Podcasts about leaders

What happens when clarity, belief, and intention collide? You get a leadership framework so simple it's unforgettable, literally, it's the ABCs. Nikki is joined by JM Ryerson, coach, speaker, and founder of Let's Go Win, to unpack the "ABCs" of transformational leadership: Align, Believe, and Choose. Together, they explore how alignment creates a cultural backbone, belief fuels personal and professional breakthroughs, and conscious choices keep teams moving forward, even in tough times. From the power of simplicity and the danger of misaligned values to 4-day work weeks, this episode is full of actionable insights and real-life stories. Whether you're reworking your company values or reigniting your own leadership flame, this one will challenge you to upgrade, not change.   Additional Resources: Connect with JM on LinkedIn Watch Let's Go Win on YouTube Listen to Let's Go Win wherever you get your podcasts! Learn more about Let's Go Win Watch Gut + Science (and more) on YouTube! Connect with Nikki on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network   Nikki's Key Takeaways: Alignment begins with clarity around core values and behavior. Belief shapes outcomes more than strategy ever could. Simplicity drives consistency, especially during change. Leaders must choose how they show up daily. Upgrade mindsets before expecting performance transformation.  

Alan provides a new Thursday Thought episode. Today's Thursday Thought is Leverage Your Time with AI. AI is accelerating technology at Warp Speed. Leaders in the AI technology change places weekly, sometimes daily. It can feel overwhelming. Good news! Alan can help you - with the Tap the Power of AI workshop.  Be sure to subscribe to the podcast on Apple Podcasts or wherever you get your podcasts, so you won't miss a single episode. Website: www.alanbeckley.com

Welcome to the What's Next! Podcast with Tiffani Bova.    I'm thrilled to welcome you back to a series I did with my dear friend, Roger Martin. He's the author of the amazing book, Playing to Win. In this episode, we dissect the difference between strategy and planning.    THIS EPISODE IS PERFECT FOR…leaders who want to sharpen their thinking and make better strategic choices. If you're responsible for direction, decisions, or results, this conversation will challenge how you think about strategy.   TODAY'S MAIN MESSAGE…in this episode, Roger makes the case that real strategy is about making choices and accepting the trade-offs that come with them. He explains why too many organizations avoid hard decisions, how that avoidance weakens execution, and what it actually takes to build a coherent, winning strategy.    Key Takeaways: Strategy requires making clear, deliberate choices about where to play and how to win. Avoiding trade-offs leads to diluted focus and mediocre results. A strong strategy aligns resources, decisions, and behaviors around a single direction. Leaders must be willing to say no in order to build something truly differentiated. Execution improves dramatically when strategic choices are clearly understood.   WHAT I LOVE MOST…Roger's insistence that strategy isn't complicated but it's uncomfortable. The real challenge isn't intelligence or frameworks; it's the willingness to commit to choices and live with the consequences. That reframes leadership in such a practical, grounded way.   Running Time: 25:39 Subscribe on iTunes     Find Tiffani Online: LinkedIn Facebook X    Find Roger Online: LinkedIn Website   Show Summary on Substack

Are you waiting until the exit interview to find out why your best people are leaving? In construction, relationships, loyalty, and tribal knowledge are critical to keep the machine that is your company running—yet many companies only start asking real questions after a resignation letter hits the desk.    Gallup research shows most employees were never meaningfully asked how they were doing before they quit—and over half believe their manager could have prevented it. If you're leading project managers, superintendents, or business development reps, this episode challenges you to stop reacting to turnover and start preventing it.   In this episode you will:   Learn the five stay interview questions that uncover what truly motivates your top performers Understand how to listen for what's said, unsaid, and unsayable in leadership conversations Discover a practical framework (SCOPED) to improve engagement, development, and retention     Press play now to learn how to keep your best construction leaders engaged before frustration turns into resignation.   Read Susan Peppercorn's article titled 5 Questions Every Manager Needs to Ask Their Direct Reports   At Bradley Hartmann & Company, we help construction teams improve sales, leadership,  and communication by reducing miscommunication, strengthening teamwork, and bridging language gaps between English and Spanish speakers. To learn more about our product offerings, visit bradleyhartmannandco.com.   The Construction Leadership Podcast dives into essential leadership topics in construction, including strategy, emotional intelligence, communication skills, confidence, innovation, and effective decision-making. You'll also gain insights into delegation, cultural intelligence, goal setting, team building, employee engagement, and how to overcome common culture problems—whether you're leading a crew or managing an entire organization.   Have topic ideas or guest recommendations? Contact us at info@bradleyhartmannandco.com.   New podcasts are dropped every Tuesday and Thursday.     This episode is brought to you by The Construction Spanish Toolbox —the most practical way for construction teams to learn jobsite-ready Spanish in just minutes a day over 6 months.      

