enjoyed it. This was a fun conversation. It was stimulating. You asked good questio

What do you do when your team looks to you for peace… but all you feel is pressure?If you've ever had to lead while wounded, frustrated, or full of emotion—this one's for you.I've been there.I used to call it authenticity—when really, it was insecurity.Now I know: Calm leadership is confident leadership.In Episode 55 of Life & Leadership with Kim Williams, I'm sharing 3 practical ways to stay calm—even when chaos is loud and leadership is heavy.

Three former Gloriavale members have told a court they were touched, grabbed and groped by the Overseeing Shepherd Howard Temple, on the second day of his trial in Greymouth. Mr Temple has pleaded not guilty to 24 charges of sexual assault and doing an indecent act. Keiller MacDuff was in court in Greymouth and spoke to Lisa Owen.

Send us a textSeason 4, Episode 5: You'll Never Regret It: The Three Investments Every Clergy Leader Should Make.In this episode, we explore the three areas you'll never regret investing in: your health, your learning, and your relationships. With practical tips, research, and reflection questions, this conversation will help you create a sustainable and joy-filled life in ministry.

Many leaders grew up with a mindset that encouraged giving 120% all day, every day.But giving 120% all the time is not your best, says Amanda Younts, because it's not sustainable.Known to her audience as The Midlife Catalyst, Amanda promotes a leadership model that encourages self-compassion–a model that sustains leadership performance and improves the workplace for both leaders and their people.In this conversation with Daniel and Peter, Amanda shares her philosophy and some practical advice to create sustainable, self-compassionate leadership.Tune in to learn:How to customize your daily routines to your preferences, needs, and energy levelsThe difference between self-compassion and self-careWhy you should have a “Board of Directors”“It's the small things in the day” that help you stay on top of your energy, outlook, and performance, Amanda says. “Your best is good enough.”Questions, comments, or topic ideas? Drop us an e-mail at podcast@stewartleadership.com.In this episode:2:20 – Introduction: Amanda Younts3:04 – The Relationship Between Leaders and Self-Compassion7:00 – How Leaders Can Practice Self-Compassion13:10 – When is Our “Good Enough” Not Good Enough?17:42 – How to Balance Self-Compassion and Development20:52 – Managing the Inner Voice23:28 – Tips for Exercising Self-Compassion27:32 – The Dangers of Not Practicing Self-CompassionResources:Amanda Younts's SubstackThe Midlife Catalyst WebsiteStewart Leadership Insights and Resources:How to Zoom Out and Manage Your Inner ChatterManage Your Energy, Not Your Time4 Ways “Green Therapy” Can Make You a Better Leader9 Ways to Live Longer and Lead Better5 Ways “Cloud Watching” Improves Your Leadership6 Ways Leaders Can Master Emotional Self-Control7 Steps to Lessen Your FrustrationIf you liked this episode, please share it with a friend or colleague, or, better yet, leave a review to help other listeners find our show, and remember to subscribe so you never miss an episode. For more great content or to learn about how Stewart Leadership can help you grow your ability to lead effectively, please visit stewartleadership.com and follow us on LinkedIn, Instagram, and YouTube.

Tory leader Kemi Badenoch is back to take your calls!Joining Iain Dale on Cross Question are columnist for the Guardian, Polly Toynbee, former independent Mayor of Middlesbrough, Andy Preston, Human rights campaigner, Aisha Ali-Khan and Editor of and columnist for TheArticle, Daniel Johnson.

A conversation with an award-winning Navy captain led to this episode about the one thing a leader cannot delegate.  Interested in coaching or training on these topics for you or your team? We'd love to hear from you! Email Mike and Mark.

Are you trying so hard to be seen as “nice” that you're avoiding the hard conversations that actually make you a great leader? In this episode, we're diving into what it really means to lead well at the senior executive level, beyond surface-level kindness and into the kind of leadership that drives results while respecting your team. You'll hear why high-performing executives often reach a point where development through coaching and team support becomes essential, not optional. If you'd like immediate support with the issues you're facing as a Leader, then book a call with Elisia at https://elisiakeowncoaching.com/call You can find show notes, resources, and more here: https://tinyurl.com/4czkps39 

