Podcasts about leaders

Go to www.LearningLeader.com for full show notes This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My Guest: Dan Coyle is a New York Times bestselling author who's spent the last two decades studying what makes great teams great. He wrote The Talent Code, The Culture Code, and now Flourish—books that have shaped how millions of people think about skill development, team culture, and meaningful connection. He works with the Cleveland Guardians as a special advisor on culture and performance. We recorded this one together in Cleveland. Notes: Find your yellow doors. Most of us go through life looking for green doors (clearly open paths) and red doors (obviously closed paths). But yellow doors are different. They're out of the corner of your eye, things that make you uncomfortable or feel brand new. That's where life actually happens. We think life is a straight line from A to B to C, but it's not. Life isn't a game... It's complex, living, shifting. Yellow doors are opportunities to create meaningful connections and explore new paths. "Life deepens when we become aware of the yellow doors, the ones we glimpse out of the corner of our eye." The craft journey always involves getting simpler. Simple is not easy. The great ones have their craft to where there's a simplicity to it. In this world of clutter and noise, it's easy to want to compete with energy and speed, but the stuff that really resonates is quieter and simpler. Be a beginner again in something. With climbing, Dan's at the very bottom of the craft mountain. With writing, he's somewhere in the middle. It's fun to have a couple of zones in your life where you're a beginner. It's liberating, but it also develops empathy. Some stuff looks very simple, but isn't. Every good story has three elements. There's some desire (I want to get somewhere), there's some obstacle (this thing standing in my way), and there's some transformation on that journey. Teaching teaches you. Coaching Zoe's writing team helped Dan, and then Zoe ended up coaching Dan. It was never "let me transmit all my wisdom to my daughter." It was a rich two-way dialogue that helped both of them. Suffering together is powerful. Doing hard things together with other people, untangling things together (literally and figuratively), and being vulnerable together. That's culture code stuff. Whether it's skiing with your kids, seeing them fall and get back up, or being trapped underground like the Chilean miners. Behind every individual success is a community. Dan dedicates all his books to his wife, Jenny (except one). Growing up, he had this idea of individual success, individual greatness. But when you scratch one of those individual stories, what's revealed is a community of people. Jenny is the ecosystem that lets Dan do what he does. Going from writing project to writing project, hoping stuff works out, exploring... it's not efficient. It's not getting on the train to work and coming home at five o'clock. It's "I think I need to go to Russia" or "I need to dig into this." She's been more than a partner, an incredible teammate.  Great organizations aren't machines; they're rivers. The old model of leadership is the pilot of the boat, the person flipping levers who has all the answers. That's how most of us grew up thinking about leaders. But Indiana football, the SEALs, Pixar... when you get close to these organizations, they're not functioning like machines. Machines are controlled from the outside and produce predictable results. These organizations are more like energy channels that are exploring. They're like rivers. How do you make a river flow? Give it a horizon to flow toward (where are we going?), set up river banks (where we're not gonna go), but inside that space create energy and agency. Questions do that. Leaders who are good at lobbing questions in and then closing their mouth... that's the most powerful skill. Great teams have peer leaders who sacrifice. Since Indiana football's fresh in our minds... Peer leaders who sacrifice for the team are really big. Fernando Mendoza got smoked, battered, hammered, and he kept going without complaint. In his interview afterward, he talks about his teammates. That's the DNA of great teams. Adversity reveals everything. The litmus test: in moments of terrible adversity, what's the instinct? Are we turning toward each other or away from each other? You could see it in that game. The contrast between the two teams. When things went bad, they responded very differently. The coach isn't as important as you think. Coaches can create the conditions for the team to emerge, but great teams sometimes pit themselves against the coach. The US Olympic hockey team of 1980 would be an example. They came together against Herb Brooks. So coaching sets the tone, but it's not as big a part of DNA as people think. Curiosity keeps great teams from drinking their own Kool-Aid. The teams that consistently succeed don't get gassed up on their own stuff. They don't believe in their success. They're not buying into "now I'm at the top of the mountain, everything's fine." They get curious about that next mountain, curious about each other, curious about the situation. They're willing to let go of stuff that didn't work. Honor the departed. When someone gets traded in pro sports, it's like death. Their locker's empty like a gravestone. What the coach at OKC does: on the day after somebody gets traded, he spends a minute of practice expressing his appreciation for that person who's gone. How simple and human is that? How powerful? What makes people flourish is community. It's not a bunch of individuals that are individually together. Can they connect? Can they love their neighbor and support their neighbor? That's magical when it happens. The Chilean miners created civilization through rituals. 33 men, 2,000 feet underground, trapped for 69 days. The first couple hours went as bad as it could. People eating all the food, scrambling, yelling. Then they circled up and paused. The boss took off his helmet and said, "There are no bosses and no employees. We're all one here." Their attention shifted from terror and survival to the larger connection they had with each other. They self-organized. Built sleeping areas, rationed food, created games with limited light. Each meal they'd share a flake of tuna at the same time. When they got contact with the surface, they sang the Chilean national anthem together. They created a little model civilization that functioned incredibly well. Stopping and looking creates community. What let the miners flourish wasn't information or analysis. It was letting go. Having this moment of meaning, creating presence. All the groups Dan visited had this ability in all the busyness to stop and ask: What are we really about? What matters here? What is our community? Why are we here? What is bigger than us that we're connected to? They grounded themselves in those moments over and over. Getting smart only gets you so far. There's a myth in our culture that individuals can flourish. You see someone successful and think "that individual's flourishing." But underneath them, invisibly, they're part of a larger community. We only become our best through other people. We have a pronoun problem: I, me, when actually it's we and us. Self-improvement isn't as powerful as shared improvement. Ask energizing questions. "What's energizing you right now?" is a great question. "What do you want more of?" "What do you want to do differently?" (not "what are you doing poorly"). "Paint a picture five years from now, things go great, give me an average Tuesday." What you're trying to do is get people out of their narrow boredom, let go a little, surrender a little, open up and point out things in the corner of their eye. When things go rough, go help somebody. Craig Counsell on how to bounce back when you're having a bad day: "I try to go help somebody." That's it. Create presence conditions. The ski trips, the long drives, the shared meals, no phones. Schedule them. This is how connection happens, whether it's with your family or your people at work. Leaders who sustain excellence are intensely curious. Dan walked into the Guardians office expecting to pepper them with questions. The opposite happened. Jay, Chris, and Josh kept asking him question after question, wanting to learn. Leaders who sustain excellence have this desire to learn, improve, get better. Ask better questions. Actually listen. Ask follow-up questions. Curiosity is also the ultimate way to show love. Reflection Questions Dan says yellow doors are "out of the corner of your eye, things that make you uncomfortable or feel brand new." What's one yellow door you've been walking past lately? What's stopping you from opening it this week?The Chilean miners' boss took off his white helmet and said, "There are no bosses and no employees." Think about a moment of adversity your team is facing right now. Are you turning toward each other or away? What's one specific action you could take this week to help your team turn toward each other? Dan emphasizes we have a "pronoun problem" (I, me vs. we, us) and that "self-improvement isn't as powerful as shared improvement." Who are the 2-3 people you could invite into your growth journey right now? What would it look like to pursue excellence together instead of alone?