Welcome back to another episode of the unSeminary podcast. Today we're joined by Jeff Beachum and Curt Banter from Portable Church Industries (PCI), a company that has helped more than 4,000 churches launch, expand, and thrive in portable environments over the past 25+ years. PCI specializes in helping churches create high-quality worship, kids, and guest experiences in rented or temporary venues—without sacrificing excellence, volunteer health, or long-term strategy. Is your church growing and starting to feel the pressure of limited space? Are you wrestling with what comes next when your building is full but a permanent solution feels years away? Curt and Jeff share how portable solutions can help churches keep momentum, reach more people, and make wise long-term decisions—without rushing into costly permanent buildings too soon. Recognizing the capacity tipping point. // When churches reach 70–80% capacity, leaders begin to feel pressure everywhere—parking, kids' environments, hallways, volunteer fatigue, and seat availability. At that point, growth doesn't slow because of lack of vision; it slows because of physical constraints. Leaders often start “chasing capacity,” stacking services or squeezing rooms, but those solutions eventually hit a wall. The real question becomes how to keep momentum going without rushing into a long-term decision that may limit future flexibility. Why waiting too long can stall growth. // Waiting to see what happens with growth can quietly kill momentum. When guests can't find seats or families feel crowded, people stop inviting friends—even if the preaching and worship are strong. While overflow rooms may solve logistics, they rarely create the same invitational energy. Churches must respond to growth with courage, believing that God is at work and making room for what He's doing. Portable as a strategic bridge, not a shortcut. // One of the biggest misconceptions is that portability is a cheap or temporary compromise. In reality, portability often serves as a strategic incubation phase—a way to grow now while preparing for long-term solutions later. Portable environments allow churches to launch new locations in months instead of years, often at 3–7% of the cost of permanent construction. Why permanence shouldn't be your first move. // Permanent buildings come with long timelines, heavy capital costs, and irreversible decisions. By contrast, portable systems allow churches to test locations, leadership capacity, volunteer systems, and community engagement before committing to bricks and mortar. In many cases, churches reuse or retool their portable systems for future campuses, making portability a repeatable growth engine rather than a one-time solution. Designed for volunteers, not professionals. // PCI systems are designed around the reality that most churches rely on volunteers—not production experts. Systems are engineered so everything has a place, setup is repeatable, and volunteers of all ages can succeed. Portability often attracts a unique group of volunteers—people who may not serve in traditional roles but find purpose in setup, teardown, logistics, and behind-the-scenes leadership. Over time, these teams become deeply connected and highly committed. Experience and kids environments matter. // Portable doesn't mean second-rate. In fact, kids' environments are often more important than the worship space. Parents cannot fully engage in worship if they feel uneasy about where their children are. PCI's design process balances worship, kids, guest flow, safety, and branding to ensure the entire experience reflects the church's values—not just what happens on stage. Custom systems, not off-the-shelf kits. // PCI's consultative approach begins with listening. Each system is custom-designed based on the church's identity, volunteer capacity, budget, and long-term vision. There is no “stock solution.” From sound systems to kids check-in to trailer layouts, every detail is engineered to support the church's unique mission and growth trajectory. A first step for leaders. // For leaders feeling capacity pressure, start with a conversation—not a commitment. Learning what options exist now prepares churches to act decisively later. The goal is not to rush, but to be ready when growth demands action. Speak directly with Jeff Beachum and discover how Portable Church can help with your unique situation by scheduling a conversation at portablechurch.com/jeff. Learn more about Portable Church Industries and see samples of their work at portablechurch.com. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Thank You to This Episode’s Sponsor: SermonDone Hey friends, Sunday is coming… is your Sermon Done?Pastor, you don't need more pressure—you need support. That's why you need to check out SermonDone—the premium AI assistant built exclusivelyfor pastors. SermonDone helps you handle the heavy lifting: deep sermon research, series planning, and even a theologically aligned first draft—in your voice—because it actually trains on up to 15 of your past sermons. But it doesn't stop there. With just a click, you can instantly turn your message into small group guides, discussion questions, and even kids curriculum. It's like adding a research assistant, a writing partner, and a discipleship team—all in one. Try it free for 5 days. Head over to www.SermonDone.com and use promo code Rich20 for 20% off today! Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. Super glad that you’ve decided to tune in today and you are going to be rewarded for that. We’ve got a really important conversation, I know for many churches that are listening in, particularly if your church is growing and you’re thinking about the future and you see some constraints around you, we wanna help release some of those constraints today. Rich Birch — And I’ve asked good friends, Curt Banter and Jeff Beachum from Portable Church Industries to come and be on the on the call with us today, because they’ve got some stuff that I know can help so many of us. If you do not know Portable Church, they help churches thrive in portable venues. For more than 25 years, Portable Church has helped literally thousands of churches launch strong and thrive in a mobile setting. They design custom solutions that fill that fit each budget, vision, and venue. They really are amazing people. And I’m so glad to have you on the show today, Curt and Jeff. Welcome. So glad you’re here.Curt Banter — Great to be here.Jeffrey Beachum — Glad to be here.Rich Birch — Why don’t we start with Curt? Tell us the kind of portable church, you know, summary. You bump into someone and you they yeah they ask you where you work and you’re like, I’m CEO of Portable Church. What what is that?Curt Banter — Yes, yes. That’s a popular airport question. That is a very, what is that exactly? And I always…Rich Birch — Right. Is that on wheels or something? What is it like, you know.Curt Banter — Exactly. I always tell people like, well, we build portable systems to help churches function in kind of rented spaces is, you know, the deal. And it’s production, it’s kids, it’s lobby, it’s the whole thing. It’s it’s the experience on a Sunday morning in a rented venue.Rich Birch — Yeah, that’s fantastic. And Jeff, give us a sense of the scope of both the services and kind of solutions that PCI provides. Like when you say you help that, what does that, what does that mean? Is this just like a bunch of ideas or what what do you actually do?Jeffrey Beachum — So Portable Church provides absolutely everything that a church needs in order to do church the way they do at their home campus, except we don’t provide the pastor, and the people and the place. But, I mean, we do everything else from, like Curt said, production, everything you need to do children’s environments, everything you need to get people on the campus with wayfinding, greeting them, coffee, right down, if we don’t recommend it, but right down to the communion wafer and the baby diaper. We can do it all.Rich Birch — Nice. Right. Yeah, it’s incredible. Well, today we want to frame the conversation for churches that are listening in that are particularly growing and are thinking about the future and maybe are coming up against some capacity issues. Jeff, when a church starts to approach, say, let’s picture a church, maybe they’re approaching 70, 80% of their weekend capacity. What kind of questions do you hear those leaders wrestling with? What are they thinking about, as they’re thinking about, hmm, what do we do next?Jeffrey Beachum — Well, luckily I’ve run into some ah amazing executive leaders that carry the vision and the execution of a church. And those are usually the two primary people or positions. And there might be multiple people involved in it. But those are the two positions that really are looking in their crystal ball and trying to say, all right, based on The seats we’re filling, the parking lot the way it is, the corridors that are jammed, the children’s ministry, how high a pitch our our volunteers are screaming. We need to be thinking down the road about what are the solutions. And those those people typically, those good leaders are asking questions about, all right, what can we do onsite?Jeffrey Beachum — And eventually, if this keeps going, and we’d love the momentum to keep going, what are some off-site solutions? And so that’s what we like to help take leaders through is even if they don’t use it, the more they know, the better they’re going to be.Rich Birch — And what, when you think of the questions that they’re wrestling about kind of the onsite offsite question, what would be some of those things that, why would they be at that venture? Like what, what is it about, you know, these, this kind of threshold of 70, 80% that starts pushing them to be like, Ooh, maybe it’s like, what are the pain points that they start feeling that are like, okay, that we’ve got to start thinking about something, you know, different down the road.Jeffrey Beachum — Well, this we do this thing, I like to call it chasing capacity, because once a church opens its doors, and if they’re blessed by God and they’re doing all the things that they should be doing, they will forever be looking for that elusive extra seat so that people can hear the gospel. Rich Birch — Right.Jeffrey Beachum — Well, when they get into that position, um they they immediately begin to think, we only have so many seats. It’s a finite number and we’re growing. So how how do we get more? And on-site solutions might include stacking services, adding another third, fourth service. It could mean expanding the footprint of the whole building that you’re in. It could be moving from a smaller room to a bigger room. It could be a variety of solutions on-site to help all those situations. And and there’s a lot to consider when it comes to children’s space, worship space, getting people in and out between services and parking and all of those things.Jeffrey Beachum — Eventually, someone has to be looking at what the offsite locations might be. And and to be honest with you, that is a finite thing. There’s only you can find a green piece of grass and and build a brand new building, which takes a lot of money, a lot of time. There’s commercial properties that you can go into now and build them out, which is always fun and exciting and good good solutions. Mergers is popping up and then portability. Those really are the only four options that are out there for a church to consider going off-site for another site or to launch a new plant.Rich Birch — Cool. So Curt, from when we think about, again, this church, they’re, you know, they’re reaching 70, 80% capacity. They got full everywhere. Like and they look around and it’s like not and enough seats, not enough kids space, not enough parking. From a design and systems perspective, kind of the running side, what often do you think that we miss at that moment in a church life? Like questions we’re not asking or maybe things we misunderstand about that?Rich Birch — Because you guys see this all the time. These are the people you work with all day long. Curt Banter — Yeah. Rich Birch — What are the things that we maybe misunderstood?Curt Banter — Yeah, I think, you know, a lot of people are trying to, they don’t want to lose momentum. They don’t want to lose people. They they start, especially I think people kind of a knee jerk sometimes that it’s like, oh you know, people to come in the door. I can’t find a place to sit. They’re going to, you know, they’re to, people are going split.Curt Banter — And so they’re really nervous about that. So people will tend to do the things that are maybe more black and white and make choices that feel concrete. Like I could build a thing or I could add a service or I could do different things that will cost money and maybe not as much in terms of personnel. But I think sometimes the the tricky part is is that the strategy is really key because what you’re building now is going to lay the foundation for so many other steps down the road.Curt Banter — So it is important to really kind of step back for a minute and make some choices about you know what that means for your staff, what that means for long-term capital spending or whatever it may be before you kind of just leap into those decisions. And then you’re stuck with things that maybe don’t grow so well, or, um, are just bandaid solutions.Rich Birch — Yeah, trying to make the long term. That’s hard in the middle of the chaos of it to step back and say, hey, what what is the best decision here?Curt Banter — It is, it’s really hard.Rich Birch — Even though I’ve got, you know, I’ve got problems right now. What’s the best decision for us to make it this for this next step? Jeff, what happens if we’re in this again, thinking about the same kind of church, if we wait too long, if we, because I’ve actually seen this in churches where I think it’s like it’s like we don’t have faith that what’s happening now is going to continue. And we think, well, maybe maybe next fall, all these people won’t come back. Now, we would never say that. And then we wait and we hesitate for a year or two. What’s some of the risk there that we should be thinking about?Jeffrey Beachum — Well, it it is a scary thing to see God moving and and being amazed at what’s happening in front of you, and and really taking that and getting a gut gut feeling, the right gut feeling to say, God is doing something here and we just need to be able to provide ways for him to keep filling seats.Jeffrey Beachum — And so momentum is very, a tricky thing and you need to be able to keep the momentum going, keep people encouraged. And, and if you don’t, I’ll just share one story. Um, I was at a church. I’ll just tell you my church. I was at my church. I love my church. It’s a great church and got there at Easter time, got there early cause we knew better. And I, I’m old, so I went out to the bathroom and I came back in, and as I was coming back in the doors were closed and there was a sign there that struck me big time and it said: no more seats in the sanctuary. And it pointed to another place where they could go. Well, nobody wants to sit in the second space, no matter what it looks like, and that no more seats available. What if that was the day, you know?Jeffrey Beachum — And so momentum, you need to be able to keep it going. It’s tenuous and you can hit speed bumps with some of the things that you try to do, but you you really need to take courage in what God is doing and what the skill set that he’s provided for the executive leaders to make these decisions and say, we really believe that God is asking us to do this and make plans for that next thing, whether it’s the on-site solution or the off-site solution.Jeffrey Beachum — But if nobody is thinking about it and nobody is ready to make those decisions, that’s where you hit a wall and you stop growing. And in my mind, I think once you’ve let people know that that’s not important enough to keep seats open so that more people can come in, I think that has a negative twist to the momentum piece.Rich Birch — Oh, for sure. Yeah. And there’s, there’s, you know, people won’t invite if there’s not empty seats and there’s, you know, there’s all kinds of interesting, you know, you know, correlations there for sure. So again, thinking about the same church, actually literally earlier today, I was talking to a church, there are three services on a Sunday morning, adding a fourth. And I was asking the XP, how’s it going? And he said, well, we had our, they have like their main parking lot and then they have like the grass parking lot. They’re part of the country country where you can do the grass parking lot. And he’s like, our grass parking lot this last weekend, we’re recording this in early January, was full. And he’s like, we did not anticipate that. And he’s like, I know I’m at least four years away from a building program. I’m not sure, you know, what, what to do. And I thought it was kind of funny that I’m talking with you guys today as well.Rich Birch — So Curt, when you think when, and so this, this guy was a little freaked out because he’s like, man, we got years before we can think about, and he’s thinking permanent building. So when churches are thinking about expanding, many of us, we jump right to permanence. Hey, how long is it going to take? You know, if you talk to our friends on that side, there’ll be three years to, you know, and lots of money.Rich Birch — What have you learned about the danger of kind of skipping this, maybe some sort of interim in between step? Talk us through, you know, why maybe permanence isn’t, shouldn’t be our first step when we’re thinking about this.Curt Banter — Yeah. No, I mean, yeah, and I often tell people, I like, I love the permanent space. I got no problem with that. But if the momentum is really flying and things are going fast, that that is that is a big chunk of why we exist. I mean, we can build a design. You know, you can, it’s, it’s if you you need to find a location. You need to figure out your team. There’s a lot of steps that need to happen in here, regardless of whether you’re going to be building a building or doing a portable church or whatever it may be. Curt Banter — And so this is a, it’s a great time to kind of figure out what the next steps are. And it really is, it’s an opportunity to, to trial things. And like I say, for us, the big deal is is, you know, instead of that four year window, that kind of thing, I was just talking to somebody yesterday and they said, well, you know, how many, how many months would it take? And I said, well, if if we’re talking in months, we’re in good shape. Because sometimes people show up and they’re like, Hey, we need to do something in 10, 12 weeks. And I’m like, okay, we could probably do that. You know?Rich Birch — Right. We can hustle.Curt Banter — Yeah, I mean, and that’s that’s pretty low risk. Like if you can get get something off the ground in 10 or 12 weeks, you know, that… Rich Birch — Right. Curt Banter — …that that gives you opportunity to really take advantage of that and not have to freak out about what my next step is and figure out how am I going to excavate or get a architect involved or, you know, whatever permitting all these things, which, you know, yeah, you’ll get to that. But we don’t have to really work through a lot of those issues to get something launched fairly quick.Jeffrey Beachum — If if I could… Rich Birch — Jump in – yeah, absolutely. Jeffrey Beachum — …we, we recently did a case study of a church down in Florida and they, it’s an amazing church in itself, but they went to a campus and thinking they were only going to have to be there for a couple of years because they had a property across the street. And what happened in that campus was amazing and God blessed them. Jeffrey Beachum — And After they ended up, instead of being there two years, they ended up being there four years. As they were getting into their fourth year, we said, you know what, we need to capture this because this is exciting stuff that they could do. They had 6,000 people on a high school campus on an Easter Sunday…Rich Birch — That’s crazy. Jeffrey Beachum — …which is wacko in my mind. Rich Birch — Sure.Jeffrey Beachum — But we went down to capture it. And the theme that kept coming out of the volunteers and the leaders that we interviewed was, why would we have waited? Why would we have put this off for four years? Look what happened in the four years that we were in this environment. And now we get to walk across the street in a few months and fill a brand new building. And they did. They walked across and they added a third service immediately. And now just six months later, they’re up to five services. So that I like to call it an incubation time… Rich Birch — Right. Jeffrey Beachum — …in portability where they can grow and they can test their mettle. They can test their leadership. They can let the community know here’s what we do and here’s who we are. There’s a lot of great benefits to being portable first.Rich Birch — Okay, sticking with you, Jeff, and and with that idea, this frame of like, a hey, we’re going to, you know, maybe like you’re saying test or take the first step towards a long term plan that’s portable. I’m sure you’ve had a lot of those conversations with churches over the years that have done that.Jeffrey Beachum — Yeah.Rich Birch — I’m sure some of them were like, maybe hesitant at the beginning, and then they do it. And then there’s learnings that come back. They they discover, oh wow, this this was different, better. Here were some of the advantages of going portable first. What would be some of those? Rich Birch — I hear the idea of like, in that church’s example of like, hey, we actually were able to start reaching people rather than waiting for four or five years for a building and then start doing that. We actually start to do that now. That’s a great benefit. Any other, that kind of thing that comes back that people are surprised they didn’t see on the, on the, on the outset.Jeffrey Beachum — Well, I think people are surprised when they go portable, at least in our experience with portable church, we we see churches are able to bolster their volunteer base. Normally you get into experiences like that and volunteers, you know, they they they do it for a while and then they say, I’m out. But in our case, it’s intuitive enough and exciting enough, and they see the results that the volunteers usually grow in that case.Jeffrey Beachum — Another great example purpose for going portable first would be to become a part of the community that you’re targeting for that that next facility that’s going to be permanent. If the community sees that you are already a part of them and that you make a difference, they’re going to make it easier for you to get the permissions to get everything constructed in a timely basis. They’re not going to get in the way because they see the value of having you already in the community.Jeffrey Beachum — And then there’s always, you know, the the the end result is that when people are hurting and you go into a new community and you answer a need and they they get to go to a place that they’re familiar with, the school, the YMCA, movie theater, whatever that is, in a very comfortable setting that they’re already familiar with and learn about Jesus and have hope restored. So there’s just a few, but there’s a lot of reasons to go portable first.Rich Birch — Yeah, that’s good.Jeffrey Beachum — Yeah.Rich Birch — I don’t know if I’ve ever told you this. In fact, I’m pretty sure I haven’t. So the church I’m at now, next year, 2027, will be a 20-year anniversary. And although I’m not on staff anymore, I do this full-time. I’m still a part of the church. I love it. And you know they have like the organizational values. And we we had one of our campuses was portable for 17 years using a Portable Church Industries system. I know you know that, Jeff. Jeffrey Beachum — Yeah.Rich Birch — And when we, I was like emotional when we were putting those cases away and like unpacking them. It was like, oh my word, like this was like a big deal. And actually one of the the staff team’s values, I just saw this yesterday, I was in the office, is we push cases. And, you know, they they internally, even though they’re not portable anymore, we push cases, this idea of like, hey, we’re all in. And it’s like this thing they kind of tell each other. And I actually think friends like I’m I try I’m trying to be like the unbiased, like, oh, I’m just interviewing these guys. But like, I love Portable Church. I love what they’re up to. I love how you help churches.Rich Birch — And I think your systems, the actual physical systems that you make are like the biggest competitor to you because I bump into them all the time. You know, a decade later, 15 years later, this stuff is still rolling out there. So, Curt, when you design a system where, you know, let’s say we’re we’re headlong in. We’ve said we’re going to do this. We’re going to we’re going to go portable. What do you prioritize? Is it experience, efficiency, volunteer experience, future growth? Talk us through how that kind of the the framework for how your team thinks through the actual design of these things, because it’s it feels like magic to me that, you know, it all comes together. It’s incredible.Curt Banter — Yeah, for sure. Yeah, it’s it’s funny. All those things are important. And I think a lot of what you have to do is when we go when we go and meet with a church, we talk through all that stuff. You walk in the building and you get a sense of, okay, what’s your identity? What, you know, how does it feel? What does what does the environment look like? What’s your auditorium experience? What’s what’s your kids? You know, what kind of security do you want? There’s just all these environmental questions that we’re trying to figure out.Curt Banter — And obviously budget plays a part in it as well, but it’s sort of a balancing act. You’ve got to sort of gather all the information in terms of who they are, what what are they trying to achieve, what’s their timeline, you know, and then you’re kind of baking all that into one big pie and trying to figure out how to you know, balance it all together.Curt Banter — But yeah, it’s it’s different. And it’s funny, I was I tell people, I’ve told Jeff this story, is like, when we sit down with a church, I always tell people, like, if there’s 10 things that are important, don’t assume that I know what they are, because the 10 things that are really important to this church are not the 10 things that may be important to you. Rich Birch — That’s so true.Curt Banter — And every single system has to be, we really base it around what is the the core values of that team, that church.Rich Birch — And how, reveal what that looks like a little bit for people folks. Cause I do think this is, this might be, this isn’t like a pull it off the shelf kind of thing.Curt