This episode is brought to you by the Change Makers Certification Program!  In this solo episode of Even Better, host Sinikka Waugh shines a spotlight on three of the biggest sources of organizational pain: ineffective communication, role and responsibility mismatch, and ineffective risk management. These common challenges cause breakdowns in projects, teams, and trust—and yet, they're often overlooked or accepted as "just how things go." With clarity and compassion, Sinikka explores how better communication, aligned expectations, and proactive planning can lead to fewer headaches and better workdays—for everyone. From understanding what you're working on (and why), to setting and clarifying expectations, to learning from past mistakes and planning for risks, this episode offers practical wisdom for project managers, business leaders, and teams at every level. As Sinikka puts it: “A lot of pain can be avoided if we just ask better questions.” Tune in for thoughtful insights and a few helpful “If…then…so…” strategies to return real value to your organization—one better day at a time.   Sinikka Waugh - Connect with me on either LinkedIn or send me an email! Founder, Owner, Trainer, and Coach Sinikka Waugh, PMP, President and CEO of Your Clear Next Step, spends her days helping people have better workdays. Trainer, coach, business leader, and difference maker, Sinikka is known for consistently helping people solve problems and get things done at work. With a 20+ year background in languages, literature, and project management, Sinikka has helped over 50,000 people have better workdays since 2008. Her clients value how her professionalism blends seamlessly with her down-to-earth, “try this now” approach and her passion for helping others. Sinikka holds a BA from Central College, an MA from the University of Iowa, and is a certified Project Management Professional through the Project Management Institute (PMI).

In diesem Video erfährst du, warum Selbstführung die wichtigste Führungsqualität unserer Zeit ist – und wie du als Unternehmer:in oder Führungskraft endlich aus dem Funktionsmodus in deine volle Wirkung kommst. Denn: Nur wer sich selbst gut führt, kann andere nachhaltig inspirieren, motivieren und binden.

0:00 - Injury update7:45 - Depth chart updates17:25 - Practice observations31:14 - Takeaways from Nick Sirianni33:50 - Talking to players after practice44:00 - Listener questions

In today's snack-sized dose of Workday Playdate, Erin's flipping the “fear your boss” script and serving up an improv-inspired reframe that'll help you manage up with confidence, not chaos. Spoiler: It starts with a Slack message and ends with you owning your power. The Problem: You get a vague “Let's chat” from your boss and spiral. Are you getting fired? Forgotten something? Turns out, you're not alone. Gallup says 70% of team engagement depends on your manager... but only 30% of early-career pros feel confident talking to theirs. Most of us are winging it. Badly. The Improv Hack to Try: Play the Status Shift In improv, every scene has a status dynamic, and you can shift it. So instead of acting like a nervous squirrel asking for approval, show up like a grounded scene partner. Sit tall. Pause before you speak. Lead with thoughtful questions like: “Does this align with your priorities?” You're not pretending to be the boss. You're showing you're a partner in progress. That small shift builds trust, signals self-assurance, and makes managing up feel human. Wednesday Tease: Episode 301 — “Real Talk: How to Stop Guessing What Your Boss Wants” Get ready for a career-changing convo with Melody Wilding: human behavior expert, executive coach, and author of Managing Up. She's bringing real talk, hilarious insights, and zero fluff to help you navigate tough convos and lead from where you are. Feeling stretched thin but still trying to “stay positive”? Grab our free Positivity Without Pretending Toolkit. It's a quick, honest reset for people leaders who want to show up without faking it. In five minutes or less, you'll reframe, refuel, and lead with heart (even when you're running on fumes). Download it now and take the pressure off.    No, You Hang Up First (Let's Keep Connecting) Did today's episode resonate with you? Leave us a review sharing your favorite insight and we'll send you a free signed copy of I See You! A Leader's Guide to Energizing Your Team through Radical Empathy. Have another question that we can answer? Leave us a Speakpipe audio clip and we'll answer it in an upcoming episode. Don't want to miss another episode? If you're a Spotify listener, find our show here and click “Follow.” If you're an Apple Podcast listener, click here and make sure to hit “+Follow.” Want access to a bunch of free resources for your work life? This is your personal jackpot that gives you access to the frameworks that help us thrive both personally and professionally. Whether you're trying to improve your daily routine, flesh out an idea that you've had for quite some time, or want to add more play into your day - these resources have got your back. Want 2 emails a week from us? One with a quick tip you can implement right away to enhance your personal and/or professional lives & one of our famous F.A.I.L. Fourward Friday newsletters? Subscribe here. Connect with Erin Diehl x improve it! Erin's website Erin's Instagram Erin's TikTok Erin's LinkedIn improve it!'s website improve it!'s Instagram