Peter Stansky discusses Orwell's wartime work for the BBC and The Lion and the Unicorn advocating Englishsocialism, arguing that Animal Farm was not anti-socialist but a critique of revolutionary leaders corrupted by absolute power who inevitably betray their ideals.1951

Peter Stansky attributes the pessimism in 1984 to Orwell's belief that leaders prioritize power over revolutionary goals, though he remained optimistic about the English people, noting the novel's enduring relevance regarding modern technology and political disinformation.1951

Peter Stansky attributes the pessimism in 1984 to Orwell's belief that leaders prioritize power over revolutionary goals, though he remained optimistic about the English people, noting the novel's enduring relevance regarding modern technology, political disinformation, and its historical use as a Cold War cultural document.1899 LITTLE RUSSIA

Frank Schwartz is a husband—for nearly 25 years—and a father of three girls. He has served in several bishoprics, elders quorum presidencies, high councils, high priest group leaderships and Young Men presidencies (back when those were a thing), and a variety of other callings over the years. Frank did undergraduate and graduate work in Psychology and worked in television before starting a small, boutique, corporate communications firm. Most recently he has worked for a client in the healthcare payments space. Frank joined F3 in 2014 and has served in the national leadership in different capacities prior to taking over as Nant'an/CEO in 2024. Links Fellowshipping Men in Elders Quorum | An Interview with Frank Schwartz Watch the video and share your thoughts in the Zion Lab community Transcript available with the video in the Zion Lab community Highlights 00:02:40 – Discussion on Elders Quorum Engagement 00:03:01 – Personal Experience with F3 and Transformation 00:05:11 – The Importance of Community for Men 00:09:18 – The Need for Transformational Experiences 00:10:08 – Finding Truth and Community 00:12:13 – The Simplicity of Gathering Men 00:14:02 – The Role of Food in Building Brotherhood 00:15:32 – The Power of Gathering in Elders Quorum 00:18:00 – Authenticity in Church Leadership 00:20:56 – Creating Comfortable Spaces for Discussion 00:22:04 – Personal Transformation After Warrior Heart Bootcamp 00:23:24 – The Quest for Personal Purpose 00:25:05 – Shifting Perspectives on Relationships 00:30:00 – The Broader Plan and God’s Purpose 00:33:55 – Limiting Perspectives and Personal Growth 00:37:40 – The Journey of Self-Discovery and Adventure Frank and Kurt discuss approaches to engaging men in elders quorum and fostering brotherhood within the Latter-day Saint community. They explore the importance of transformational experiences and how simple gatherings can lead to deeper connections among men. Key Insights Transformational Experiences: Men often seek meaningful experiences that can lead to personal growth and connection. Frank shares how participating in F3 and Warrior Heart boot camps has profoundly changed his perspective on leadership and relationships. Gathering for Brotherhood: The act of gathering, whether for workouts or casual meet-ups, is crucial for building community. Frank emphasizes that men need spaces where they can connect and share their experiences authentically. Authenticity in Leadership: Leaders should prioritize creating environments where vulnerability is encouraged. This can be achieved by moving away from rigid lesson structures and focusing on genuine interactions. Shifting Perspectives: Frank discusses the importance of recognizing limiting beliefs and perspectives that can hinder personal growth. Leaders should help others see beyond their current views to embrace a broader understanding of their purpose. Simplicity in Engagement: Simple gatherings, such as meeting for hot dogs or casual discussions, can effectively draw men together and foster meaningful conversations, making it easier for them to engage with one another. Leadership Applications Focus on Gathering: Latter-day Saint leaders can prioritize creating informal gatherings that encourage connection among men, such as breakfast meetings or service projects, rather than strictly adhering to lesson plans. Encourage Vulnerability: Leaders should model vulnerability and openness in their interactions, creating a safe space for others to share their thoughts and feelings, which can lead to stronger bonds within the group. Challenge Limiting Beliefs: Leaders can facilitate discussions that help members identify and overcome limiting beliefs, encouraging them to explore their divine potential and purpose within the community. The award-winning Leading Saints Podcast is one of the top independent Latter-day Saints podcasts as part of nonprofit Leading Saints’ mission to help Latter-day Saints be better prepared to lead. Find Leadership Tools, Courses, and Community for Latter-day Saint leaders in the Zion Lab community. Learn more and listen to any of the past episodes for free at LeadingSaints.org. Past guests include Emily Belle Freeman, David Butler, Hank Smith, John Bytheway, Reyna and Elena Aburto, Liz Wiseman, Stephen M. R. Covey, Benjamin Hardy, Elder Alvin F. Meredith III, Julie Beck, Brad Wilcox, Jody Moore, Tony Overbay, John H. Groberg, Elaine Dalton, Tad R. Callister, Lynn G. Robbins, J. Devn Cornish, Bonnie Oscarson, Dennis B. Neuenschwander, Kirby Heyborne, Taysom Hill, Coaches Jennifer Rockwood and Brandon Doman, Anthony Sweat, John Hilton III, Barbara Morgan Gardner, Blair Hodges, Whitney Johnson, Ryan Gottfredson, Greg McKeown, Ganel-Lyn Condie, Michael Goodman, Wendy Ulrich, Richard Ostler, and many more in over 800 episodes. Discover podcasts, articles, virtual conferences, and live events related to callings such as the bishopric, Relief Society, elders quorum, Primary, youth leadership, stake leadership, ward mission, ward council, young adults, ministering, and teaching.