Banter — No.Rich Birch — You’re building a custom system for people. What does that kind of consulting process look like? How do you, how does that actually, what’s actually look like, Curt?Curt Banter — Yeah, for sure. Yeah. So a lot of times we’ll we’ll set up a consultation, we’ll go in and it’s a it’s a full day of discovery, right? So it’s a lot of meetings with, it could be the executive pastor, we’re meeting with the production team, we’re meeting with the kids people, everybody, people that are making coffee, literally, you know, every part and piece of it.Curt Banter — And it’s a lot of just listening. It’s it’s a lot of me writing notes and figuring out what’s important to people. And yeah, we’re also talking about sound boards and PAs and you know lighting systems and all that kind of stuff. But it’s it’s tons and tons of gathering and information. Because yeah there’s there’s not there’s really nothing about the system that’s stock. Every single part and piece of it is customized for every client from some of our most budget systems to systems that are gigantic with lots of trailers and and lots going on, so. But yeah, it’s that data, that customization for each client is a gigantic part of what makes us, us.Rich Birch — Yeah. And I’ve said to folks who have used you when I knew they were you know coming up to a consultation, I’m like, just just mirroring the same thing you’re saying, just tell them everything. Like don’t like don’t hold back and you know and and talk through it all ah and be really clear.Curt Banter — Yeah.Rich Birch — Sometimes people come back and the system’s like, well, that’s maybe not what we were hoping it would be. Maybe everyone has like, what is it? Platinum Dreams and you know they have a smaller budget or whatever.Curt Banter — Oh, yeah, yeah.Rich Birch — But but but that’s okay.Rich Birch — That’s a part of your job is to try to help them right size it and and all that. Jeff, kind of on the brand consistency. Oh, sorry. Jump in. You were going to say something there. Yep.Jeffrey Beachum — I was just going to follow up with what Curt said, because I’ve attended with Curt a number of the consultations, and just walk away amazed at the value of just being being able to have Curt sit in a room with the leaders and how it feeds to the leaders really well.Jeffrey Beachum — And so some some significant things that I’ve seen Curt do is help them to understand it. So what kind of a what does your worship feel like? And what kind of sound system do you use? And there are some churches now that I say have the Cadillac of systems and they have the best of everything. And it could be really expensive. And if they’re going to multiply sites, that could get expensive over time. Jeffrey Beachum — And I’ve seen Curt be very gracious about, all right, so you have this top line equipment. If you’re going to do this two or three times, wouldn’t you like to like jump down to a Buick? and And have your people get really comfortable up with a Buick. Because to be honest with you, only the the professionals recognize the difference between a Buick and Cadillac. All of them still have four wheels and a steering wheel.Rich Birch — Yeah, that’s good.Jeffrey Beachum — And so he’ll talk about that. And then another key piece is that depending on who’s in the room when Curt does the discovery, he talks about the balance that people really don’t get to the worship space where the high production happens for 7 to 10 minutes. And they pass a lot of things. So there’s a nice balance to the design of the system with the children’s space, which I think is probably as as important or more important than the worship space, because no parent wants to go in and be have misgivings about what the space looks like and what’s going to happen to the child that they’re going to abandon into the care of these people and then walk across the street and the pastor think for one minute he has their attention enough to to preach the most important hour or 20 minutes of of their life…Rich Birch — Right.Jeffrey Beachum — …to change their life. They’re thinking about what the heck did I just do to my kids? Rich Birch — Right.Jeffrey Beachum — So I’ve seen Curt very graciously help them balance everything out and say, this is how it is important. And it’s important that we we get it into a system so that it can be done with volunteers quickly and they can have success every single time, every single week. Rich Birch — Love it. Jeffrey Beachum — And they can be excited and feel they’re as invested in the message that of the gospel as the pastor is.Rich Birch — Well, let’s double click on that with you, Curt. You know, I think there’s a lot of executive pastors listening in today and, and I have had this experience as an executive pastor. I’m like talking to some tech person and they’re like, we need the—using Jeff’s thing—we need the Cadillac. Like, you know, the gospel will not go forth without, you know, the Cadillac. And and and I look at all this and I’m like, it’s numbers and letters on a page. And how do I understand all that?Rich Birch — How do you help leadership teams really not either over invest or under invest, particularly on the technology side? Because that side, you know, a kids panel, you know, that stuff, it feels like, okay, that’s pretty consistent. But this area feels like, man, we can, it’s like sky’s the limit. So how how do you help churches on that piece particularly?Curt Banter — Yeah, I mean I mean, one of the first things I almost always do is I’ll ask people, to say, are you okay, so do we do you have experts coming to run this, or do you have staff coming to run this, or do you have volunteers running this?Rich Birch — Yes.Curt Banter — Because those are two very different things… Rich Birch — Yes. Curt Banter — …and if you’ve got volunteers coming, which a great majority of our churches do, then you’ve got to think about who you’re designing this for, right?Rich Birch — Yep.Curt Banter — And that is a problem because a lot of production directors are like, this is what I want. I’m like, are are you going to run it? Because if you’re not going to be there, it doesn’t really matter that much, you know. So a lot of times we’re really trying. I mean, sometimes i hate to be the wet blanket, but sometimes I think, and i can i can I can speak the language. I know what all the letters and everything mean. Rich Birch — Yeah, yeah. Curt Banter — But sometimes I’m trying to back them off a little bit to say, look, let’s build a system that’s repeatable. Let’s build a system that anybody… Rich Birch — Yeah, that’s so true. Curt Banter — …maybe not anybody, but certainly your volunteers, somebody who’s equipped to do it, can do that, set it up in a reasonable amount of time. And and and every week they’re not having to try to troubleshoot it and figure it out and because it’s so complex.Curt Banter — And yeah, that that may be the right system for your main campus. But a lot of times at these portable locations, we’re trying to do something that’s fast, efficient, volunteer friendly. that’s That’s really key. Rich Birch — Yeah, that’s that’s a critical piece.Curt Banter — So we’re I’m constantly bringing that kind conversation back around to, okay, that’s great. There’s a trade-off in time. There’s a trade-off in expertise. Do we want to do that, you know? And sometimes we say, yeah, that one, we we do want to do it, but maybe we don’t do it over here. there’s you know So it’s always a balancing act there a little bit.Rich Birch — Yeah, that that to me, that’s a that’s a critical piece. I think it’s such a great thing that that you guys offer to help us think through that. And what is the nuance there and and be another like another voice in the room? Because I think sometimes we end up in those conversations with the with the pro or person that wishes they were a pro you know tech person. And there’re it’s like…Rich Birch — It’s like they’re they’re they want like the all the bells and whistles, but at the end of the day, they’re not going to have to solve these problems long term.Curt Banter — Yeah.Rich Birch — Yeah, that’s good. Let’s, Jeff, let’s talk about the volunteer piece, particularly. So, man, I’m here in like set up, tear down, rolling stuff, plugging stuff in. You know, we we know that churches live and die on volunteers in every location, but it’s particularly true in in portable environments. How do systems, well thought out systems from the front end help us win with volunteers, you know week in, week out, not from day one, but then continue over the years.Jeffrey Beachum — Oh, well, and actually that’s that’s a part of Curt’s team and production and integration and all of that. the The system that Portable Church uses, if you think about it, the the Portable Church has to have all the same stuff your home church has. It’s just all put into a portable system. So you need all of that. Jeffrey Beachum — And and I’m betting at your home church, you’ve built that up over a series of 5 to 10 years. And here you get it all in one shot. And because that you’re starting out with church and it has to be done well. So you don’t have boomerang volunteers that say, oh, I tried this and I’m going back home. We don’t have that.Jeffrey Beachum — So some of the things that help with that is that they are designed for that repetitive nature where everything goes in the same place in the case. So every case is designed custom for that particular room. And so one group can come in and set everything up and a whole different group can come in and put it away after you’re done with your one, two, three services. And and it all be in the same place because it everything, every piece has a home and within each case. Rich Birch — Right. That’s good. Jeffrey Beachum — And then every case, has a specific place on a trailer because we advocate for trailers and we can explain that later, but everything is weighted out. So we have people that actually weigh each case and where it should go on the trailer so that we’re not breaking some of your volunteers’ hitches, that we’re not having stuff abandoned on the side of the road.Jeffrey Beachum — And so there’s a meticulous design that goes into meeting the needs so that the church can be effective. And allowing the the case system to be productive. And we have people, kids as early as 10 or 12, they think it’s cool to be able to be a part of that.Rich Birch — It’s so true.Jeffrey Beachum — And so they’re from 12 to 80 years old pushing these cases and being helpful in a way that maybe they’re not teachers. Maybe they’re not Sunday school teachers. Maybe they’re not preachers. Maybe they’re not people who welcome you know easily, and they don’t have those skills, but they love pushing the cases and being a part of that.Rich Birch — Yeah, it’s true.Curt Banter — Yeah, that’s to to tag onto that.Rich Birch — Yeah.Curt Banter — That’s, I mean, the the teams I’ve been a part of in the past, we’ve, we’ve had groups of volunteers that never would have served in a permanent location.Rich Birch — A hundred percent.Curt Banter — They had no, they had no place there. They had no home there. Guys that pull trucks, people that are on the security team, people that are bringing in food to the green room, whatever it may be. And they, they really do. They find a home there. They find connection there. It’s not just about the serving. It’s also about the community. They’re very much interlinked. Rich Birch — Yeah. 100%.Jeffrey Beachum — And it’s important enough that we we warn churches. So when you go from portable to permanent, you need to find a home for all these amazing volunteers that they can continue to to serve.Rich Birch — Yeah. And we’ve, I was going to echo that. Like I’ve seen that time and again, in campuses have been a part of where we’ve gone from portable to permanent. And even though I’ve seen it, I’m like, there are a group of these volunteers that are like, they’re the backbone of the church. Like the, it’s all theoretical until the roadies show up and set the thing up. Like we’re, we’re theoretically doing church this weekend. And then this group of heroes show up and, you know, make it all happen.Rich Birch — And it is a group typically, it’s not always, but it’s my experience has been, it’s typically a group of guys who they don’t necessarily, they love it, but they don’t necessarily fit in other places. And they get this like foundational role in the church and love getting a little bit sweaty. And it’s the systems are designed so they’re not super hard. Rich Birch — One thing I want to say too, as a friend, like I remember years ago, this is again, probably 20 years ago with Pete, the founder of Portable Church. I was, I was at your location at the production location. And was, I was like waxing eloquently about, man, these cases are incredible. And he like, and you’re going to know what this is. I can’t remember the exact stat, but he he was showing this one case with this door that like flips down and you know he’s like, well, you know, if a certain person of a certain height, if something gets dropped into the bottom of that case, that door is designed so they can lean down and pick it up out of the bottom of that of that case. And he had some stat around like, you know, well you know, like X number of volunteers typically are this.Rich Birch — And I was like the amount of thinking that’s gone into the design is incredible. like And these are not like these just boxes that you’re pushing around there, although they are, they’re thought through, like lots of small things throughout the entire system that always strike me. I’m like, man, that’s just such a great idea, which is you know pretty incredible.Rich Birch — Curt, coming back to kind of an a little bit of an earlier question, I want to, there may be people that are listening in there like, yeah, I strategically get that. Maybe we’re going to spend a little less money. We could do some sort of like portable thing to help us before we go, you know, long-term. But some leaders might hear portable and think cheap, temporary, not great, ineffective, not on brand, all that kind of stuff. Help us think through how portable it really, yeah, how does that, what how how do you respond to that? How do you respond to those kind of potential criticisms?Curt Banter — Yeah. Yeah, I think I was trying to think of, ah you know, what, what causes the cheap thing. And I, I, I hate to say it, but I think sometimes it tends to be a DIY situation. It tends to be something where it’s, it’s that we talked about it earlier, that emergency situation, like I’ve got to figure out a solution.Rich Birch — Right.Curt Banter — And so I think sometimes people that go out and they grab this and they grab that and pull together. And now you’ve got this, you know, And there are churches that we go and work with where we sort of refresh the system or optimize the system.Curt Banter — And a lot of times you’ll see that where it’s just stuff in a trailer. Rich Birch — Right.Curt Banter — I mean, it’s just, they’re in boxes. They’re in, you know, cardboard, seen TVs and cardboard boxes that have been in those cardboard boxes for five, six years, you know, that kind of thing.Rich Birch — Yes. Yeah.Curt Banter — And I think that’s the, I think that’s sometimes maybe where the cheap comes from. And, and it’s the, the deal with us is, you know, everything’s thought out, right? Everything has a home. Everything has an an an intention in the way that it’s stored, used, trainability in terms of, you know. So, you know, I often say to people like, look, people go and pay lots and lots of money to go see concerts at big venues, right? And that’s all portable. It doesn’t have to be cheap. Those aren’t cheap. It’s really, it’s dependent upon, you know, what is your budget and what is your volunteer base and everything else. It doesn’t need to be cheap. And even at lots of budget levels, it doesn’t look cheap because there’s really a lot of thought that’s put into how it’s used.Curt Banter — So I don’t think, you know, there’s lots of opportunities to make it look great in a portable situation, but But yeah, it has to be, and like you were talking about with Pete, it has to be thought out. It has to be engineered. It has to be put together in a way that’s easy and fast and and looks good and has quality about it.Rich Birch — Well, and this this gets to how many churches you guys have worked with. Like, this is the insane, like, it’s some giant number. Like, it’s I know I said thousands at the front end, but what what is that number, Jeff? What is that? It’s it’s some huge number, right?Jeffrey Beachum — I, I think right now it’s got to be north of like 4000 churches over the last 30 years.Curt Banter — Something like that.Rich Birch — See, this is friends. This is what I’m saying. There are people that are listening in and you’re like, we could just do this on our own. And I’m like, well, why would you do that? Like talk to the people who have, they, although your situation is super unique, they’ve worked with 4,000 other churches in super unique situations and have helped them figure it out. And man, like that’s, you wanna leverage all of that thinking to help you figure out, okay, how are we gonna get this to work at, you know, insert junior high, high school, whatever it is, you know, bowling alley, whatever it is, wherever you’re you’re moving into, that’s that’s great.Jeffrey Beachum — Yep.Rich Birch — Curt, oh, sorry, go ahead, Jeff.Jeffrey Beachum — Well, I was just going to so I would also, when it comes to the value piece, ask how how valuable is it for you to have and to continue the momentum that you have going into your next, your next facility, whatever that is.Jeffrey Beachum — So you’ve got a gap when you finally realize, man, we got to do something and we got do something fast. Portability can be done within three to four months. We can have you on the ground, in your site and probably for an investment of maybe 3 to 5 or 7% of whatever that end expense is going to be, could be invested to keep that momentum going and to make things stronger.Jeffrey Beachum — And so with that gap between we need to land somewhere and landing in a permanent spot, you could have anywhere from a three to five year gap that could be highly productive in a highly professional environment with professional gear run by your volunteers.Jeffrey Beachum — And I don’t know very many, I mean, there are some guys that do DIY and do it well, but I don’t know very many that take into consideration all those engineering feats… Rich Birch — Right. Jeffrey Beachum — …that originally were thought up 30 years ago and Curt’s team continues now. Rich Birch — Right. Jeffrey Beachum — They produce a system that is amazing and helpful. And most of our the churches that we work with, they they come back. In fact, Liberty Live, we just did another interview with Liberty Live, and they were gushing about how much we’ve helped them with several sites. And it’s wonderful to hear that they’re effective because of us putting you know a carpet on wood and putting the right stuff in the right places and helping them to share the gospel.Rich Birch — Yeah, that’s incredible. That’s so good. Yeah, and i love that. You may not like what I’m able to say, but I’ve said this behind your backs. But, you know, so so many times I’ve said to leaders when they’re thinking about this exact moment, I’m like, okay, so let’s talk about worst case scenario.Rich Birch — Let’s be the like, okay, we we launched this location and this campus and we’re, you know, we’re excited about it. It’s working well. But, you know, we don’t know. You don’t know what’s going to happen there.Rich Birch — Well, the beautiful thing about a portable system is like, let’s give that a run for two or three years. And but best case scenario, four years, like the example you used, four years, we end up moving into some other facility. Well, that’s great. Well, what we do what do we do with this portable system? We take it and put it somewhere else, which I know you’d like us to say, you buy a new system. But but but I say, just take it and you know get them to come back and retrofit it… Jeffrey Beachum — Yes. Rich Birch — …and then go into a new location which you can’t do I don’t know any, and I’ve known multiple churches that have done exactly that play, which is, you know, just, you talk about stewardship. That’s just incredible use of the resources that God’s given you.Rich Birch — It’s amazing stuff. Curt Banter — Yeah, we’re in the process of… Rich Birch — Well, as we’re coming to land here, sorry, go ahead. Curt Banter — …to say we’re in the process of talking to several churches right at the moment that are that are retooling systems that they’ve had in play for 5 to 10 years. Rich Birch — Right. Curt Banter — And it’s exactly it’s an engine, right? Rich Birch — Yes.Curt Banter — They use it for growth. They retool it and they put it back out there to do the next one. And that’s part of the plan. It’s not a happenstance. They they that is the plan, like is to always keep pushing that thing forward.Rich Birch — Right. Yeah, absolutely. And that DUI thing, DUI, that’s different. DUI, do it yourself, DIY. That’s a Freudian slip. The that happens in churches all the time.Rich Birch — You know, a friend of mine’s church, they were, you know, I was like, you really should be using Portable Church. And they didn’t use Portable Church and they came to their opening weekend and a key piece of gear did not fit through the door. Jeff knows the church I’m talking of.Rich Birch — And they, you know, I was, you know, the leader that I know is like a little bit frustrated with, you know, with all that. And I happened to see pictures of their launch and I’m like, oh, you got it through the door. And they’re like, no, we did not get it through the door. We ended up spending more money and figured out like an older thing or something and retrofitted. And I’m like, gosh, like, you would have saved all that hassle just talking to someone who’s gone ahead and figured out how do you fit all this into a box and get it through a door. Rich Birch — As we’re coming to land, maybe a couple last ah questions, maybe one for you, Jeff. If if there’s a leader that’s in this, they’re they’re facing the capacity pressure right now, what’s kind of one step they should take in this next 90 days? Where should they go next? and then I got one last question for you, Curt, as we wrap up.Jeffrey Beachum — So the next 90 days, I would say, certainly you’re not going to land in a new location in the next 90 days. But what you can do is you can take a look in your crystal ball and say, I think something could be in our future and begin to know what you don’t know.Rich Birch — Good.Jeffrey Beachum — And I would say there’s a lot about going portable, the benefits of portability, some of the processes involved that we would love to just tell you about and inform you about so that 12, 18, 24, even 36 months down the road, you you have that knowledge and you say, all right, I’ve got this one in my pocket. I know I can do this. And we would be here to help you. Jeffrey Beachum — So I would say in the next 90 days, give us a call and talk to us and say, hey, I don’t know when we’re going to do this, but I kind of feel that we’re going to have to. Can you help me understand and learn about it? Rich Birch — Yeah.Jeffrey Beachum — I guess that’s the best step.Rich Birch — Yeah. That’s fantastic. You can go to your website, right? Portablechurch.com/Jeff, I think is the answer. Jeffrey Beachum — Yes.Rich Birch — If you want to actually talk with you, which is amazing. I’ve so i’ve told people that I’m like, Jeff will get on the phone and talk to you. Like he’s a real live human. Jeffrey Beachum — Forever.Rich Birch — And at the end of it, it’s not like, you know, there’s a, you know, a credit card, you’re buying a new system. That’s not what it is. It’s like, Hey, we want to help you understand early, get in the process. You cannot start the conversation too early. You know, I appreciated Curt saying like, hey, I talked to this leader and they said maybe 10, 12 weeks from now I need something done.Rich Birch — Don’t do that. Like start early. Like if you’re as and they say they’ll do that. That’s fine. That’s that’s Portable Church. They’ll actually help you. But from my end as an operator, I’m like, even if you’re inkling thinking like early in the we might be doing something down the road. I’m not even sure if this is an option. Call Jeff – he’d be happy to help you. Rich Birch — Curt, for you, senior leader of the organization – you know, Portable Church is doing a great job. 4,000, we’re looking forward to that when you click over 5,000 churches. What would you say to a leader that’s listening in today as they’re thinking about expansion, maybe a senior leader, like, you know, a lead pastor, that sort of thing? What kind of words of advice or wisdom would you give them as we wrap up today’s episode?Curt Banter — Yeah. It’s funny, like as, as people are growing and they’re expanding, we’ve talked about this a few times, but think about, you’ve poured everything you got into your, especially if you’re in one location, you’ve poured everything you got into that one location. All of you’ve got your special sauce and all of those people that are really talented at what they do. And now you’re like, we need to grow. And maybe that’s another location. And okay, how how are we going to do that?Curt Banter — And I think a lot of people are really commonly saying, okay, we’re going to stretch that base over two. And a lot of times you can sort of get away with that a little bit. But what tell you what you go to three or even as you really fully expand into two, you’re going to feeling it. And so the the thing I would always say is, again, think about your long-term strategy. Rich Birch — That’s good.Curt Banter — Think about what you’re going to need in terms of your team, in terms of repetition and process. And it just it’s going to serve you so well in the long run to be thinking about how the people play into this and how you’re going reproduce it versus just you know getting through this moment.Rich Birch — That’s so good. Well, appreciate you guys being on today. Again, if you want more information on Portable Church, you can just drop by portablechurch.com. There’s a ton of information on there, lots of helpful resources and all that.Rich Birch — And if you want to talk to Jeff specifically, just go to portablechurch.com/Jeff. He would love to jump on a call with you and talk you through whatever you know kind of issues, or even if it’s just like, hey, we’re kind of thinking about this.Rich Birch — What questions should we be asking? He would love to jump on a call with you. So thanks so much, gentlemen. I appreciate you being here today.Curt Banter — It’s good to be here.Jeffrey Beachum — Thanks. Appreciate it Rich.