In this episode, Mike Linch interviews Jesse DeYoung, who shares insights on navigating organizational doubt and the challenges faced at Flat Irons Church. They discuss the importance of understanding different levels of doubt, building trust within teams, and the significance of cultural alignment in hiring. Jesse emphasizes the need for transparency and vulnerability in leadership, as well as the necessity of treating doubt as an ally rather than an adversary. The conversation also touches on the personal experiences of leaders and the impact of doubt on their effectiveness.Welcome to the Linch with a Leader Podcast, where you're invited to join the spiritual principles behind big success, with host Mike Linch.Subscribe to the channel so you never miss an episode: Watch: @linchwithaleader Prefer just listening? SUBSCRIBE to the podcast here:Spotify: https://open.spotify.com/show/0dJfeLbikJlKlBqAx6mDYW?si=6ffed84956cb4848Apple: https://podcasts.apple.com/us/podcast/linch-with-a-leader/id1279929826Find show notes and more information at: www.mikelinch.comFollow for EVERYDAY leadership content and interaction:Follow on X: https://x.com/mikelinch?s=20Follow on Instagram: https://www.instagram.com/mikelinch?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw==https://www.instagram.com/mikelinch/?...JOIN Mike for a Sunday at NorthStar Church:www.northstarchurch.org Watch: @nsckennesaw

Are you hesitant to step into your role as a leader - especially after acquiring a practice? In this episode, Derek shares a coaching story that will resonate with any new owner who feels unsure about holding meetings, sharing their vision, or setting expectations. You'll hear how one doctor overcame her fear, led her first team meeting, and was surprised by the team's enthusiastic response. Derek breaks down why your team actually wants you to lead, the most common mindset blocks holding doctors back, and the key ingredients every team is craving: clarity, vision, accountability, and recognition. Plus, practical takeaways to help you start small, lead intentionally, and elevate the energy of your entire practice—without needing to be perfect. Leadership isn't optional. Your team is already following someone—make sure it's you. Connect with us: • Learn more about 1-on-1 coaching • Get access to TLP Academy • Suscribe to The Lifestyle Practice Podcast • Email Derek at derek@thelifestylepractice.com • Email Matt at matt@thelifestylepractice.com • Email Steve at steve@thelifestylepractice.com

We've all heard the story of Adam and Eve. The so-called “first sin,” the disobedience, the downfall. But what if we've been reading it wrong? What if this ancient story isn't about the first sinner…but the first failed leader? In this episode, leadership scholar and host Dr. Kimberly DeSimone challenges centuries of patriarchal interpretation by reframing the Genesis narrative through the lens of modern, evidence-based leadership theory. From blame-shifting to moral cowardice, we explore how Adam's behavior maps onto core leadership failures across five foundational models: Transformational, Servant, Authentic, Adaptive, and Ethical Leadership. We also examine the enduring harm caused by reading Eve as the source of sin—a misreading that has fueled generations of bias, blame, and the marginalization of women. With insight from feminist and womanist scholars like Phyllis Trible, Renita Weems, and Elisabeth Schüssler Fiorenza, this episode is a powerful call to reclaim sacred texts in ways that center accountability, equity, and truth. Key Topics Covered: Re-examining Genesis 2–3: What the Bible actually says vs. how it's been taught How Adam failed as a leader, not just as a man of faith Applying 5 modern leadership theories to the Eden narrative The damaging legacy of blaming Eve—and by extension, women—for failure The power of feminist biblical interpretation and why it matters How reclaiming this story can lead to more just and equitable leadership today Biblical References: Genesis 2:16–17, 2:22, 3:6, 3:12 (The Holy Bible, New Revised Standard Version. Division of Christian Education of the National Council of the Churches of Christ in the USA, 1989.) Scholars & Thought Leaders: Trible, P. (1984). Texts of Terror Trible, P. (1978). God and the Rhetoric of Sexuality Elisabeth Schüssler Fiorenza – In Memory of Her (1983) Renita J. Weems – Just a Sister Away (1988) Carol Meyers – Discovering Eve (1988) Harding, S. (1991). Whose Science? Whose Knowledge?: Thinking from Women's Lives Code, L. (1991). What Can She Know? Feminist Theory and the Construction of Knowledge  My Manifestatement (Key Takeaway): “It's time to stop interpreting scripture only through the eyes of patriarchy. If we want better leaders, we need better stories—ones that hold power accountable and stop demonizing women to excuse weak leadership.”   Let's Connect @AdvancingWomenPodcast    Please subscribe, rate, and share the podcast! It helps more people find the show!   Follow on Instagram https://www.instagram.com/advancingwomenpodcast/ & Facebook https://www.facebook.com/advancingwomenpodcast/   More on Dr. DeSimone here! https://www.linkedin.com/in/kimberly-desimone-phd-mba-ba00b88/