What if leadership isn't about influence, platform, or control, but about bearing pain, building trust, and carrying hope for others? Who pays the price when leaders avoid suffering? Author J.R. Briggs reframes leadership as responsibility, not status.Listen to the full episode hereSpotifyiTunes----------------------Ben has completely revised and updated his powerful book, Jesus in the Secular World: Reaching a Culture in Crisis—a must-read guide for anyone longing to reach those who may never step foot in a church. Packed with real-world insights and practical strategies, this book could be the breakthrough you've been searching for.Don't wait—get your copy today!Click HERE to check it out on Amazon.For more information, go to: jesusinthesecularworld.com------------------------Questions, comments, or feedback? We'd love to hear what you think! Send them to provokeandinspire@steiger.org, or send us a message on Instagram.Click HERE to receive news, thought-provoking articles, and stories directly in your inbox from Ben, David, Luke, and Chad!Click below to follow the regulars on Instagram!Ben PierceDavid PierceChad JohnsonLuke GreenwoodSend us a text

Project managers are constantly told they need to "learn how to say no." But in the real world—especially when the ask comes from a sponsor, executive, or important customer—just saying no often isn't productive, strategic, or even possible. In this Top Shelf Replay episode of Project Management Happy Hour, Kim Essendrup and Kate Anderson revisit one of the show's earliest "Appetizer" episodes: Say No by Saying Yes, originally aired in 2017. Short, deceptively simple, and still painfully relevant, this episode breaks down a technique that helps project managers protect scope, schedule, cost, and sanity—without sounding combative or inflexible The core idea is straightforward: Instead of responding to tough requests with a flat "no," you respond with "yes—but" or "yes—and here's what that would require." "Yes, we can do it faster—but it will require triple the resources." "Yes, we can release both languages at once—but we'll need more budget or a delayed launch." "Yes, we can remove that resource—but you'll need to help me explain the downstream impact to the sponsor." This approach reframes the conversation away from emotion and into trade-offs, which is where real project leadership lives. As the conversation unfolds, Kim and Kate explore why this technique works so well psychologically. Leaders—especially busy executives—often don't have full context. Their "ridiculous asks" aren't always malicious; they're frequently driven by incomplete information, pressure from above, or a misunderstood business constraint. Saying "yes" first acknowledges their goal, signals partnership, and keeps them engaged long enough to hear reality The episode also connects this technique to a broader leadership pattern the hosts have refined over the years: what they now describe as "affirm, caution, query." You affirm the request. You surface the risk or constraint. You return the decision to the person who actually owns it. In other words, you stop absorbing problems that don't belong to you—and you stop shielding leaders from the consequences of their own decisions. The replay discussion expands the idea further, touching on burnout, executive presence, and why many project managers get stuck in a defensive "control mindset" around the triple constraint. Kim and Kate argue that stepping back—mentally taking off the project manager hat and putting on the sponsor's hat—makes these conversations easier, calmer, and more strategic. When you focus on outcomes instead of guarding boundaries, you stop reacting and start partnering. There's also an unexpected but memorable parallel: gentle parenting. The same structure used to redirect an emotional five-year-old ("I see what you want—but here are your options") turns out to work remarkably well with stressed executives, difficult customers, and unrealistic stakeholders. You don't remove agency; you structure it. Ultimately, this episode is about more than saying no politely. It's about changing the power dynamic—from executor to partner. From order-taker to decision facilitator. From "blocking progress" to helping leaders make informed choices. If you've ever been handed an impossible deadline, an under-funded scope change, or a request that made your stomach drop, this episode gives you language, structure, and confidence to respond without burning trust—or yourself.  

This is the third episode in a new season of our Main Street NC series. We're visiting communities across the state to hear from local leaders about the issues and challenges they're facing.The floodwaters of Helene in 2024 washed away much of the spa and resort for which the town of Hot Springs is named, along with many homes and businesses. But the small town north of Asheville has rebounded over the past year, rebuilding shops and houses with private donations and volunteer labor. Leaders there say help from the state and federal government has been slow to arrive, and they're hoping to restore the outdoor-oriented tourism economy that will sustain the reopened businesses.WUNC News visited Hot Springs and spoke with Madison County Manager Rod Honeycutt and Rebuild Hot Springs President TJ Phillips.