There is a lot of talk about leaving corporate life… …quitting your job, and "betting on yourself" as the only path to freedom. In this episode, I ask a different question, is corporate life really broken, or are most workplaces just not generous enough yet to give people what they are craving. I share why we do not need every talented person to become a solo entrepreneur, and how generous workplace cultures can offer the same things people think they have to leave to find, ownership of time, presence at home, optionality, purpose, and meaningful impact. We'll walk through twelve signs that often push people toward the entrepreneurial leap, things like wanting to own your calendar, desiring more purpose than politics, seeking freedom over titles, and wanting to grow your own brand and skills. Instead of telling you to quit, I show how the best companies are building environments where you can have those things while still working with a team, with resources, and with stability. You'll also four practical solutions you can start using right now to make your organization more generous, whether you are the official leader or you are leading from within. If you have ever thought, "Maybe I need to leave corporate to feel fulfilled," this episode will help you see another path. You will learn how to build or seek out a generous culture where you can be present for your family, own more of your time, grow like an entrepreneur, and still enjoy the support of a healthy organization. *Enroll in the "Feeling Generous" Email course

Gov. Greg Abbott and Attorney General Ken Paxton have threatened sanctions against students and schools that facilitate walkout protests. Texas officials have threatened to strip funding from districts, decertify teachers and replace elected trustees with a state-appointed board of managers. In other news, what didn't air on CBS may be doing more for James Talarico than if it had. Late-night host Stephen Colbert said his interview with the Democratic Senate candidate was blocked Monday; a Collin County jury has sentenced a father of six to life in prison for repeatedly physically abusing and starving his children; and the Dallas Mavericks announced Wednesday morning that guard Kyrie Irving will not return to play this season as he continues his recovery from ACL surgery. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Joseph Sternberg of the Wall Street Journal discusses European leaders finally addressing the continent's economic dysfunction compared to the US, noting proposals for a twenty-eighth regime to simplify business laws while politicians like Meloni and Merz face challenges balancing welfare states with growth reforms.1900 BRUSSELS

Here we are on the threshold of another Lenten season! Since the Paschal mystery is the culmination of the Lenten season, we are going to "begin with the end in mind" by exploring this great mystery of our faith and where it might be playing itself out in our own lives.  Relying on Fr. Ron Rolheiser's description in The Holy Longing, Ruth identifies the five movements of the Paschal mystery and the inner dynamics that can help us enter more fully into our own journey of suffering, death, burial, and transformation. This bonus episode is intended to usher you in to the Lenten season with purpose and thoughtfulness. Mentioned in the episode:  The Holy Longing by Ronald Rolheiser   Music Credit: Kingdom Come by Aaron Niequist Returning from Lent Music in Solitude There's still room to join us in our upcoming course, Theology that Shapes the Soul. Many Christian leaders have a well-formed theology of what they believe about God, but far less clarity about a theology of spiritual formation: how those beliefs shape the way we live and lead. Led by Ruth Haley Barton, Theology That Shapes the Soul is a six-week guided experience for leadership groups who want to engage a biblical, theological, and spiritual framework for Christian formation—not merely as abstract ideas, but as truth to be embodied within communities. The course begins on March 4, 2026. Find out more and register here.   We've started a Substack! This will be “a new home for reflection, conversation, and connection with our transforming community.” Our new Substack is called “On the Journey with the Transforming Center,” and it will include thoughtful reflections from Ruth Haley Barton and the Transforming Center team, as well as alumni and friends of the Transforming Center, occasional special video teachings and guided practices, and space to interact with our content and respond with how God is working in your life through the posts. This will also be the new home of all of our podcast patron content! There will be free and paid tiers. We'd love for you to join us over on Substack.   Support the podcast! During Lent we are providing paid Substack supporters guided practices to help them journey through Lent meaningfully. Led by members of our TC alumni community, these practices include a prayer of surrender, a scripture based breath prayer, a practice of holy naming and truth telling before God, a guided meditation of one of the Gospel accounts of Jesus' passion and more. Become a paid member of Substack today to receive these practices and so much more!   The Transforming Center exists to create space for God to strengthen leaders and transform communities. You are invited to join our next Transforming Community:® A Two-year Spiritual Formation Experience for Leaders.  Delivered in nine quarterly retreats, this practice-based learning opportunity is grounded in the conviction that the best thing you bring to leadership is your own transforming self! Learn more and apply HERE.   *this post contains affiliate links

Most people aren't stuck because they don't know what to do. They're stuck because they're avoiding it.In this episode, Natalie Robison, one of the top leaders in her company, breaks down why so many people stay busy but never build momentum.Posting. Organizing. Training. Planning. But avoiding the one thing that actually grows a business: inviting new people.Natalie gets real about her own fear. Not just fear of rejection, but the fear of someone saying yes and then asking, “Now what?”She shares three simple, practical tips to get out of your own way, stop hiding behind activity, and start doing the real work that moves the needle.If you've ever felt productive but still frustrated, this episode will hit close to home.Because all we KNOW that being busy doesn't pay. Courage does.

Episode Overview In this episode of the Breakfast Leadership Show, Michael sits down with Bob to explore how executive benefits, financial strategy, and intentional planning can become powerful levers for retention, profitability, and long-term organizational stability. The conversation moves beyond surface-level benefits discussions and into how leaders can treat benefits as strategic assets rather than routine expenses. Executive Benefits and Client-Centered Strategy Bob shared how his firm specializes in executive benefits across a wide range of business types, emphasizing a strong track record of successful audits and high client satisfaction. A core differentiator is their commitment to treating each organization and executive as unique, rather than applying one-size-fits-all solutions. Michael reinforced the importance of personalization, noting that meaningful client experiences and tailored benefits strategies are essential in today's challenging business environment. Both acknowledged that retention pressures and rising benefits costs require leaders to think more strategically about how benefits are designed and communicated. Optimizing Executive Benefits Through Technology and Design Bob explained how his company supports small and mid-sized organizations in optimizing executive benefit plans through a proprietary technology platform. This system simplifies complex benefits structures, uncovers missed opportunities, and helps organizations make smarter, data-driven decisions. He outlined their comprehensive nine-step service model, covering plan design, participant education, and full administrative support. The result is a 95 percent participation rate, significantly higher than the industry average of approximately 40 percent. Education plays a central role, ensuring participants understand both the value and tax efficiency of their plans. When structured properly, executive benefits can evolve from cost centers into strategic profit centers. Benefits Planning, Tax Strategy, and Organizational DNA Michael emphasized that benefits planning must align with an organization's core identity and values. Too often, tax considerations, particularly for high-income earners, are overlooked or addressed too late in the process. He stressed the importance of conducting a detailed employee census to account for demographics, compensation structures, and changes resulting from growth or acquisitions. Without this depth of analysis, organizations risk leaving significant savings on the table for both the business and its people. Superficial benefits planning, he noted, often creates long-term inefficiencies and dissatisfaction. Financial Strategy, Asset Management, and Long-Term Value The conversation expanded into broader financial management practices. Bob and Michael discussed common mistakes organizations make, including failing to leverage tax deductions, net operating losses, and proper income treatment. Bob shared real-world examples of how disciplined asset management and strategic planning can unlock liquidity, generate cash flow, and improve financial resilience. They also touched on the role of charitable giving and how intentional structuring can benefit both the organization and its mission. Education, once again, emerged as a critical theme. Leaders who understand their financial statements and benefits structures are better positioned to make confident, sustainable decisions. Financial Stewardship and Organizational Survival Michael highlighted the sobering reality that many once-successful organizations no longer exist, often due to poor financial stewardship and short-term thinking. He pointed out that financial and benefits assets are frequently treated as administrative afterthoughts rather than strategic resources. Both agreed that organizations that actively manage these areas, especially during uncertain economic conditions, dramatically improve their odds of long-term survival and cultural stability. Executive Benefits as a Retention and Protection Tool Bob closed by emphasizing the strategic role of executive benefits such as deferred compensation and restricted stock units. Beyond retention, these tools help protect institutional knowledge and corporate intellectual property. He noted that high-performing organizations often implement these programs at a lower relative cost than struggling companies, largely because they plan proactively rather than reactively. Bob encouraged leaders to take advantage of executive benefits audits, which are offered at no cost, to identify inefficiencies, reduce expenses, and strengthen retention strategies. Key Takeaway Executive benefits and financial strategy are not administrative checkboxes. When aligned with organizational values, supported by education, and managed intentionally, they become powerful tools for retention, resilience, and long-term leadership success. https://BenefitRFP.com   Bob Nienaber (916) 838-0866  

We are excited to begin In the Public Interest's sixth season with the introduction of our new cohost Jekkie Kim. Jekkie is a corporate partner in WilmerHale's Palo Alto office who focuses on life sciences technology and transactions and works closely with founders and emerging companies to support every stage of their commercial development. In conversation with her co-host Felicia Ellsworth, Jekkie shares insights into the life sciences industry, drawing on her varied career and experience both as a practicing attorney and education as a doctor. She discusses how she leverages her medical background in her current practice, allowing her to effectively serve clients and move quickly to match the fast-moving innovations coming out of Silicon Valley. She and Felicia also share advice for law students and early-career attorneys, speaking to the importance of mentorship and how to explore potential areas of focus.

What if the root of your exhaustion isn't burnout, but loneliness? In this thought-provoking episode, DeDe HalfHill—retired Air Force colonel turned leadership expert—shares vulnerable stories about the hidden costs of leadership and reveals why addressing “the messy human side” is non-negotiable. Together Marli & DeDe explore the power of authentic leadership, emotional intelligence, and what happens when leaders give themselves and their teams permission to be real. You'll hear surprising examples from the military and beyond, plus practical mindset shifts for navigating chaos, self-doubt, and the ever-present imposter syndrome. Ready to upgrade your leadership toolkit and banish the myth of the lonely leader? Tune in and discover why normalizing messy emotions might be the ultimate performance hack.DeDe Halfhill Bio:Colonel DeDe Halfhill, USAF (Ret.), is a leadership strategist, keynote speaker, and founder of TAIOH Partners who helps organizations turn hidden friction and burnout into trust, momentum, and measurable performance. Her leadership has been featured on CBS's 60 Minutes and in Dr. Brené Brown's Dare to Lead, where Brown describes her as one of her “leadership heroes and a total badass.” Through her Master the UnseenTM framework, DeDe gives leaders practical language and tools to navigate hard conversations, name what's really going on, and build resilient, deeply connected teams, especially amid uncertainty and change. Her clients include Salesforce, Lockheed Martin, Bank of America, Hearst, FEMA, and other organizations where courageous, emotionally intelligent leadership is a non‐negotiable.Marli Williams is an international keynote speaker, master facilitator, and joy instigator who has worked with organizations such as Nike, United Way, Doordash, along with many colleges and schools across the United States. She first fell in love with transformational leadership as a camp counselor when she was 19 years old. After getting two degrees and 15 years of leadership training, Marli decided to give herself permission to be the “Professional Camp Counselor” she knew she was born to be. Now she helps incredible people and organizations stop waiting for permission and start taking bold action to be the leaders and changemakers they've always wanted to be through the power of play and cultivating joy everyday. She loves helping people go from stuck to STOKED and actually created her own deck of inspirational messages called StokeQuotes™ which was then followed by The Connect Deck™ to inspire more meaningful conversations. Her ultimate mission in the world is to help others say YES to themselves and their big crazy dreams (while having fun doing it!) To learn more about Marli's work go to www.marliwilliams.com and follow her on Instagram @marliwilliamsStay Connected to The Marli Williams PodcastFollow us on Instagram: @marliwilliamsOur Website: www.podcast.marliwilliams.comHire Marli to Speak at your next event, conference, workshop or retreat!www.marliwilliams.comReally love the podcast and want to share it??Give us a review on your favorite platform and share this (or any) episode with a...

Why do some leaders love encouragement but resist accountability? We’re gonna talk about it today! The post Why Leaders Need More Than Encouragement appeared first on Join The Movement!.