Martin Dubin is a clinical psychologist, serial entrepreneur, business coach, and adviser to C-suite executives and Silicon Valley entrepreneurs. Marty is also the author of the book Blindspotting: How To See What's Holding You Back as a Leader. In this episode we discuss the following: It's interesting to hear Marty describe how leaders' weaknesses are often just the flip side of their strengths. The leader who works hard, and sends emails at 2 am, might be unintentionally modeling a standard that isn't possible for others to achieve. I also loved Marty's advice for leaders to prioritize the things that only they can do. And lastly, I was especially intrigued by Marty's point that the most elite performers get the most coaching.   Connect on Social Media: X: https://twitter.com/nate_meikle LinkedIn: https://www.linkedin.com/in/natemeikle/ Instagram: https://www.instagram.com/nate_meikle/ Youtube: https://www.youtube.com/@nate.meikle  

Hey Friend! Have you noticed how hard it's become to trust anything lately? From AI-curated content to contradictory leadership advice, it's no wonder leaders are spinning in self-doubt. In today's episode, I unpack the invisible but costly impact of the Trust Recession—and how it's not just about the world “out there”… it's about how it's eroding your ability to trust yourself. This one is a gut check.

Leader et symbole de la révolution cubaine, Ernesto Guevara dit le « Che », aura passé les deux dernières années de sa courte vie à tenter de répandre la révolution dans le monde. Sans grand soutien de la part de ses propres alliés… Mention légales : Vos données de connexion, dont votre adresse IP, sont traités par Radio Classique, responsable de traitement, sur la base de son intérêt légitime, par l'intermédiaire de son sous-traitant Ausha, à des fins de réalisation de statistiques agréées et de lutte contre la fraude. Ces données sont supprimées en temps réel pour la finalité statistique et sous cinq mois à compter de la collecte à des fins de lutte contre la fraude. Pour plus d'informations sur les traitements réalisés par Radio Classique et exercer vos droits, consultez notre Politique de confidentialité.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

In this episode of the Drop In CEO podcast, Deb Coviello welcomes Lance Cayko, a serial entrepreneur, architect, builder, and co-founder of F9 Productions. Lance shares his journey from rural North Dakota to building a vertically integrated business in architecture, construction, and real estate development. The conversation explores the value of mentorship, the design-build model, affordable sustainability, and the importance of finding the right business partner. Lance also offers advice for aspiring entrepreneurs and insights into building a client-focused, resilient business. Episode Highlights: 06:10 Early Lessons in Entrepreneurship and Money 15:30 Discovering Architecture and the Power of Mentorship 23:45 Building F9 Productions During the Great Recession 32:20 The Design-Build Model Explained 39:00 Niche Client Selection and Business Philosophy 45:15 Affordable Sustainability in Architecture Lance Cayko is an award-winning architect, builder, educator, and serial entrepreneur. As co-founder of F9 Productions, a top-rated design-build firm in Longmont, Colorado, Lance brings deep expertise in architecture, construction, and real estate development. He holds degrees in Building Construction Technology, Environmental Design, and a Master of Architecture, graduating top of his class with the McKenzie Thesis Award. Lance teaches at CU Boulder and NDSU, co-hosts the Inside the Firm podcast, and leads Longmont Community Gardens as founder and president. A proud dad and professional fisherman, Lance is passionate about building stronger communities—one project, class, and garden at a time. Connect with Lance Cayko: Instagram: @fishingwithlance Company Website: f9productions.com For more information about my services or if you just want to connect and have a chat, reach out at: https://dropinceo.com/contact/See omnystudio.com/listener for privacy information.