Physical health is not separate from intuition, spirituality, or purpose.    The human body is an ancient, intelligent vessel shaped by millions of years of evolution, designed to hold consciousness, receive guidance, and move life forward. And yet modern culture encourages disconnection, numbing, overexertion, and dissociation rather than true relationship with the body.    Physical embodiment is a non-negotiable foundation for healing, intuition, and collective evolution. When trauma, conditioning, and energetic damage are tended, the body becomes a place the soul can safely inhabit.    From this place, clarity emerges, purpose becomes felt rather than forced, and partnership with the earth becomes lived rather than conceptual.    The body is not an obstacle to spirituality. It is the doorway.   I love you.   Xoxo, Sarah Helpful Links:   Join us in THE JOURNEY Our mentorship portal https://sarahnoble.com/journey/   Subscribe to our Substack for exclusive teachings and content.  https://snoble.substack.com/   The Devotion Codes is a FREE transmission that guides you out of the cycle of self-discipline and self-control, and into the loving embrace of self-devotion. Listen here! https://schoolforthesoul.learnworlds.com/course/the-devotion-codes-free   Take the quiz! Discover The Intuitive Language of your Soul  https://sarahnoble.com/quiz-landing-page/   Follow us on youtube  https://www.youtube.com/@sarahnoble-awakened   Dive into our Intuitive Development Courses at School for the Soul  https://schoolforthesoul.learnworlds.com/pages/home   Meditate with me on the Insight Timer App https://insig.ht/7pToN8LxVmb?utm_source=copy_link   Want to be a guest on the podcast? Apply here!  https://docs.google.com/forms/d/e/1FAIpQLSf2iitYw5Fkf8k8r878kImR6svk8YeytB_N4fr0lv2tA3Znyg/viewform PODCAST EDITOR: Angelina Gurrola  https://theintentionaledit.com/   PODCAST ART: Vanessa  Guerrero  https://www.elevationdesignstudio.co/ Want to Find Out More about Sarah?   WRITER • MYSTIC • CREATIVE • SPIRITUAL MENTOR Throughout my life I have been guided by the warrioress archetype, an independent female spirit whose primary purpose is to achieve freedom and sovereignty of her life. This was not always a conscious endeavor for me, yet she pulled at my heart and led me on adventures far and wide and wild. She has taught me to live by spirals and wheels and cycles. To live each day as a ritual, knowing that I am the source of my life. Everything comes FROM me and that my obstacles are actually the path to living an even greater and wilder existence. She has shown me that true LEADERS rally for and with life, not against it. So, now I live in devotion to a higher standard of LIFE for us all.   You can find more resources at the links below…   Website: http://www.SarahNoble.com/ Instagram: https://www.instagram.com/awakened.embodied.empowered/ Facebook: https://www.facebook.com/awakened.embodied.empowered Substack: https://snoble.substack.com/ Email: Hello@SarahNoble.com 

Dans ce format court de L'Entreprise de demain, Alain Bernard répond aux questions signature du podcast autour du leadership, de la posture managériale et de la manière d'exercer des responsabilités dans des environnements multiculturels.Alain Bernard est dirigeant international dans l'univers du luxe. Il a exercé des responsabilités de direction générale chez Van Cleef & Arpels au Japon puis aux États-Unis, a été CEO de Richemont Amérique du Nord, et aujourd'hui board member au sein de la maison de joaillerie Messika, directement impliqué dans le pilotage stratégique de la marque.À travers ses réponses, Alain revient sur ce qui a structuré son parcours manager au fil de plus de vingt-cinq années de management à l'international. Il évoque les expériences qui ont le plus influencé sa posture de dirigeant, les décisions qui l'ont fait évoluer, et la manière dont il articule exigence, responsabilité et confiance dans des contextes culturels très différents.L'épisode aborde également la question du métier de manager et de ce qui fait, selon lui, la solidité d'une pratique managériale dans la durée. Alain Bernard partage les repères qu'il juge essentiels pour exercer un leadership clair, adapté aux réalités locales, tout en restant aligné avec une identité et une vision portées au niveau du comité de direction.Ce bonus apporte des éléments concrets aux managers qui s'interrogent sur leur pratique de leadership, leur impact managérial et leur capacité à exercer leur rôle dans des organisations multiculturelles, sous contrainte de performance et de transformation du management.⏱️ Format court – épisode bonus.

What happens when wholesale distribution collides with tariffs, AI acceleration, and rising customer expectations?In this episode of Around The Horn Podcast, Kevin Brown and Tom Burton unpack the most important forces shaping wholesale distribution today, from policy shifts and economic signals to e-commerce, automation, and leadership in an AI driven world.This conversation goes beyond headlines to explore what these changes really mean for distributors, manufacturers, and channel leaders who are navigating uncertainty while trying to build resilient, future ready organizations.What You'll Learn:Why tariffs are no longer a temporary disruption and how distributors are adjusting pricing, sourcing, and inventory strategiesHow AI is reshaping marketing, sales, and customer service and where most companies are still getting it wrongWhat the rise of B2B e commerce and next day delivery expectations means for margins, operations, and customer experienceWhy “higher value work” is becoming a core job requirement and not just a leadership sloganHow automation, robotics, and reshoring are influencing long term workforce and supply chain decisionsEpisode Highlights:04:10 – Key takeaways from the NAW Executive Summit and why executive intuition still matters11:45 – Tariffs, trade policy, and why most distributors now assume they are here to stay22:30 – Interest rates, economic signals, and what the Fed's direction means for wholesale demand34:05 – How tariffs are quietly reshaping pricing behavior and product selection across distribution45:40 – The Amazon effect, next day delivery expectations, and whether instant gratification is sustainable58:20 – AI in marketing and sales and why more tools do not always equal more productivity01:08:55 – Higher value work, skill development, and what AI first thinking really looks like in distribution01:20:10 – Leadership, teams, and what high performance organizations can learn from endurance racingTools, Frameworks, or Strategies Mentioned:AI first workflows in sales, marketing, and customer serviceHigher value work and skill developer mindsetAgent assisted commerce and automation in B2B buyingRobotics and reshoring as responses to labor and cost pressureCustomer intelligence platforms and integrated CRM strategyClosing Insight:The future of wholesale distribution is not about reacting faster. It is about thinking differently. Leaders who combine industry expertise with AI capability and disciplined execution will be the ones who create durable advantage in a volatile market.Leave a Review: Help us grow by sharing your thoughts on the show.Learn more about the LeadSmart AI B2B Sales Platform: https://www.leadsmarttech.com/ Join the conversation each week on LinkedIn Live.Want even more insight to the stories we discuss each week? Subscribe to the Around The Horn Newsletter.You can also hear the podcast and other excellent content on our YouTube Channel.Follow us on Facebook, Twitter, Instagram, or TikTok.