In "The Career Accelerator: Why Leaders Choose TMSA", Joe Lynch and Jennifer Karpus-Romain, Executive Director at the Transportation Marketing & Sales Association (TMSA), discuss how specialized community and education drive logistics success. Growth follows connection.  About Jennifer Karpus-Romain Jennifer serves as the Executive Director at the Transportation Marketing & Sales Association (TMSA) and as an adjunct professor at Cuyahoga Community College teaching social media. Previously, she was Director of Marketing for Faye, a software integration firm, and has also held roles in the publishing and marketing industries, and managed her own content and publishing firm. Karpus-Romain has her Bachelor of Science in Journalism from Ohio University and received her MBA from Capella University. About Transportation Marketing and Sales Association (TMSA) Sales and marketing professionals in the logistics and transportation industry come to the Transportation Marketing and Sales Association (TMSA)as the place to learn, to grow, to have fun together and to make lasting connections. Members enjoy access to live events, virtual forums and exclusive member-only benefits.  The association was founded in 1924 and has gone through many names and iterations throughout the years, but it's mission to be the resource for its members has never changed. Key Takeaways: The Career Accelerator: Why Leaders Choose TMSA In "The Career Accelerator: Why Leaders Choose TMSA", Joe Lynch and Jennifer Karpus-Romain, Executive Director at the Transportation Marketing & Sales Association (TMSA), discuss how specialized community and education drive logistics success. Growth follows connection. A Century of Evolution: The TMSA isn't a "new kid on the block." Founded in 1924 (originally focused on railroad advertising), the association has spent over 102 years evolving alongside the industry. While the name has changed to reflect modern logistics, its core mission—to be the premier resource for sales and marketing professionals—has remained constant. The New "Track-Based" Educational Model: To provide better ROI, the TMSA has moved away from a one-size-fits-all approach. They now offer five distinct tracks: 1. Company Leader, 2. Sales Leader, 3. Sales Practitioner, 4. Marketing Leader, 5. Marketing Practitioner The Track-Based approach ensures that whether you are a solo marketer or a VP of Sales, you are networking and learning with peers facing your specific daily challenges. "Human First" Leadership in an AI World: Jennifer emphasizes that while tools like ChatGPT (which she humorously calls "Atlas") are vital for efficiency—especially for small teams—the human element is the true differentiator. In an era of automated emails and AI-generated content, leaders choose TMSA to learn how to keep their brand voice authentic and human. The "Tech Mic Drop" & AI Showdown: Rather than traditional, dry keynotes, the upcoming Elevate Conference (June 7–9 in Denver) features a technology showdown. Competitors must present real-world results and efficiencies rather than just sales pitches. This helps members cut through the "noise" of the saturated logistics tech market. Bridging the Sales and Marketing Gap: A major theme of the interview is the "merger" of sales and marketing (or "Smarketing"). Jennifer points out that marketing should be creating "sales enablement" content—like simple infographics—that salespeople actually use, while sales should be providing feedback on lead quality to create a unified revenue-generating engine. Real Insights from Shipper Panels: One of the highest-value segments of their events is the Shipper Panel. Jennifer explains that they bring in actual big-name shippers who give "brutally honest" feedback. This is a rare opportunity for sales and marketing teams to hear exactly how shippers want to be approached—and more importantly, what "cringe-worthy" tactics to avoid. Professional Development as a "Career Accelerator": For "teams of one" or those in "flyover states," TMSA provides a sense of community. Beyond just learning, it offers leadership opportunities through committee work that professionals might not get at their day jobs. Jennifer views the association as a place to "sharpen the sword" so members are ready when market conditions (like the recent freight recession) finally turn around. Learn More About The Career Accelerator: Why Leaders Choose TMSA Jennifer Karpus-Romain | Linkedin TMSA | Linkedin TMSA homepage TMSA membership page TMSA ELEVATE Event Page TMSA Membership Page that highlights Tracks Elevating Transportation Sales and Marketing with Jennifer Karpus-Romain | The Logistics of Logistics TMSA Key Takeaways with Jennifer Karpus-Romain | The Logistics of Logistics Building a Freight Sales & Marketing Community with Jennifer Karpus-Romain The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

What if the most powerful leadership tool isn't strategy or skill, but a story that connects hearts before it drives results?

For more thoughts, clips, and updates, follow Avetis Antaplyan on Instagram: ⁠⁠⁠⁠https://www.instagram.com/avetisantaplyan⁠⁠⁠In this episode of The Tech Leader's Playbook, Avetis Antaplyan delivers a powerful solo deep-dive into one of the most misunderstood concepts in modern leadership: servant leadership. Drawing from personal experience, organizational patterns, and hard-earned lessons, Avetis breaks down why servant leadership is not softness, appeasement, or conflict avoidance. Instead, he argues, real servant leadership demands courage, accountability, and an unwavering commitment to helping people reach excellence even when it requires uncomfortable conversations.Throughout the episode, Avetis contrasts servant leadership with authoritative leadership, clarifying why authority is not about ego or control but about clarity, ownership, and decision-making. He explains how appeasement quietly erodes standards, frustrates high performers, and ultimately harms the very people leaders believe they're protecting. Using relatable examples from workplace dynamics to parenting to team performance he illustrates how delayed feedback, avoided conflict, and diluted expectations damage careers and undermine culture.Listeners will walk away with a clearer understanding of what true service looks like in leadership, how to course-correct if they've fallen into appeasement, and the self-reflective questions every leader should be asking. A must-listen for anyone serious about leading with honesty, courage, and long-term impact.TakeawaysServant leadership is not softness it requires courage, standards, and accountability.Appeasement disguises itself as kindness but ultimately weakens teams and leaders.Great leaders challenge people directly because they care, not despite it.Avoiding tough conversations delays the truth and harms long-term performance.Accountability is a form of respect; letting people off the hook is not.Authority is not about control it equals clarity, ownership, and decisive action.High performers become frustrated when leaders tolerate underperformance in others.Appeasement normalizes mediocrity and lowers the performance bar for the entire team.Early, honest feedback prevents skill gaps from widening into career-limiting issues.Leaders must choose between being liked and being trusted the two are not the same.Resetting a culture requires public acknowledgment, clear standards, and consistent feedback.True servant leadership is uncomfortable, demanding, and essential for building organizations that last.Chapters00:00 Introduction: The Misconceptions of Servant Leadership01:20 Why Softness Isn't Leadership02:40 Appeasement vs. Accountability04:10 Leadership Confusion in Modern Workplaces05:45 Radical Candor and Challenging with Care07:20 What Servant Leadership Actually Is09:00 Authority: Why It Matters and What It Really Means11:00 The Hidden Dangers of Appeasement13:00 How Underperformance Becomes Normalized14:45 Career Damage Caused by Avoidance16:20 Self-Assessment for Leaders: Tough Questions17:40 How to Reset Standards and Rebuild Culture18:45 Closing Thoughts: Courage, Clarity, and Long-Term LeadershipResources and Links:⁠⁠⁠⁠https://www.hireclout.com⁠⁠⁠⁠⁠⁠⁠⁠https://www.podcast.hireclout.com⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/hirefasthireright⁠

I sit down with leadership thinker and complexity expert Jennifer Garvey Berger to explore what leadership really looks like in an anxious, fast-changing world. We dig into mind traps, adult development, and why leading today isn't about having the answers, but building the capacity to work with complexity, uncertainty, and multiple perspectives. We talk about the breakdown of trust in institutions and leaders, how anxiety shrinks our circles of trust, and why people often look for strong or even bullying figures when they feel powerless. Jennifer explains adult developmental stages in practical terms - how we move from external validation to internal authority to deeper wisdom - and what coaches and leaders can actually do to grow. We get into reflection, getting off autopilot, and the key developmental move of turning judgment into self-inquiry. We also explore big cultural swings - from postmodern fragmentation to a possible "re-enchantment" of meaning - and ask whether current global pressures will push us into regression or growth. We finish with the role of community, love, and intentional relationship, including Jennifer's experiment living in a shared house in France, and why real development happens in connection, not isolation. Read more about Jennifer's work here: https://www.cultivatingleadership.com/team-member/jennifer-garvey-berger ----------------------------------------------- Become a certified embodiment coach. Coach beyond mere words and support clients to transform their lives: https://embodimentunlimited.com/cec/ ----------------------------------------------- Join our membership program for coaches, facilitators, therapists and educators who want sustainable growth: https://embodimentunlimited.com/flourish/ ----------------------------------------------- Check out our YouTube channel for more coaching tips and our Podcast channel for full episode videos Uplevel your coaching with a free copy of Mark's latest eBook, The Top 12 Embodiment Coaching Techniques  Join Mark for those juicy in-person workshops and events Fancy some free coaching demo sessions with Mark?  Connect with Mark Walsh on Instagram 

In this episode of Partnering Leadership, Mahan Tavakoli is joined by Margie Warrell, a global leadership advisor and the author of The Courage Gap. The conversation goes beyond familiar ideas about confidence and resilience to explore what courage really looks like when leaders are facing uncertainty, fear, and high-stakes decisions.Drawing on her upbringing on a small dairy farm in Australia and decades of work with senior leaders, Margie reframes courage not as bravado or fearlessness, but as a practical leadership capability. One that becomes essential when leaders are navigating disruption, AI-driven change, anxious workforces, and expectations to have answers they simply cannot have.A central theme of the discussion is identity. Margie challenges leaders to stop asking only “What should I do?” and instead ask, “Who do I need to be right now?” She explains why leadership effectiveness often hinges less on technical expertise and more on emotional regulation, values-based decision-making, and the ability to act even when fear is present.The conversation also tackles topics many executives experience but rarely discuss openly, including imposter syndrome, fear of judgment, and the pressure to project certainty. Margie offers grounded insights on why these experiences are common among high performers and how leaders can work with fear rather than being constrained by it.This episode is a thoughtful, practical exploration of what courageous leadership looks like in real organizational contexts, not in theory, but in the moments where leaders are stretched, uncomfortable, and most needed by their teams.Actionable TakeawaysYou'll learn why fear isn't a leadership failure, and how ignoring it can quietly limit decision-making and impact.Hear how asking “Who do I need to be right now?” can bring clarity when priorities feel overwhelming.You'll discover why imposter syndrome often shows up in capable, experienced leaders, and what actually helps move through it.Hear how courage expands a leader's range of choices while fear tends to narrow it.You'll learn why emotional regulation has become one of the most critical leadership skills in uncertain environments.Hear how values can serve as an anchor for leadership decisions when certainty is unavailable.You'll explore what “one-minute brave” looks like in real leadership moments, not as a slogan, but as a practice.Hear how leaders can stabilize anxiety within their organizations rather than unintentionally amplifying it.Connect with Margie WarrellMargie Warrell Website Margie Warrell LinkedInThe Courage Gap: 5 Steps to Braver ActionConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

This week, Pete shares with Jen some wisdom from his physio, and together, they noodle on how their leadership may be more simple, practical, and elegant.Specifically, in this episode Jen and Pete talk about:When might it be best to give direction versus ask a question?What are some practical ways to simplify the learnings we are trying to give to our clients or colleagues?In what ways can we practice being more efficient and elegant?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/).

Welcome back to Truth, Lies & Work, the award-winning workplace podcast where behavioural science meets workplace culture. This week we explore career motivation, generative AI for leaders and the psychology of meaningful work. Plus we put Neuro-Linguistic Programming under the microscope and answer career questions from future business psychologists.

Ashlee is joined by Secretary Tyler Bosworth of the Louisiana Department of Wildlife and Fisheries. Secretary Bosworth covers his rise to the top of one of the largest (and most critical) agencies in Louisiana, why LA is known as a “sportsmen's paradise”, and why he loves his job so much. Do you have questions we can answer? Send it via DM on IG or through email at info@theoriginsfoundation.org  Support our Conservation Club Members! John X Safaris: https://www.johnxsafaris.com/  Cantrell Outdoors: https://www.cantrelloutdoors.com/  Tides of Change: https://theoriginsfoundation.org/documentaries/tides-of-change/  See more from Blood Origins: https://bit.ly/BloodOrigins_Subscribe Music: Migration by Ian Post (Winter Solstice), licensed through artlist.io This podcast is brought to you by Bushnell, who believes in providing the highest quality, most reliable & affordable outdoor products on the market. Your performance is their passion. https://www.bushnell.com  This podcast is also brought to you by Silencer Central, who believes in making buying a silencer simple and they handle the paperwork for you. Shop the largest silencer dealer in the world. Get started today! https://www.silencercentral.com  This podcast is brought to you by Safari Specialty Importers. Why do serious hunters use Safari Specialty Importers? Because getting your trophies home to you is all they do. Find our more at: https://safarispecialtyimporters.com  Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of The Leader's Notebook (Ep. 300), I walk through the sweeping biblical story of the Holy Spirit, from Genesis to Pentecost and beyond. We look at the Spirit who brooded over creation, empowered prophets and kings, and was promised in Joel, revealed by Jesus, and poured out in Acts. This is not a new doctrine or a modern movement, but the living Spirit of God at work across all Scripture. From Joel 2, John 20, and Acts 2, we trace the Spirit's person and power through the Word of God. I also challenge every believer to understand that life in the Spirit is not optional equipment for a few, but essential for the whole Church. The same Holy Spirit who filled the upper room still fills and empowers believers today. When He moves, our calling is simple: receive. Leaders especially must live and serve in the strength only the Spirit provides. – Dr. Mark Rutland Chapters (00:00:03) - The Leaders Notebook(00:00:25) - A Biblical Concept of the Holy Spirit(00:02:59) - John's Gospel, The Holy Spirit(00:12:44) - When Messiah comes, the Holy Spirit will pour out on all flesh(00:19:59) - Prophecies of the Jews(00:22:37) - The Feast of Pentecost(00:26:49) - Receive the Holy Spirit(00:36:37) - The Crucified Peter and the(00:42:58) - Receiving the Holy Spirit(00:49:27) - Receive the Holy Spirit in Water Baptism(00:56:31) - Mark Rutland on the Baptism of the Holy Spirit