In the 3rd hour of today's show, we hit the Dawg Report and chat with Connor Riley of Dawg Nation.

Guest: Manija Poulatova, Director of Security Engineering and Operations at Lloyd's Banking Group Topics: SIEM migration is hard, and it can take ages. Yours was - given the scale and the industry - on a relatively short side of 9 months. What's been your experience so far with that and what could have gone faster?  Anton might be a “reformed” analyst but I can't resist asking a three legged stool question: of the people/process/technology aspects, which are the hardest for this transformation? What helped the most in solving your big challenges?  Was there a process that people wanted to keep but it needed to go for the new tool? One thing we talked about was the plan to adopt composite alerting techniques and what we've been calling the “funnel model” for detection in Google SecOps. Could you share what that means and how your team is adopting?  There are a lot of moving parts in a D&R journey from a process and tooling perspective, how did you structure your plan and why? It wouldn't be our show in 2025 if I didn't ask at least one AI question!  What lessons do you have for other security leaders preparing their teams for the AI in SOC transition?  Resources: EP234 The SIEM Paradox: Logs, Lies, and Failing to Detect EP197 SIEM (Decoupled or Not), and Security Data Lakes: A Google SecOps Perspective EP231 Beyond the Buzzword: Practical Detection as Code in the Enterprise EP184 One Week SIEM Migration: Fact or Fiction? EP125 Will SIEM Ever Die: SIEM Lessons from the Past for the Future EP223 AI Addressable, Not AI Solvable: Reflections from RSA 2025 “Maverick” — Scorched Earth SIEM Migration FTW! blog “Hack the box” site

Send us a textHoy conocemos al Pastor Xosé Escamilla de la iglesia Casa de Oración en San Diego, CA. También hacemos un round de Q&A y finalmente el Dr. Abel Ledezma comparte la conclusión de la serie “ˆLa fe de un líder”.Para más información sobre el Pastor Xosé Escamilla, visita estas enlaces:Instagram: @casadeoracion.sdhttp://www.casadeoracionsd.orgMAS RECIENTE LIBRO: “10 Principios que transforman” 10 Principios que transforman nos explica, en una forma sencilla y contundente, los beneficios de poner en práctica los diez principios que Dios le ordenó a Moisés que escribiera, y de los resultados que su aplicación tiene no solo en nuestra vida, sino en la de aquellos a los que amamos y que nos rodean. Son principios dados por Dios para guiarnos en un mundo que cada vez más los ha dejado de lado.https://www.liderazgoenfocado.com/product-page/10-principios-que-transformanLIDERAZGO ENFOCADO EN VIVOSi estas en el área de San Diego, CA le hacemos una invitación a nuestras capacitaciones mensuales de liderazgo en vivo. Nuestro próximo evento es el 25 de agosto, 2025 en Centro Familiar Cristiano, 5901 Rancho Hills Drive. Si no estas en el área, nos puedes ver en línea y en vivo desde nuestra página oficial.Support the showPara más información de Liderazgo Enfocado o el Dr. Abel Ledezma visita: https://www.liderazgoenfocado.comhttps://www.youtube.com/c/LiderazgoEnfocado

The backlash against DEI has left many leaders unsure of how to champion inclusion in a politically charged environment. Kelli Lester, co-founder of Onyx Rising and seasoned diversity practitioner, brings clarity with a grounded, practical approach to creating workplaces where everyone truly belongs. Her journey began with a recruitment project that opened her eyes to deeper issues in workplace culture, revealing that representation without intentional inclusion often leads to high turnover among diverse talent.Kelli's philosophy evolved from advocating solely for underrepresented voices to engaging those in positions of power to drive lasting change. “Being a voice for the voiceless was my early mantra,” she shares, “but I realized that for real change to happen, I needed to spend more time with those in the majority.” Her seven behaviors of inclusive leadership—ranging from self-awareness and psychological safety to managing inclusively—offer a concrete framework for leaders seeking to move beyond performative gestures toward real cultural transformation.In our conversation, Kelli also highlights the importance of understanding generational diversity in today's multigenerational workforce. She encourages leaders to ask human-centered questions like, “What does a good day look like for you?”—underscoring that inclusive leadership means seeing the whole person, not just their demographics. With practical tools and powerful insights, this dialogue is a must for anyone ready to build teams where diverse talent can thrive and lead.