In this episode of the Campus Technology Insider Podcast, Rhea Kelly, Editor-in-Chief of Campus Technology, dives into leadership in higher education IT with Sean McDonald, president of MOR Associates. They discuss defining leadership, the major challenges for leaders today, including complexity and prioritization, and how AI is shaping the future of higher ed. Sean shares his insights on creating a culture of shared governance, fostering diverse perspectives, and the importance of strategic thinking. 00:00 Introduction and Guest Welcome 00:26 Sean McDonald's Background and Work 01:11 Defining Leadership in Higher Education 03:17 Challenges for Leaders in Higher Education 03:54 Complexity and Focus in Higher Ed IT 06:51 Strategic Thinking and Leadership 10:11 Shared Governance and Change Management 13:40 Impact of AI on Leadership 16:53 Overcoming Leadership Challenges 22:26 Practical Leadership Tips and Coaching 25:09 Final Advice for Aspiring Leaders 27:10 Conclusion and Podcast Sign-off Resource links: MOR Associates Five Forces model Music: Mixkit Duration: 28 minutes Transcript (coming soon)

A recent poll reveals growing dissatisfaction within the Democratic Party, with 57% of Democrats disapproving of their own congressional leaders, the second-highest disapproval rate on record. This internal discontent highlights a widening divide between the party's progressive fringe and its more moderate core, raising questions about how voter sentiment could shape the 2026 midterms.

Send us a text This week Greg sat down with Ken Wojnarowski. Ken is a Teaching Elder at Grace Presbyterian Church and host of the Forward by Faith Podcast. They discussed the importance of Fathers leading their families in worship and singing. If you are a young father and husband, we would recommend this episode, as their were many best practices discussed. Enjoy! Click HERE for your free consultation with Dominion Wealth Strategists Click HERE for the best cigars 1689 Cigars has to offer! Click HERE for your complete seating and furnishing needs from K&K Furnishing Covenant Real Estate: "Confidence from Contract to Close" Facebook: Dead Men Walking PodcastYoutube: Dead Men Walking PodcastInstagram: @DeadMenWalkingPodcastTwitter X: @RealDMWPodcastExclusive Content: PubTV AppSupport the show Get your free consultation with Dominion Wealth Strategists today! The only distinctly reformed wealth company! CLICK HERE! 1689 Cigars: The absolute best cigars on earth! Check out out the Dead Men Walking snarky merch HERE! Build something for God's glory through Covenant Real Estate! Greg Moore Jr. can help you buy, sell, and invest! Call him at (734) 731-GREG or visit www.covenant.realestate

Are you ready for Shofar-Blowing, Jesus praising, Power-Packed Wednesday Morning session with Stacy Whited?! If not, then get your mind right because we are LIVE at 11:11AM CST.TO WATCH ALL FLYOVER CONTENT: www.theflyoverapp.com Follow and Subscribe on YouTube: https://www.youtube.com/@TheFlyoverConservativesShowTO WATCH ALL OF THE PROPHETIC REPORTS - https://flyoverconservatives.com/resources-2/prophetic-words/For Printable Versions of the Declarations - text DECREES to 40509(Message and data rates may apply. Terms/privacy: 40509-info.com)

In this 60 edition of The World According to Irina Tsukerman, the bi-weekly geopolitical series on The KAJ Masterclass LIVE, we examine how unresolved conflicts and quiet diplomacy are reshaping global stability. National security and human rights lawyer, top global geopolitical analyst, and Editor-in-Chief of The Washington Outsider, Irina Tsukerman analyzes Gaza and Ukraine as critical fault lines revealing deeper shifts in alliances, leverage, and strategic intent. This episode offers leaders and professionals a clearer lens on where negotiations may evolve—and where escalation risks remain underestimated.About the guestIrina Tsukerman is a human rights and national security lawyer, geopolitical analyst, editor of The Washington Outsider, and president of Scarab Rising, Inc., a media and security and strategic advisory. Her writings and commentary have appeared in diverse US and international media and have been translated into over a dozen languages.Connect with Irina here:https://www.thewashingtonoutsider.com/https://www.linkedin.com/in/irina-tsukerman-4b04595/In The World According to Irina Tsukerman, we embark on a fortnightly journey into the heart of global politics. Join us as we explore the complex geopolitical landscape, delve into pressing international issues, and gain invaluable insights from Irina's expert perspective. Together, we'll empower you with the knowledge needed to navigate the intricate world of global politics. Tune in, subscribe, and embark on this enlightening journey with us.Catch up on earlier episodes in the playlist here:https://www.youtube.com/playlist?list=PLt7IEKOM1t1tKItNEVaStzsqSChTCGmp6Watch all our global politics content here:https://rumble.com/c/kajmasterclasshttps://www.youtube.com/@kajmasterclassPolitics=========================================*Host: Khudania Ajay (KAJ)*Founder & Host, KAJ Masterclass | 2,500+ live conversations | 20+ years in journalism, media & storytellingConnect:Website → https://www.khudaniaajay.comLinkedIn → https://www.linkedin.com/in/ajaykhudania/

The Mark Thompson Show 1/29/26 Patreon subscribers are the backbone of the show! If you'd like to help, here's our Patreon Link: https://www.patreon.com/themarkthompsonshow Maybe you're more into PayPal. https://www.paypal.com/donate/?hosted_button_id=PVBS3R7KJXV24 And you'll find everything on our website: https://www.themarkthompsonshow.com