Monks and money don't seem to go together—but maybe they should. Early Christian monastics developed a biblical approach to possessions that offered freedom from fear and created space for generosity. Their example continues to resonate with believers navigating modern financial pressures.Dr. Shane Enete, Chair of the Finance Department at Biola University, joins the show today to help us explore what he calls “monk finances,” drawing on early Christian history to uncover insights that remain strikingly relevant today.Why Monks and Finances Feel Like OppositesFor many people, the idea of monks and money in the same sentence feels contradictory. That perception has historical roots.In the early centuries of the church, some believers reacted to growing spiritual complacency by withdrawing from society. These early monks sought lives of radical devotion and discipline. In extreme cases, they rejected material possessions entirely, viewing the physical world—and even the body itself—as spiritually dangerous.But this wasn't the final word on monastic life.Leaders like St. Anthony and St. Benedict helped reshape the movement. They recognized that God created the material world before the fall; therefore, possessions, work, and even money could be used for His glory. Instead of rejecting material things, they began developing thoughtful, disciplined ways to steward them.Out of that shift came a surprisingly rich theology of money.Recovering a Biblical View of PossessionsAs monastic communities formed, they began to rethink how Christians should live with resources.Rather than treating money as evil, they saw it as necessary for life—but not as a source of identity or security. Their approach emphasized moderation, equality, and shared responsibility.Their guiding principle was simple: Meet your needs, then help meet the needs of others.Money became a tool for self-sufficiency that led to hospitality, not a means of achieving independence from God. This perspective echoed the Apostle Paul's teaching to the early church, especially in communities wrestling with wealth and inequality.In many ways, the monks' worldview stands in contrast to modern financial culture. Where today's systems often prioritize accumulation and long-term personal security, the monastic tradition emphasized dependence on God and care for neighbor.Economic Sufficiency vs. Economic SecurityOne of the most striking insights from monastic life is the distinction between economic sufficiency and economic security.The monks worked hard. They cultivated gardens, produced goods, and provided for themselves. But they intentionally stopped short of building wealth for personal protection. Their goal was sufficiency—having enough to live and to share.A well-known story about St. Anthony illustrates this progression. After initially living in isolation, he began growing food to avoid burdening others. Eventually, he expanded his efforts to feed visitors and care for those who came seeking wisdom. His work produced enough for his needs and created margin for generosity. That pattern shaped monastic communities:Work diligentlyMeet basic needsCreate marginPractice hospitalityThey believed the danger came when financial planning shifted from provision to self-protection—when wealth began to replace trust in God.Guarding the Heart from the Love of MoneyMonks viewed wealth with a sober realism. They saw it as useful but spiritually risky.Money, they believed, has a way of whispering false assurances: “You're safe. You're secure. You don't need God.”To guard against this, monastic communities developed “rules of living”—structured rhythms that shaped how they worked, spent, and shared. These practices served as guardrails, protecting their hearts from drifting into consumption and self-reliance.The goal wasn't deprivation. It was clarity. They wanted money to remain a servant, never a master.The Power of an “Economy of Excess”One of the most compelling ideas to emerge from monastic life is what might be called an “economy of excess.”In many monasteries, individuals were trained not to consume everything they were given. Instead, they intentionally left a portion unused—placing it at the center of the table for others.Imagine a community of dozens of people, each holding back a small amount. The result was abundance. Tables overflowed, and anyone in need could be cared for.This practice created margin without requiring wealth.It also mirrors biblical principles found throughout Scripture. In the Old Testament, landowners were instructed not to harvest their fields to the edges so the poor could gather what remained. The design was intentional: leave space for others, and generosity becomes woven into everyday life.When consumption stops short of the limit, community flourishes.Freedom from Financial AnxietyThe monks' approach offers a powerful corrective to modern financial anxiety.Today's culture often promotes endless striving—more income, more savings, more security. Yet the pursuit rarely ends. Wants expand, expectations rise, and contentment slips further away.Monastic wisdom points in another direction: simplify, define “enough,” and trust God with the rest.There is a surprising freedom in that posture. When life is not driven by maximizing consumption, gratitude grows. When security is not tied solely to accounts and assets, dependence on God deepens.Their example reminds us that peace is not found in having everything, but in needing less and sharing more.What We Can Learn TodayThe monks did not reject money. They reoriented it. They used resources to:Depend on GodCare for their communitiesPractice hospitalityServe the poorTheir lives challenge modern assumptions about success, security, and sufficiency. They invite believers to examine not just how money is used, but what role it plays in shaping the heart.Perhaps their most enduring lesson is this: Financial wisdom is not measured by accumulation, but by alignment—with God, with others, and with the purposes of His Kingdom.Ancient as it may seem, that vision speaks directly to our moment.———————————————————————————————————————Dr. Shane Enete's full article, “Monk Finances: The Economic Brilliance of Early Christian Monks,” appears in the latest issue of Faithful Steward magazine. When you become a FaithFi Partner with a monthly gift of $35 (or $400 annually), you'll receive Faithful Steward magazine and other exclusive resources to help you grow as a faithful steward. Visit FaithFi.com/Partner to learn more.On Today's Program, Rob Answers Listener Questions:I'm working with a new financial advisor who's recommending an Allianz Index Advantage Plus annuity. He says it offers downside protection, no fees to us, and growth potential with gains that can be locked in several times a year. I'm not familiar with this—what should I know?My mom, my sister, and I all own a home together. When my mom passes away, will her share automatically be divided between us, or does something else happen legally?Resources Mentioned:Faithful Steward: FaithFi's Quarterly Magazine (Become a FaithFi Partner)Monk Finances: The Economic Brilliance of Early Christian Monks - Article by Dr. Shane Enete - Faithful Steward: Issue 4)Our Ultimate Treasure: A 21-Day Journey to Faithful StewardshipWisdom Over Wealth: 12 Lessons from Ecclesiastes on MoneyLook At The Sparrows: A 21-Day Devotional on Financial Fear and AnxietyRich Toward God: A Study on the Parable of the Rich FoolFind a Certified Kingdom Advisor (CKA)FaithFi App Remember, you can call in to ask your questions every workday at (800) 525-7000. Faith & Finance is also available on Moody Radio Network and American Family Radio. You can also visit FaithFi.com to connect with our online community and partner with us as we help more people live as faithful stewards of God's resources. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

If you're a mission-driven leader, you don't usually have a motivation problem—you have a friction problem. Too many priorities. Too many people counting on you. Systems that reward urgency over integrity. And when that friction builds, something sneaky happens: you start confusing motion with progress. Today's Lunar New Year (Year of the Fire Horse) is a powerful “mile marker” you can use—no woo required—to cut through distraction, get discerning, and move forward with clean intention. Why this episode is worth your time You're not here for hype. You're here for clarity that holds up in real life. In this episode, I'll help you harness “new year energy” as a leadership tool, so you can stop spinning and start moving toward what actually matters. In this episode, you'll learn How to spot the friction patterns that keep you busy—but not advancing (especially over-caring and urgency loops) How to use the “Fresh Start Effect” (a real psychology concept) to create focus and follow-through at the right moment My 3-move reset to turn scattered effort into intentional action—without adding more to your plate Before you click away, I want you to do one thing: name what you're moving toward this season—not the whole master plan, just the direction. This episode is designed to help you choose the next right step with discernment, so your energy goes into progress—not just pressure. If this landed, follow the show so you don't miss next week's episode—and share this one with a mission-driven woman leader who's been carrying a lot. And leaving a quick review is the simplest way to help more of the right listeners find Heart Glow CEO. Until next week... breathe joy!

The Constitution isn't just a statement of ideals. It's a framework for power - built to divide authority so that no single institution can fully control the law.But that design has a consequence: it slows decisions and complicates action. Is that inefficiency a weakness - or the very mechanism that protects liberty?Drawing on his experience at the center of federal rule-making, Harvard Law School's Cass Sunstein explores how these constitutional guardrails actually work, why they were designed to restrain concentrated authority, and what we risk losing when they begin to erode.This isn't abstract theory. It's about the quiet architecture that shapes who can act, and how a system of divided power ultimately protects self-government.

About Manny Fiteni:Manny Fiteni, CEO of My Growth Corporation, is a pioneering leadership strategist with 30+ years of corporate experience specializing in transformative personal development. Manny's breakthrough “Mind Congruency” approach aligns conscious and subconscious minds, enabling individuals to overcome self-limiting beliefs and unlock peak performance, drawing insights from real-world, uncontrolled environments. Founder of Mind Growth 360 and Creators Agency, Manny's work spans personal development networks and brand elevation platforms. His training programs enhance leadership skills, build organizational resilience, and drive high-performance team dynamics. As an author and international speaker, Manny provides actionable strategies for personal transformation, equipping individuals with practical tools to thrive personally and professionally. In this episode, Dean Newlund and Manny Fiteni discuss:Why information alone rarely produces lasting behavior changeMind congruency as a driver of performance and self-sabotageUsing stories and metaphors to communicate directly with the subconscious mindLeadership conditions for change, including rapport, safety, clear expectations, and leading by exampleReplacing habits through awareness, repetition, and a supportive environment Key Takeaways:Listen for repeated language patterns in yourself and your team over time to identify subconscious beliefs that may be shaping behavior and results.Use real stories when possible, and well-crafted fictional metaphors when needed, to bypass resistance and reach the subconscious, which does not distinguish between them.Practice “catch and replace” by interrupting unhelpful habits in real time, installing a better response, and intentionally tracking repetitions as you rehearse the replacement.Build a “focus ensemble” of people who reinforce your new autopilot settings rather than unconsciously pulling you back into old patterns. "We are the sum of our histories, and our histories are from day of birth, how we are conditioned, how we are trained, how we think.” — Manny Fiteni Connect with Manny Fiteni:  Website: https://mannyfiteni.com/LinkedIn: https://www.linkedin.com/in/manny-fiteni-b0173637   See Dean's TedTalk “Why Business Needs Intuition” here: https://www.youtube.com/watch?v=EEq9IYvgV7IConnect with Dean:YouTube: https://www.youtube.com/channel/UCgqRK8GC8jBIFYPmECUCMkwWebsite: https://www.mfileadership.com/The Mission Statement E-Newsletter: https://www.mfileadership.com/blog/LinkedIn: https://www.linkedin.com/in/deannewlund/X (Twitter): https://twitter.com/deannewlundFacebook: https://www.facebook.com/MissionFacilitators/Email: dean.newlund@mfileadership.comPhone: 1-800-926-7370 Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it.

Trump's February 5th National Prayer Breakfast speech exposed the complete moral collapse of evangelical Christianity in America. At an event founded in 1953 to bring leaders together in reconciliation, Trump delivered 75 minutes of grievances, insults, and praise for dictators. He called critics lunatics, labeled Representative Thomas Massie a jerk, praised El Salvador's authoritarian president Nayib Bukele and his cruel prison system, and claimed Democrats cheat while saying no person of faith could vote for them. The 3,500 attendees, mostly evangelical Christians, responded with standing ovations.Pete Wehner's Atlantic article examines how evangelicals abandoned Jesus's teachings for Trump's viciousness. Leaders like Robert Jeffress openly declared they wanted the meanest, toughest fighter rather than someone who follows biblical principles. Jerry Falwell Jr. called for street fighters instead of nice guys. Tony Perkins admitted evangelicals gave Trump a mulligan on affairs and hush money because they wanted someone willing to punch back. These Christians now see Trump's cruelty as virtue when directed at perceived enemies.The Prayer Breakfast highlighted Trump's authoritarian tendencies. He praised dictators, attacked political opponents, and claimed persecution of Christians before his presidency. Meanwhile, many evangelical pastors remain silent, afraid to speak prophetically against injustice. Some Christians are resisting, including Catholic leaders, mainline denominations, and individual pastors standing against cruelty and oppression. The question remains whether evangelical Christianity can recover its moral foundation or has permanently embraced authoritarianism over Christian ethics. Martin Luther King Jr.'s letter from Birmingham Jail reminds us the church must be the conscience of the state, not its servant. SUPPORT & CONNECT WITH HAWK- Support on Patreon: https://www.patreon.com/mdg650hawk - Hawk's Merch Store: https://hawkmerchstore.com - Connect on TikTok: https://www.tiktok.com/@mdg650hawk7thacct - Connect on TikTok: https://www.tiktok.com/@hawkeyewhackamole - Connect on BlueSky: https://bsky.app/profile/mdg650hawk.bsky.social - Connect on Substack: https://mdg650hawk.substack.com - Connect on Facebook: https://www.facebook.com/hawkpodcasts - Connect on Instagram: https://www.instagram.com/mdg650hawk - Connect on Twitch: https://www.twitch.tv/mdg650hawk ALL HAWK PODCASTS INFO- Additional Content Available Here: https://www.hawkpodcasts.comhttps://www.youtube.com/@hawkpodcasts- Listen to Hawk Podcasts On Your Favorite Platform:Spotify: https://spoti.fi/3RWeJfyApple Podcasts: https://apple.co/422GDuLYouTube: https://youtube.com/@hawkpodcastsiHeartRadio: https://ihr.fm/47vVBdPPandora: https://bit.ly/48COaTB

What if the biggest barrier to your capital campaign success is the phrase “we don't have time”?In this episode of All About Capital Campaigns, Amy Eisenstein and Andrea Kihlstedt pull back the curtain on a truth that experienced fundraising consultants see every day: organizations that prioritize real conversations with major donors outperform those that try to outsource or avoid them. Drawing from their work with nearly one hundred small and mid sized nonprofits at a time, Amy and Andrea unpack the mindset shift that separates stalled campaigns from fully funded ones.As nonprofits consider a capital campaign or feasibility study, leaders often split into two camps. Some are eager to sit down with their largest prospective donors and hear their thoughts. Others insist they are too busy running programs, managing staff, and keeping up with daily demands. Amy and Andrea challenge that assumption directly. Every leader has twenty four hours in a day. The question is not about time. It is about priority.You will hear why treating donor conversations as optional or delegating them to a consultant is a serious warning sign for campaign readiness. While there are tasks that can and should be outsourced, building relationships with top campaign prospects is not one of them. Major gift fundraising depends on authentic connection between organizational leadership and donors. When that relationship is handed off, a powerful opportunity is lost.Amy explains the Capital Campaign Pro guided feasibility study model, which equips executive directors and board members to lead strategic donor conversations themselves. Rather than sending in an outside consultant to gather feedback, leaders receive coaching, structure, role play, and debrief support so they can confidently meet with their top prospects. These early conversations take place before any formal ask, creating a lower pressure environment where leaders can listen, build trust, and gain insight into donor interests.Andrea shares a story from the early days of this model. A nonprofit leader insisted that he did not want a consultant talking to his donors. He understood that the moment of conversation was an opportunity to strengthen real relationships. Years later, that campaign remains one of the most successful they have seen, with donors giving generously and repeatedly. The reason was simple: relationships were formed and nurtured by the people closest to the mission.The episode also addresses the emotional side of major gifts. When you only have a small number of prospects capable of giving six figure gifts, the stakes feel high. Anxiety can hold leaders back. Amy and Andrea describe how coaching and preparation build confidence over time. Leaders who begin the feasibility process feeling nervous often finish it energized, surprised by how meaningful and even enjoyable the conversations have become.By the time the formal ask happens, it is no longer the first meeting. The donor has been heard. The leader has practiced. Trust has been established. That shift changes everything about a capital campaign.You will also hear Andrea outline three types of nonprofit leaders: the rare few who are excited to talk to major donors from the start, those who resist and prefer to hand fundraising to someone else, and the large group in the middle who are anxious yet willing to grow. The transformation happens in that middle group. When leaders commit to regular, thoughtful donor engagement, fundraising capacity expands long after the campaign ends.If you are planning a capital campaign, conducting a feasibility study, or trying to strengthen your major gift fundraising program, this episode offers a clear message. Sustainable campaign success begins with leaders who make time for donor relationships and treat those conversations as central to their role.For more free capital campaign resources, visit https://capitalcampaignpro.com/campaign-resources.