AP Washington correspondent Sagar Meghani reports President Trump is urging Israel's leader to get more food into Gaza.

The trial of the leader of reclusive Christian sect Gloriavale enters its second day at Greymouth District Court on Tuesday. Reporter Keiller MacDuff spoke to Corin Dann.

ActionSA parliamentary leader Athol Trollip has laid criminal charges against forensic investigator Paul O'Sullivan after a barrage of threats and accusations. Trollip says he was simply calling for urgent investigation into police corruption, but won't be intimidated from doing his job as an MP. Trollip spoke to BizNews' Alec Hogg.

Linda Ugelow is a speaking confidence and vocal coach and author of the book, Delight in the Limelight.In this episode of The Leader Assistant Podcast, Linda shares tips on how to get over your fear of public speaking, handling mistakes with poise, overcoming imposter syndrome, and healing – rather than quieting – the inner critical voice.Show Notes -> leaderassistant.com/334--In-person meeting planning can be a lot to manage. That's where TROOP Planner comes in. TROOP Planner is built to make life easier for busy assistants like yourself. Whether you're organizing an executive offsite, department meeting, or team retreat, TROOP keeps it simple, fast, and organized.Visit leaderassistant.com/troop to learn more! --Are you ready to level up? Enroll in The Leader Assistant Academy at leaderassistant.com/academy to embrace the Leader Assistant frameworks used by thousands of assistants. --Automate scheduling with YouCanBookMe by Capacity. Sign up for a FREE trial -> leaderassistant.com/calendar.More from The Leader Assistant... Book, Audiobook, and Workbook -> leaderassistantbook.com The Leader Assistant Academy -> leaderassistantbook.com/academy Premium Membership -> leaderassistant.com/membership Events -> leaderassistantlive.com Free Community -> leaderassistant.com/community

Leaders are not born—they're made--and anyone can become a leader, given the right circumstances. But not all leaders are great leaders. What makes a leader great? Join Dr. James Boice next time on The Bible Study Hour as he reveals the one thing that distinguished Nehemiah as a great leader of his people. To support this ministry financially, visit: https://www.oneplace.com/donate/81/29

“Nothing so conclusively proves one's ability to lead others as what he does fromday to day to lead himself.” – Thomas J. Watson Sr.HEALTHY HABITS serve as pulleys to lighten your load and INCREASEyour leadership capacity.1. EXCEPTIONAL leaders continually model HUMILITY.Proverbs 11:2 When pride comes, then comes disgrace, but with humility comeswisdom."People would rather follow a leader who is always real rather than alwaysright.”—Craig Groeschel2 Corinthians 12:9-10 But he said to me, “My grace is sufficient for you, for mypower is made perfect in weakness.” Therefore I will boast all the more gladlyabout my weaknesses, so that Christ's power may rest on me. That is why, forChrist's sake, I delight in weaknesses, in insults, in hardships, in persecutions, indifficulties. For when I am weak, then I am strong.2. Exceptional leaders learn how to HANDLE CRITICISM.Proverbs 15:1 A gentle answer deflects anger, but harsh words make tempers flare.Mark 15:1-5 Very early in the morning, the chief priests, with the elders, theteachers of the law and the whole Sanhedrin, made their plans. So they boundJesus, led him away and handed him over to Pilate. “Are you the king of theJews?” asked Pilate. “You have said so,” Jesus replied.   The chief priests accusedhim of many things. So again Pilate asked him, “Aren't you going to answer? Seehow many things they are accusing you of.” But Jesus still made no reply, andPilate was amazed.Sometimes as a leader you RESPOND to criticism, and other times you justABSORB IT.Psalm 18:1-2 GNTD How I love you, LORD! You are my defender. The LORD ismy protector; he is my strong fortress. My God is my protection, and with him Iam safe. He protects me like a shield; he defends me and keeps me safe.3. Exceptional leaders allow GOD to LEAD THEM.The leader who ADVANCES in the future is the one who RETREATS toGod's word.Psalm 119:11 I have hidden your word in my heart that I might not sin against you.Psalm 119:105 Your word is a lamp to guide my feet and a light for my path.Matthew 11:28 Come to me, all you who are weary and burdened, and I will giveyou rest.