Episode OverviewMike Schultz joins The Butcher Shop to deliver a comprehensive deep dive into the Swingin' D, one of predator fly fishing's most effective swim patterns for targeting smallmouth bass in Michigan rivers. This detailed conversation traces the pattern's evolution from its early 2000s origins through modern 2.0 variations, exploring the critical role of Larry Dahlberg's diver head design in creating the fly's signature side-to-side action. Mike shares the problem he was solving—creating a fly that would hang and move horizontally rather than just vertically like traditional leech and crayfish patterns. He walks through material selection spanning over 15 years of refinement, from the original beads-and-wire construction to today's shank-based articulated designs. The discussion covers tactical presentation details including optimal water temperatures (45-50°F+), rod and intermediate line selection, retrieve cadences and the importance of fishing at proper angles to achieve maximum action. Mike also provides updates on Schultz Outfitters' new e-commerce platform and upcoming events including the fourth annual Bobbin the Hood.Key TakeawaysHow to achieve unpredictable horizontal swim action by properly selecting and seating Rainy's diver heads, which create side-to-side darting movement that mimics wounded baitfish when fished at 45-degree angles on intermediate lines.Why the Swingin' D fills a critical gap in predator fly boxes by suspending in the strike zone and allowing precise depth control through strategic weighting with lead wraps or tungsten scud bodies balanced against the buoyant foam head.When to fish the Swingin' D most effectively—peak performance occurs in 45-50°F+ water during late March through May when smallmouth are aggressive and feeding in shallow 2-4 foot zones.How to construct durable 2.0 versions using The Chocklett Factory shanks, Senyo micro shank connections, Ahrex XO 774 rear hooks and Gamakatsu 2/0 worm hooks up front to prevent hook failures and maximize hookups.Why proper head selection and orientation matters—wider heads with substantial collars produce aggressive side-to-side action for cold water while narrower heads swim tighter for warmer conditions.Techniques & Gear CoveredMike emphasizes the Swingin' D's effectiveness stems from proper presentation on intermediate lines using 7-8 weight rods like the G. Loomis IMX Pro V2 or his signature NRX+ Swim Fly. The fly excels when fished at 45-degree angles from a moving boat, using erratic strip-and-pause retrieves that allow the Dahlberg diver head to create horizontal darting action. Keeling techniques using .020-.030 lead wire or Hareline tungsten scud bodies balance the buoyant foam head to achieve desired depth penetration. Mike details construction using articulated shanks (The Chocklett Factory, Senyo micro shanks), Ahrex XO 774 universal curve rear hooks and Gamakatsu 2/0 worm hooks up front, incorporating materials like Senyo's Predator Wrap, Whiting hen saddles, mallard flank and Blane Chocklett's rattle boxes. Leaders run 4-7 feet terminating in 15-16lb fluorocarbon tied with loop knots to the fly with no swivels. The pattern's versatility allows customization through flash colors, head widths and weight placement to match conditions ranging from high spring flows to lower summer levels.Locations &...

Send us a textThis week Greg sat down with Ken Wojnarowski. Ken is a Teaching Elder at Grace Presbyterian Church and host of the Forward by Faith Podcast. They discussed the importance of Fathers leading their families in worship and singing. If you are a young father and husband, we would recommend this episode, as their were many best practices discussed. Enjoy! Click HERE for your free consultation with Dominion Wealth Strategists Click HERE for the best cigars 1689 Cigars has to offer! Click HERE for your complete seating and furnishing needs from K&K Furnishing Covenant Real Estate: "Confidence from Contract to Close" Facebook: Dead Men Walking PodcastYoutube: Dead Men Walking PodcastInstagram: @DeadMenWalkingPodcastTwitter X: @RealDMWPodcastExclusive Content: PubTV App

What does it take for states to expand access to substance use disorder treatment and build stronger, more sustainable partnerships between Medicaid and public health?  In Massachusetts, leaders changed policies around provider models to increase access to care for opioid use disorder: Frances McGaffey, Manager of Substance Use Prevention and Treatment Initiative at The Pew Charitable Trusts, explains how pairing providers with dedicated nursing support has helped remove barriers to prescribing buprenorphine, expand the addiction workforce, and dramatically increase access to care. She also shares why the state's decision to extend this model to alcohol and stimulant use disorders is a critical response to a changing overdose crisis, and what other states can do to replicate this success.  Then, Corey Caldwell, Senior Policy Analyst at the National Association of Medicaid Directors discusses the new Medicaid Leaders Playbook for Building Public Health Partnerships, developed in collaboration with ASTHO. Corey outlines practical, real-world steps Medicaid and public health agencies can take to align priorities, address funding and workforce challenges, launch small but impactful pilot projects, and build trust across systems.Understanding Current U.S. Measles Outbreaks and Elimination Status | ASTHO