In this engaging conversation, Kelly connects with Paul Eastwick to discuss his new book, ‘Bonded by Evolution,’ exploring misconceptions about love and connection. He critiques the outdated ‘Evo script’ that shapes our understanding of attraction and relationships, emphasizing the impact of modern dating practices. Eastwick highlights the fluidity of attraction, the importance of close relationships, […]

Nic and Tarina mention “snow-megadon” in Oklahoma. While they were looking for warm clothes to fight the chill, Tarina wanted her robber mask. Nic, bumfuzzled, confirms they have plenty of robber/ski masks. In this episode, Nic says that when leadership happens we're developing others. This is the fourth proof of leadership. It's important to note that teaching and development are not the same thing. Teaching a skill is one thing. Developing the person is different. Leaders focus on technical skills, on the how-to, whereas developing focuses on a person's capacity. Teaching is showing. Developing someone's capacity is drawing out and raising up—and it takes patience. Capacity to handle more responsibility, make better judgments, or handle more stress—this takes patience and a focus on the long-term. As a leader, you show proof of your leadership by asking more questions, engaging your team in thinking for themselves. You also show proof of leadership where you let your people struggle and figure it out. If you enjoy Nic and Tarina's podcast and get something from listening to “all this Nic Bittle Crap,” please hit the like button, share it with a friend, or both. Your recommendation goes a long way in helping us reach more people.Also if you have questions that you want Nic and Tarina to answer, email them at info@nicbittle.com. ---

Episode 200. That's a milestone. And it's fitting that we're talking about one of the most modern and important recruiting skills today. How do you know if someone is a vision fit just by looking at their social profile? We used to rely on resumes, referrals, and production numbers. Now? If you know what to look for, someone's digital footprint can tell you almost everything about how they think, how they lead, and whether they would multiply or dilute your culture. This episode breaks down the five specific signals I look for when evaluating a recruit's online presence. Episode Breakdown [00:00] 200 Episodes and a New Recruiting Reality Why social presence is now a strategic recruiting filter, not just background research. [01:00] Signal 1: Language and Tone How do they talk about the industry? Hopeful or cynical? Growth-focused or transactional? Purpose-driven or purely promotional? Vision-fit recruits often speak in terms of leadership, growth, impact, and mindset. Not just rates and rankings. [02:00] Signal 2: Consistency Are they showing up regularly? Consistency reflects discipline and long-term thinking. Leaders who operate with rhythm publicly often operate with rhythm internally. [02:30] Signal 3: Team-Focused or Self-Focused Scroll the last 10 posts. Do they highlight others? Celebrate partners? Use "we" language? Self-promotion isn't wrong. But zero evidence of collaboration may signal limited alignment with a vision-driven culture. [03:10] Signal 4: How They Handle Challenge and Change What happens when the market gets tough? Do they blame? Do they spiral? Or do they show resilience and adaptability? Vision fit is not perfection. It's posture. [03:50] Signal 5: Purpose Beyond the Job Look for clues of something bigger. Family. Legacy. Faith. Mentorship. Community. People with purpose respond deeply to vision. When you cast something meaningful, it lands differently with them. [04:30] The Big Reframe Social profiles are not the whole story. But they are powerful signals. In 2026, you are not recruiting on economics alone. You are recruiting on alignment, meaning, and leadership. [05:00] Final Filter Question If this person joined tomorrow: Would they multiply the vision? Would they help scale culture? Or would they just add production? That's the difference between a resume fit and a vision fit. Key Takeaways Social Profiles Reveal Mindset – Tone, language, and behavior patterns tell you how someone thinks Consistency Signals Discipline – Rhythmic posting often mirrors internal leadership rhythm Team Language Matters – "We" leaders scale culture better than "me" leaders Adversity Reveals Alignment – Watch how they process change Purpose Attracts Purpose – People who care about something bigger respond to vision faster Recruiting is evolving. You're no longer just evaluating production. You're evaluating posture. You're evaluating belief. You're evaluating alignment. And when you get that right, recruiting becomes deeper, faster, and more sustainable. Want help crafting a brand strategy that reflects your leadership and vision? Subscribe to my weekly email at 4crecruiting.com or book a 1-on-1 session at bookrichardnow.com.

Today, Paul M. Neuberger fires up the boardroom—no apologies. No watering down.The world says popularity is the prize. But Scripture? Scripture says, “If the world loves you… ask yourself why.”Leaders today are told to chase applause, likes, and comfort. But Christ called us to carry the cross, not chase the crowd.Opposition? It's not failure. It's confirmation. Ridicule, venom, backlash—those are the battle scars of obedience.You won't find easy faith here. You'll find faith that costs. Faith that stands. Faith that refuses to compromise.Jesus is still Lord—even when standing for Him draws fire from every corner.So, C-Suite leader, what will you do when your moment of truth arrives?Will you bend for applause, or stand for the King?“If the world hates you, keep in mind that it hated me first. If you belonged to the world, it would love you as its own. As it is, you do not belong to the world, but I have chosen you out of the world. That is why the world hates you." –John 15:18–19Episode Highlights:05:27 – Jesus draws a clear dividing line. Belonging to him automatically places you at odds with the world. There is no neutral ground. There is no option where faithfulness and universal approval coexist. If the world loves you, scripture tells us to ask why. All throughout the Bible, God's most faithful servants were rarely celebrated in their time. The prophets were ridiculed, imprisoned, threatened, and killed. Jeremiah was called a traitor. Elijah was hunted. John the Baptist was beheaded. The apostles were beaten, jailed, and executed—not because they were cruel or unkind, but because they spoke truth without compromise.12:15 – The absence of resistance isn't evidence of effectiveness. Often it's evidence of accommodation. And that's why when the world loves you, you should not celebrate. You should pause. You should reflect. You should be really, really nervous. There's a dangerous illusion in modern Christian leadership that says alignment with the world can coexist with faithfulness to God. It sounds reasonable. It feels strategic. It's often framed as wisdom. But scripture consistently rejects the idea that God shares allegiance with anyone or anything else.38:03 – Let this truth settle deep in your spirit. The goal of Christian leadership has never been to be liked. It's always been to be faithful. The applause of the world is fleeting, but the approval of God is eternal. One is going to fade, but the other will stand forever. If you're facing criticism because you refuse to compromise scripture, please, I implore you, take heart. You're not failing. You're standing.Connect with Paul M. NeubergerWebsite

For many developers and engineering leaders, executive coaching feels like something you turn to only when things go wrong. We're trained to solve problems, push through obstacles, and rely on our own expertise. So when progress slows, the default reaction is often to work harder—not to step back and reassess. That's exactly why executive coaching can be so valuable when used intentionally. At its best, coaching isn't about fixing weaknesses. It's about uncovering blind spots, challenging assumptions, and helping capable leaders see where their habits are limiting growth. When the fit is right, coaching brings clarity and momentum. When it's wrong, it simply adds noise. About Andrew Hinkelman Andrew Hinkelman is a certified executive coach and former Chief Technology Officer who works with tech founders, CTOs, and engineering leaders to strengthen their leadership and people skills. With over 25 years of corporate experience, including 8 years as a CTO, Andrew understands firsthand the pressures technical leaders face as they move from hands-on execution to leading teams and organizations. His coaching focuses on helping leaders build trust, develop others, and stay strategic as responsibilities grow. Andrew's philosophy is simple: all professional development is personal improvement. After experiencing burnout in his own leadership journey—constantly stepping in to fix problems and being needed by everyone—he learned the value of trusting his team instead of controlling outcomes. Today, Andrew helps leaders avoid that same trap by building resilient teams, focusing on relationships, and creating environments where others can succeed. Follow Andrew on Instagram and LinkedIn. What executive coaching actually does Leadership coaching is frequently misunderstood, especially in technical environments. It's not mentoring, consulting, or performance management. Rather than providing answers, a coach helps leaders examine how they think, make decisions, and show up—particularly under pressure. This kind of perspective is difficult to gain from inside your own day-to-day context. For technical leaders, this distinction matters. Many engineers advance by being exceptional problem solvers. Over time, that strength can become a constraint. Coaching helps leaders recognize when execution, control, or perfectionism starts to limit influence, trust, and scale. At its core, this work builds awareness—and awareness is what enables meaningful change. When executive coaching is the right move Coaching isn't necessary at every stage of a career. If progress feels steady and challenges are manageable, it may not add much value. However, it becomes especially useful during moments of transition or tension, such as: Stepping into a new leadership role Navigating organizational or team change Feeling stuck despite sustained effort Noticing that familiar approaches no longer work These moments often signal that your environment has changed—but your operating model hasn't. A strong coaching relationship helps leaders adapt intentionally instead of reacting out of habit. Executive coaching for leaders in new roles New leadership roles come with unspoken expectations. Success is no longer defined purely by output, and feedback becomes less direct or less frequent. Many leaders assume they need to "get everything under control" before working with a coach. In reality, coaching is most effective when things still feel unclear. That uncertainty highlights where growth is needed—whether in communication, prioritization, delegation, or decision-making at scale. You don't need to show up polished. You need to show up honestly. What a real coaching engagement looks like One common misconception is that leadership coaching is a one-time conversation or a motivational reset. In practice, effective coaching is an ongoing engagement built around clarity, feedback, and behavior change over time. It starts with defining what success actually looks like—not in abstract terms, but in concrete outcomes that matter to you and your organization. From there, the work focuses on identifying what's getting in the way. Often, these are habits that once helped you succeed but now create friction. If they were obvious, you would have addressed them already. Many engagements begin with structured feedback to ground the work in reality. This helps align self-perception with impact and reduces guesswork. It's not about judgment—it's about accuracy. How to evaluate coaching fit Coaching is a relationship, not a transaction. Talking to multiple coaches isn't optional—it's essential. A strong indicator of fit is experiencing a real working session rather than a polished sales call. Pay attention to how the coach listens, challenges assumptions, and guides reflection. Productive discomfort is often a good sign. If you leave a session seeing a situation differently or questioning a long-held belief, growth is likely. If you leave feeling simply validated, it probably isn't. Red flags that signal a poor coaching fit Coaching is not a rescue tool for poor performance. When someone is disengaged or unwilling to grow, it rarely works. Another red flag is a coach who consistently agrees with you. Comfort feels good in the moment, but it doesn't change behavior. Effective leadership development introduces intentional, constructive friction that leads to insight. Executive coaching during burnout and plateaus Burnout often comes from effort without impact. Leaders work longer hours, take on more responsibility, and still feel stuck. Coaching can help identify a keystone goal—the one focus area that makes everything else easier. It also helps leaders stop over-investing emotional energy in things outside their control, which is a common and costly source of exhaustion in senior roles. Executive Coaching Checklist Signs coaching may help you move forward Indicators that a coach will challenge rather than placate Coaching Fit Test: One Session What a meaningful trial session should reveal How to tell if the coach will stretch your thinking Stuck or Burned Out? Find the Keystone Goal How to identify the one change that unlocks momentum A reset approach for overwhelmed leaders Conclusion Executive coaching isn't about hiring someone to give advice—it's about choosing a partner who helps you see yourself and your situation more clearly. If you're navigating change, feeling stalled, or sensing that effort isn't translating into progress, this kind of support may be less about doing more and more about seeing differently. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Embrace Coaching To Advance Your Career Giving Back As A Mentor, Coach, and Lead Detecting and Avoiding Burnout Building Better Foundations Podcast Videos – With Bonus Content

If you've ever reacted in a way you later regretted, before you even realized you were angry, this episode will help you hold anger without letting it take control.  For many leaders, anger doesn't look explosive.  It shows up as frustration, impatience, control, or pulling away. Get full show notes at www.consciousedge.com/ep094 Instagram → @aleciastg In this episode, Alecia St. Germain and Jonathan Dugger explore how anger can become a powerful force for clarity and change when it's met with awareness and how mindfulness helps leaders respond instead of react.

For every bold AI vision from a CEO, there's a COO thinking: “That's not happening on your timeline.” Zero100's new survey reveals the scale of the disconnect: 83% of COOs see a significant gap between what's being promised and what's operationally feasible. But COOs aren't skeptics – they're realists who know what execution actually takes. Chief Research Officer Kevin O'Marah and VP, Research & Advisory Services Lauren Acoba reveal how top COOs are bridging the gap: targeting specific workflows, building on existing tech stacks, and playing the long game while delivering near-term wins. Inside the data: What 100 COOs told us about AI (01:45)Closing the loop and creating value beyond the sale (05:32)Why COOs want to move from execution to strategy (and why CEOs should be relieved) (09:16)Stop! Don't rip out your tech stack: Why layering AI is the smarter play (14:31)The Goldilocks approach to placing successful AI bets (17:50)The COO decade and why ops leaders are built for what's next (21:11)

Leaders, two visions of human nature and human institutions have been locked in conflict since the time of Cain and Abel.  ---Opening theme composed by Felipe Sarro - Bach - Silotti - "Air"  from Orchestra Suite No. 3, BWV 1068 Closing theme composed by Brian Sanyshyn of Brian Sanyshyn Music.---Pick up your copy of 12 Rules for Leaders: The Foundation of Intentional Leadership NOW on AMAZON!Check out the Leadership Lessons From the Great Books podcast reading list!---Subscribe to the Leadership Lessons From The Great Books Podcast: https://bit.ly/LLFTGBSubscribeCheck out Leadership ToolBox at: https://leadershiptoolbox.us/ ★ Support this podcast on Patreon ★

With Presidents Day here, Cracktastic Plastic is spotlighting Leaders in Plastic—the figures who command armies, rule galaxies, run nations, or strike fear into their followers. From heroic commanders to ruthless villains, we're digging into the action figures and collectibles that represent power, influence, and authority across pop culture. Along the way, we talk about what makes a great “leader” character, why these figures stand out on the shelf, and how leadership—good or bad—translates into plastic form. We also spotlight Silver Moon Comics & Collectibles during our Store Tour segment and talk about whether it's a shop we should visit someday. Watch here: https://youtube.com/live/wDsVgRaC7SY  Listen & subscribe wherever you get your podcasts or connect with us at http://cracktasticplastic.com Join this YouTube channel to get access to perks: https://www.youtube.com/channel/UCMCHHobJInn0AGC6LTegW8g/join  Like us on https://www.facebook.com/cracktasticplastic Follow us at https://www.instagram.com/cracktasticplastic Follow us at https://twitter.com/cracktasticpod Follow us at https://www.tiktok.com/@cracktasticplastic  Follow us at https://www.threads.net/@cracktasticplastic  Subscribe at https://www.youtube.com/cracktasticplastic Support us at https://www.patreon.com/cracktasticplastic And lastly, check out all the amazing shows at http://thepfpn.com 

Votre rythme de vie vous pousse-t-il à aller toujours plus vite, au point de vous sentir épuisée, tendue, voire déconnectée de ce qui compte vraiment pour vous ? Dans un monde où tout s'accélère, les femmes leaders sont nombreuses à vivre sous pression, avec la sensation de manquer de temps… même pour respirer.Dans cet épisode, vous découvrez comment vous donner le temps de ralentir pour transformer votre rythme de vie, retrouver de l'espace intérieur et réussir sans vous épuiser, sans renoncer à votre ambition ni à votre leadership.Dans cet épisode, vous découvrez comment :identifier les sources invisibles de surcharge mentale et de charge mentale des femmeschanger votre rapport au temps pour sortir de la pression du quotidienralentir consciemment sans perdre en efficacité ni en impact professionnelcréer du vide créateur pour mieux penser, décider et ressentirajuster votre rythme de vie pour favoriser le bien-être au travail et éviter le burn outÀ travers un partage personnel, je vous invite à repenser votre rythme de vie, à interroger votre gestion du temps et à vous autoriser à prendre du temps pour vous, sans culpabilité. Cet épisode s'adresse à toutes les femmes leaders, femmes ambitieuses et professionnelles engagées qui souhaitent concilier équilibre vie pro vie perso, leadership féminin, ambition et sérénité.Se donner le temps devient alors une véritable posture de leadership.Un épisode pour respirer, ralentir et choisir un rythme de vie plus durable.****Rejoignez la newsletter Sensées : elle vous donne accès à un concentré de coaching et d'inspiration. Inscrivez-vous gratuitement en cliquant ici. Tout comme sur le podcast Sensées, on y parle de leadership, d'ambition, de confiance en soi, de motivation, de carrière, d'outils de développement personnel, de management, de prise de poste, de prise de parole, et. : bref, de tout ce qui concerne le quotidien des femmes ambitieuses.***Avec NOVA, j'accompagne individuellement les dirigeantes. Dans ce programme de coaching et de mentoring, confidentiel et sur-mesure, je vous aide à dépasser vos challenges et atteindre vos objectifs, dans un contexte politique et stratégique qui demande de la hauteur, du sang-froid et une vision claire. Cliquez ici pour en savoir plus.**Notre guide "10 leviers essentiels pour les décideuses" est un véritable concentré d'outils de coaching et de mentoring, les mêmes que nous utilisons dans le programme Sensées. Il est conçu pour toutes les directrices, dirigeantes et entrepreneures qui sont fatiguées de porter seules les responsabilités. Si vous avez l'impression que votre quotidien vous échappe petit à petit, ce guide est fait pour vous. Cliquez ici pour obtenir votre exemplaire offert !*Vous représentez une entreprise et souhaitez développer le leadership de vos talents féminins ? : cliquez ici.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Tomorrow's Podiatry: Building Confidence, Leadership and Belonging In this episode of the Podiatry Legends Podcast, I welcome back Michael Stephenson from AA Podiatry in Glasgow to talk about the evolution of Tomorrow's Podiatry and why soft skills may be the most undervalued asset in our profession. We cover a lot in this conversation — public speaking, networking, mentorship, student leadership, culture, the importance of belonging and how Tomorrow's Podiatry Awards have grown since 2019.  But the real theme? Confidence changes everything. 10 Takeaway Points from Episode 407 Soft skills are career multipliers. Public speaking builds professional confidence. Networking should start early in your career. Belonging increases retention in podiatry. Leadership can be developed, not just inherited. Recognition builds motivation. Community reduces isolation. Culture shapes long-term professional identity. Mentorship accelerates growth. Confidence compounds over time. No one wants a business coach; however, if you are looking, let's talk. Search for Tyson E Franklin Business Coach...I'm easy to find.  Upcoming Events - https://www.tysonfranklin.com/events/ Facebook Group - https://www.facebook.com/groups/podiatrybusinessownersclub My Book: It's No Secret... There's Money in Podiatry - https://amzn.to/4kwIYr5