Leading Into 2026: Executive Pastor Insights Momentum is real. So is the pressure. This free report draws from the largest dedicated survey of Executive Pastors ever, revealing what leaders are actually facing as they prepare for 2026. Why staff health is the #1 pressure point Where churches feel hopeful — and stretched thin What worked in 2025 and is worth repeating Clear decision filters for the year ahead Download the Full Report Free PDF • Built for Executive Pastors • Instant access Welcome back to another episode of the unSeminary podcast. We’re wrapping up our conversations with executive pastors from prevailing churches to unpack what leaders like you shared in the National Executive Pastor Survey. Today we're joined by Shayla McCormick, executive leader at Coastal Community Church in Florida. Coastal is a rapidly growing multisite church with three locations, consistently ranking among the fastest-growing churches in the country. Shayla serves alongside her husband and brings deep operational insight shaped by leading a large church with a remarkably lean staff. In this conversation, Shayla helps unpack one of the most pressing themes from the survey: how churches hire—and why so many find themselves hiring the same roles over and over again. She challenges leaders to rethink staffing through the lens of multiplication rather than pressure relief. Why churches keep hiring the same roles. // According to the survey, churches continue to prioritize familiar roles—especially NextGen and support positions—even as ministry contexts change. Shayla believes this pattern often comes from reactive hiring. When attendance grows, volunteers feel stretched, systems strain, and leaders feel pain. The quickest solution is to hire someone to relieve pressure. But Shayla cautions that hiring to relieve pain is different from hiring to build capacity. When churches skip the discernment step—asking what this season truly requires—they repeat the same staffing patterns without addressing root issues. Relieving pressure vs. building capacity. // Shayla draws a sharp distinction between doers and equippers. Doers add short-term relief by completing tasks, while equippers multiply long-term impact by developing others. Coastal intentionally prioritizes hiring equippers—even when that means living with short-term discomfort. Her leadership philosophy flows directly from Ephesians 4 – the role of leaders is to equip the saints for the work of the ministry. The courage to make the “big ask.” // Shayla challenges the assumption that busy or successful people won't serve. Too often, leaders say no for people before ever asking. At Coastal, high-capacity professionals—business owners, executives, retirees—serve in everything from parking to finance. The key is matching people's gifts with meaningful responsibility and inviting them with confidence. A radically lean staff model. // Coastal averages around 5,000 in weekly attendance with just 25 staff members, an unusually low ratio. This isn't accidental—it's strategic. Shayla explains that Coastal has built a high-capacity volunteer culture where unpaid leaders carry real responsibility. Staff members exist to equip and empower those leaders. This approach requires more upfront investment in training and coaching, but it produces sustainable growth without constant hiring. The risk of overstaffing. // Overstaffing creates more than financial strain. Shayla warns that it can lead to lazy culture, misaligned expectations, and long-term instability. Churches that staff heavily during growth seasons often face painful decisions when momentum slows. Without a strong culture of equipping, ministries become staff-dependent rather than leader-driven. Shayla encourages leaders to steward today with foresight—preparing for future seasons, not just current demand. When hiring is the right move. // While Coastal resists reactive hiring, Shayla is clear that hiring still matters. For example, Coastal recently decided to add staff in Kids Ministry—not because volunteers were failing, but because the kids pastor needed freedom to focus on strategy, family connection, and leader development. The new role removes task-based pressure while also serving as a developmental pipeline for future campus launches. The goal isn't to replace volunteers—it's to free equippers to multiply more leaders. Mission over position. // As Coastal grows, Shayla emphasizes a culture of mission over position. Roles evolve as the church evolves. Using metaphors like scaffolding and rotating tires, she reminds leaders that some roles exist for a season—and that rotation is necessary for long-term health. Leaders regularly ask: Who are you developing? Who's next? This mindset ensures the church can grow without being dependent on specific individuals. Starting points for stretched teams. // For leaders feeling perpetually tired despite added staff, Shayla offers simple coaching: eliminate work God never asked you to do, clarify expectations, and require every leader to develop others. Growth doesn't come from adding people—it comes from multiplying leaders. To learn more about Coastal Community Church, visit coastalcommunity.tv or follow @coastalchurch on Instagram. You can also connect with Shayla at @shaylamccormick. Watch the full episode below: 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: TouchPoint As your church reaches more people, one of the biggest challenges is making sure no one slips through the cracks along the way.TouchPoint Church Management Software is an all-in-one ecosystem built for churches that want to elevate discipleship by providing clear data, strong engagement tools, and dependable workflows that scale as you grow. TouchPoint is trusted by some of the fastest-growing and largest churches in the country because it helps teams stay aligned, understand who they're reaching, and make confident ministry decisions week after week. If you've been wondering whether your current system can carry your next season of growth, it may be time to explore what TouchPoint can do for you. You can evaluate TouchPoint during a free, no-pressure one-hour demo at TouchPointSoftware.com/demo. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you have decided to tune in. We are in the middle of these special episodes—I’ve been loving these—around really responding to your survey. We did a National Executive Pastor Survey. It’s the largest survey I can say that I’m aware of, of this, where we get out and talk to executive pastors across the country and really ask them, how’s it going in their church? What are they feeling? What are they learning? To really take a litmus test of where things are at. Rich Birch — And then what we’re doing is pulling in some incredible… leaders to help you wrestle through with some of the findings. And I’m excited, privileged, really, to have Shayla McCormick with us today. She’s with an incredible church called Coastal Community Church, a multi-site church with, if I’m counting correctly, three locations in Florida. It started in September 2009, not that long ago, and they’ve repeatedly been one of the fastest growing churches in the country. She serves with her husband at this church, and this is an incredible church. You should be following along with Shayla and with the church. Welcome to the show. So glad you’re here.Shayla McCormick — Thank you so much, Rich. I’m glad to be back and excited just to, you know, share with everybody just some insights and things that that I’ve learned along the way too.Rich Birch — Nice. This is yeah super fun to have you on again. And you should go back and listen to back episode that Shayla was on was one of our best of last year. Super helpful. So you’re going to want to lean in on that.Rich Birch — Now, when I saw some of the results from the survey, friends, I’m letting you behind the curtain. We looked at a couple different you know things and I sent them out to these friends and I said, hey, you pick whichever one you want. And I was really hoping that you would pick this one because I really think that you’ve got just so much to offer to this. So let’s, I’m going to unpack this a little bit. Shayla McCormick — Yeah.Rich Birch — So one of the questions we asked was, ah you know, there’s all these different roles that people are hiring. And for years, in fact, I actually thought about maybe not doing