The cabinet official facing heat over everything from ICE to her blanket outburst steps into the fire again. Plus, Barack Obama responds to Donald Trump's racist video while George W. Bush indirectly declares Trump's no George Washington.   Learn more about your ad choices. Visit podcastchoices.com/adchoices

Media planners and buyers, like many in adland, have been tackling a period of immense change. AI, media fragmentation and budget restraints are all impacting the roles within media. At the end of January Campaign hosted Media Week Live, a conference for media planners and buyers, discussing how their roles are changing and what the future of the media agency looks like. Leaders from X, Pinterest, Omnicom, WPP, Publicis and the National Theatre joined to share their perspectives from the top.Campaign's media journalists hosted the event: media editor Beau Jackson and deputy media editor Shauna Lewis. The pair join tech and multimedia editor Lucy Shelley to discuss the future of the media planner and buyer, what part creativity plays in the media plan, how media planners work alongside AI and what challenges media agency leaders are facing this year.Further reading:What does it take to be a media agency chief investment officer?'Frustrating' and 'disappointing': media buyers on Google's action against Kantar Media and BarbThe Lists 2025: Top 10 media buyers‘The weather is changing': How much should publishers fret about Google AI Overviews?Will media buyers be the first victims of AI?Media buying among 'first areas to go' with rise of AI, says MediaMonks co-founder Hosted on Acast. See acast.com/privacy for more information.

The Learning Leader Show with Ryan Hawk Go to www.LearningLeader.com This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. www.InsightGlobal.com/LearningLeader My guest: Tom Hardin was known as "Tipper X" during Operation Perfect Hedge, the largest insider trading investigation in history. After making four illegal trades based on inside information, the FBI approached him on a Manhattan street corner and convinced him to wear a wire over 40 times, helping build 20 of the 81 cases. Key Learnings  Ambiguity is where ethical lines blur. Tom's boss said, "Do whatever it takes," after the hedge fund lost money, and as a junior employee, Tom didn't ask clarifying questions. The undiscussable becomes undiscussable. Leaders give ambiguous messages, then pretend they weren't ambiguous, employees get confused and don't question the boss, and you end up with a culture of silence. Making decisions in isolation is dangerous. The information came to Tom and he didn't talk to his boss or his wife (who probably would've slapped him around for crossing ethical lines). Psychological safety requires muscle memory. You have to practice saying "I'm just going to ask some clarifying questions here" when your boss gives ambiguous orders. Bad decisions aren't mistakes. Mistakes are made without intent, but bad decisions are made with intent. Tom told himself for years he made "mistakes," but on a drive home from speaking at a keynote, he realized: "There's no way I made mistakes. I made bad decisions." Never say never. Tom argues you're more susceptible to falling down your own slippery slope when you think "that would never be me." 80% of employees can be swayed either way. 10% are morally incorruptible, 10% are a compliance nightmare, and 80% can be influenced by the culture around them. Tone at the top means nothing. Company culture isn't the tone at the top or glossy shareholder letters; it's the behaviors employees believe will be rewarded or put them ahead. Reward character, not just results. You can't just focus on short-term performance and dollar goals without understanding how the business was made and what was behind the performance. The question isn't "what?" but "how?" If you're just focused on the numbers and not on how you got there, you have the opportunity to end up in a slippery slope situation. Celebrate people who live your values. Companies that spend millions on trips for people who live out shared values (not financial performance) are putting their money where their mouth is. Leaders must share their own ethical dilemmas. We've all been in situations where we could go left or right, and sharing how you worked through those moments makes you more endearing and a better leader. Keep a rationalization journal. When Tom and his wife have big decisions (or even little things), he writes them down in a rationalization journal and reflects on them once a month. He's still susceptible to going down another slippery slope, so checking himself on those passing thoughts improves his character over time. It's not what you say, it's what you do. Just like kids see what parents do (not what they say), employees see what behaviors leaders actually reward. $46,000 cost him $23 million. A business school professor calculated Tom would've made $23 million if he'd stayed on the hedge fund path, but he made $46,000 on the four illegal trades before getting caught. His wife was his rock. 85% of marriages end when something like this happens, and she had every right to leave. They just got married, no kids yet. But she stayed. When Tom interviewed her for the book 20 years later, she said, "All I remember is you accepted responsibility immediately. You didn't make up excuses." Running pulled him out of a shame spiral. Tom got obese as a stay-at-home dad. His wife signed him up for a 5K race (and beat him while pushing a jogging stroller). Just crossing that finish line lit a fire. He ended up running a 100-mile race.  Doing hard things teaches you that you can do hard things. When Tom had to start a speaking business because they were running out of money, he said, "I can do this" because he'd already put his body through ultramarathons. No challenge is insurmountable. He ended up with something better. It's not about status or money anymore; it's about who he is with his family and his relationships now. Windshield mentality, not rearview mirror. Tom can't change the past, but he can look forward instead of backward. A lot of people in their twenties do stupid stuff (maybe not to this degree), but now, in his forties, he can learn from it. Why not embrace it rather than try to scrub it off the internet? Eulogy virtues versus resume virtues. In his twenties, Tom only thought about resume virtues (how much money, the next job, the next stepping stone) and never about eulogy virtues (what people will say about his character when it's all over). What will people say at your eulogy? Will they still be talking about those four trades, or will they talk about who you became after? More Learning #226 - Steve Wojciechowski: How to Win Every Day #281 - George Raveling: Wisdom from MLK Jr to Michael Jordan #637 - Tom Ryan: Chosen Suffering: Become Elite in Life & Leadership Reflection Questions Tom's boss gave him an ambiguous message ("do whatever it takes"), and as a junior employee, he didn't ask clarifying questions. Think about the last ambiguous instruction you received from leadership. Did you ask clarifying questions, or did you fill in the blanks yourself? What's stopping you from creating psychological safety to ask next time? Tom argues that 80% of employees can be swayed either way by culture. Look at your organization right now. What behaviors are actually being rewarded? If someone asked your team "what gets you ahead here?" what would they honestly say? Tom asks: "Will people be talking about the resume virtues (money, titles, achievements) or the eulogy virtues (character, relationships, who you were) when you're gone?" What's one eulogy virtue you need to start prioritizing today, even if it means slowing down on resume building?

Headlines:  – Welcome To Mo News (02:00) – Rubio Reassures Europe Amid Increasing Tensions with Trump Admin (06:30) – Olympics Updates + Why Norway Crushes The Medal Board (13:20) – Epstein Files Fallout: High-Profile Figures Losing Jobs, Business After Release (23:15) – Russian Opposition Leader Navalny Killed By Toxin Found In Dart Frogs While In Poison (28:50) – Trump Admin Reapproves Weedkiller Linked to Crop Damage and Health Concerns (31:30) – Laundry Lowdown: How To Separate Your Clothes The Right Way (35:20) – GoFundMe For James Van Der Beek Gets Millions (38:30) – On This Day In History (41:15) Thanks To Our Sponsors:  –⁠ Industrious⁠ - Coworking office. 50% off day pass | Code: MONEWS50 – Incogni - 60% off an annual plan| Code: MONEWS – Monarch - 50% off your first year | Code: MONEWS – Factor - 50% off your first box | Code: monews50off – ShipStation - Try for free for 60 days | Code: MONEWS – Shopify – $1 per-month trial | Code: MONEWS – Aura Frames – $35 off Carver Mat Frame | Code: MONEWS

Is OpenAI now the most ..... Open AI company?

European leaders and military chiefs make the case for increasing defence spending. A former head of the British military tells us investment is needed across the board, and that Europe is – and must be - able to defend itself without the US. Also in the programme: Israel's cabinet votes in favour of beginning a process of land registration in the West Bank, a move condemned by Palestinians as ‘de-facto annexation'; and a row breaks out over potential cheating in the curling - at the Winter Olympics.(IMAGE: Dutch Navy ship Johan de Witt heads to Arctic for NATO exercise, Den Helder, Netherlands - 16 Feb 2026/ CREDIT: Dingena Mol/EPA/Shutterstock)

It's been almost four years since Russia's brutal full-scale invasion of Ukraine began. Now, Ukrainian negotiators are headed to Geneva to meet with Russia and the United States for the next round of talks, hoping to hammer out a ceasefire agreement. In Munich, Christiane sat down with Ukrainian President Volodymyr Zelensky, alongside NATO's Secretary General Mark Rutte, European Parliament President Roberta Metsola, and US Republican Senator Roger Wicker.  Also on today's show: Jesús Armas, Freed Venezuelan opposition activist; Margaret Hany, Professor of Neurobiology, Columbia University Medical Center  Learn more about your ad choices. Visit podcastchoices.com/adchoices

If your team ever says “yes” in the meeting and then silently drifts back to business as usual, this episode is your wake-up call. George hands the mic to leadership expert and bestselling author Dave Garrison to launch a powerful new 5-part series on what's really killing your momentum: the lack of buy-in.In this kickoff to the Buy-In Blockers series takeover, Dave Garrison introduces the core difference between surface-level agreement and true buy-in. This episode lays the foundation for understanding how culture, not compliance, drives execution, performance, and leadership longevity. Dave unpacks the cost of disconnection and introduces the four biggest blockers that silently sabotage your team's follow-through.Whether you're a solo entrepreneur, managing a small team, or scaling into leadership, this episode gives you the language, lens, and tools to spot what's keeping your projects stuck and how to change it.What You'll Learn in This Episode:What true buy-in actually means (and why most leaders confuse it with agreement)Why people say “yes” in meetings but don't follow throughHow poor culture silently sabotages performanceAn overview of the four buy-in blockersWhy purpose, connection, and conversation are non-negotiables for execution Key Takeaways:✔️ Buy-in isn't about agreement, it's about aligned commitment and shared ownership✔️ Compliance drains energy and erodes team trust over time✔️ 50% of employees are disengaged and the cost shows up in missed targets and low morale✔️ Culture beats strategy when it comes to actual execution✔️ The four major blockers to buy-in are:Purpose Drift – losing sight of why the work mattersBlind Tasks – doing the work without context or alignmentLone Wolf Leadership – operating in isolationOne-Way Communication – broadcasting instead of dialoguing Timestamps & Highlights:[0:00] – George introduces Dave and the Buy-In Blockers series[1:36] – Dave explains what buy-in actually looks like[3:05] – The cost of low buy-in: disengaged teams, missed goals, and resentment[5:00] – Culture vs. strategy: why you can't “fix” execution without alignment[6:42] – What buy-in looks like in healthy, high-performing teams[8:30] – Buy-in doesn't require fancy tools—it requires intention[9:14] – Introduction to the 4 buy-in blockers that crush execution[11:30] – Teaser for the next episode on Purpose Drift[12:45] – George's closing message and call to connect with Dave Connect with Dave Garrison:Book: The Buy-In AdvantageWebsite:GarrisonGrowth.comLinkedIn: Dave GarrisonEmail: engage@garrisongrowth.comJoin the Leadership Sprint: DM “Leadership Sprint” to Dave on LinkedIn for exclusive access Your Challenge This Week:Share this episode with your leadership team, mastermind group, or anyone who's felt the sting of projects that stall. Then head over to George's Instagram, @itsgeorgebryant and tell us: Which buy-in blocker have you seen most in your world? Let's elevate leadership together.Join The Alliance – The Relationship Beats Algorithms™ community for entrepreneurs who scale with trust and connection.Apply for 1:1 Coaching – Ready to lead from alignment and build a team that follows through? Apply for 1:1 coaching with George.Live Events – Get in the room where long-term success is built. mindofgeorge.com/retreat/

From uncovering the belief that's quietly holding you back… to mapping your path to the C-suite… to recovering after a career-defining mistake — executive coach Muriel Wilkins is back with real, unscripted coaching conversations that take you inside the lives of leaders at pivotal moments. And for the first time ever, you'll get new episodes twice a month, all year long - no more waiting between seasons.Listen in as leaders wrestle with ambition, visibility, competition, fulfillment, and the hard challenges that come with the job. Plus, check out a brand-new monthly series — Ask Muriel Anything — where Muriel answers the toughest leadership questions straight from listeners.The new season of Coaching Real Leaders drops March 2. Connect with Muriel:Website: murielwilkins.comLinkedIn: @Muriel Maignan Wilkins Instagram: @CoachMurielWIlkins Join the Coaching Real Leaders Community: coachingrealleaderscommunity.comRead Muriel's book: LeadershipUnblocked.com See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Leaders today face a critical AI dilemma: move too quickly and risk producing low-quality "work slop," or move too slowly and sacrifice a crucial competitive edge in innovation. But one global real estate powerhouse, managing 3% of the world's GDP, has successfully navigated this tightrope for nearly three years, offering a proven model for enterprise AI adoption. In this episode, Prologis CHRO Nathaalie Carey reveals how the company solved this dilemma with an "innovation first" strategy, a journey that began by deploying an enterprise version of ChatGPT well ahead of the curve. Prologis achieved this by deliberately empowering its workforce, intentionally prioritizing widespread innovation over premature governance. By providing direct access to tools, supported by strategic training, the company drove 95% adoption rate and sparked over 1,000 crowdsourced custom GPTs. Carey explains how the company built trust by reframing AI as a "bargain" to trade mundane tasks for high-value strategic work. She also details the company's evolution from using AI for basic information gathering to utilizing it for complex decision-making and upcoming "agentic AI" workflows for processes like underwriting and background checks. Carey argues that as AI becomes a "great equalizer" for technical skills, the true competitive advantage lies in balancing technological speed with authentic human connection and the power of human imagination. ---------- Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: ⁠⁠https://greatleadership.substack.com/ Stop patching problems and start designing an intentional workplace. The 8 Laws of Employee Experience gives you the how. Order your copy: 8EXlaws.com