this question this year, because basically the order is pretty similar that people come back every year. But what we’ve seen from 2023 to 2024 is that particularly support roles, this idea of support roles that churches are out looking for those has grown significantly, 12 percentage points in those three years. Other roles like NextGen remain consistently at the top. You know, Outreach ranks the lowest at like 9 to 12 percent, which breaks my heart as a former outreach pastor. I was like, ah, people are not thinking about those things. Rich Birch — So today what I want to do is unpack this idea around what are who are we hiring for? What difference does it make? We know as an executive pastor listening in, I know that many of you are are kicking off this year thinking about, hmm, who should we be hiring? What should that look like? And really this tension that we all face with you know, being understaffed and overstaffed. How does all that work together? So I’m really looking forward to having your input on it.Rich Birch — Why do you think churches continue to hire for essentially the same roles as we see year in, year out, Shayla, why do we see that? Even as ministry changes, it’s like we find ourselves having the same conversation. Where are the kids ministry people? Where are the support roles people? Shayla McCormick — Yeah. Rich Birch — Why do we find ourselves in these same conversations?Shayla McCormick — Yeah, honestly, I think a lot of times as church leaders, like we repeat roles because we haven’t we haven’t really honestly just kind of stopped long enough to really go, what does this season actually require? Rich Birch — That’s good.Shayla McCormick — I think a lot of times what we do is we hire to almost relieve pressure but not really build capacity. And so I think we repeat roles because like kids ministry, right? That’s always a place where you have growth, you have kids, you have to staff a lot of volunteers. It’s a lot of administrative work. And, you know, sometimes I think we can tend to go, Hey, I want to relieve pressure on this. And so we end up trying to to put somebody in a seat and then we end up over hiring. And a lot of, a lot of us hire when it hurts, right? When, okay, attendance is growing, volunteers are tired, systems are breaking, A leader is overwhelmed.Shayla McCormick — And we end up, I think, making these desperation hires rather than hiring to actually build capacity… Rich Birch — Oh, that’s good. That’s good. Shayla McCormick — …so that we can continue to grow. And so I think a lot of times our mindset kind of subtly shifts from, I mean, Ephesians 4, right? You equip the saints for the work of the ministry. And it sometimes our mindset shifts from equipping the saints to to almost replacing the staff role or the saints role with a staff member.Shayla McCormick — And it can tend to just, you can be overstaffed. And then that puts pressure financially and all, you know, like so much, but we just continue to repeat the process. Because again, we hired to relieve pressure instead of build capacity and we’re not really sitting… Rich Birch — Yeah, I would love to unpack that. Shayla McCormick — Yeah. Rich Birch — I think there’s so much there. So how are you discerning or how, you know, if a church calls you up and is asking you discern really between those two, like, Hey, I’ve got maybe I’ve got an operational problem. I’m trying to relieve pressure using the language you do. You were saying versus like building capacity for the future, which inherently sounds like to me, if I’m choosing to build capacity, I’m going to live with some pain in the short term is what I hear in that. Help me discern what that, what that looks like. How how do you work that out at, you know, at, at Coastal?Shayla McCormick — Yeah, I think we we are always looking for equippers, for multipliers. We ask the question very consistently, is this a doer or is this a leader? And not that doers are bad. Doers can actually, they can help you add capacity because it relieves the stress or the pain on a leader, right? Because you have somebody doing stuff, but equipers actually, they multiply. And so when I’m a growing church, if I continue to hire doers, then I’m just like, I’m solving a temporary so solution essentially, or a temporary problem, because at some point those things are going to go away.Rich Birch — Right.Shayla McCormick — But what, what the approach that we’ve taken is the Ephesians 4, you know, you equip the saints for the work of the ministries. And I think a lot of, lot of the times we actually neglect almost our volunteer base. And we lean heavily on our volunteers, our, We average probably 5,000 in weekend attendance, and we have about 25 staff members. And that is not a lot of staff for…Rich Birch — That’s insane. That to me, that is… Friends, I hope you heard that. So that’s like one to 200 or something like that. It’s it’s that’s all it’s Shayla McCormick — I don’t even know. It’s low.Rich Birch — Yeah, it’s very low. It’s very low. Yes.Shayla McCormick — But we have a very, very, very high value in equipping our volunteers. Because there are people in our church that want to, they want to do. Rich Birch — Right. Shayla McCormick — They might be the doers that can help build capacity in a way that can help lift responsibility off people. We have people that come in that like, they’re like on staff, but they don’t get paid just because they want to come and they want to serve. Rich Birch — Yes.Shayla McCormick — And a lot of times I think we actually, say no for people because, oh, I don’t want to ask somebody to do another thing. But they’re like begging, use my gifts, use my talents. But we’re saying no for them. And then we’re going and hiring for these positions when it’s something that we could actually give away…Rich Birch — Yes, yes. Shayla McCormick — …and equip the saints for the work of the ministry. Rich Birch — Yes.Shayla McCormick — And for instance, in our kids’ ministry, we average at one of our locations probably about between 500 and 600 kids on the weekend. And I have one full-time staff member for that position right now.Rich Birch — Wow. Wow. Yeah.Shayla McCormick — And now we are getting ready to hire an additional person. But she has done a phenomenal job at building high-capacity leaders that are volunteers… Rich Birch — That’s good. Shayla McCormick — …that want to give their time and their energy and their resources and their passion. But I think for so many churches, we just we say no for people… Rich Birch — Yeah, 100%. Shayla McCormick — …and then we end up hiring something that we could give away in a volunteer capacity. Now that is harder on us… Rich Birch — Right. Shayla McCormick — …because you have to you know you have to teach and equip and you know pick things up, but…Rich Birch — Yeah, it’s it’s longer term. It’s it’s not it’s not a quick and easy. Shayla McCormick — Right. Rich Birch — So I want to come back to the big ask in a second. Shayla McCormick — Okay. Rich Birch — But I want I want to play a bit of the devil’s advocate. Shayla McCormick — Yes. Rich Birch — So I was having this conversation with a church leader recently, and we were looking at their staff, like their just total staffing. And we were actually having this conversation between, I was asking them like, hey, what how many of these people would you say are Ephesians 4 type people, equippers, people who are… Shayla McCormick — Yeah. Rich Birch — And then how many of these would be doers? Because every staff team has some doers on it. Like you have some percentage of them.Shayla McCormick — Yes, 100%.Rich Birch — When you, shooting from the hip of those 25, what do you think your ratio is on your team of equippers to doers? Because this is what this leader said to me. They were like, because I was kind of pushing them. I was like, I think you need to have less of these doers on your team. Like we’ve got to, we got to get not, I said, we’d have to get rid of them, but we got to grow some of these leaders up to become more multipliers.Shayla McCormick — Yep.Rich Birch — And they were like, well, but those people, they release my multiplying type people to do the work that they need to do. And I was like, yes, but if we don’t watch this ratio very quickly, we’ll we’ll end up with a bunch of doers on our team. So what would the ratio look like for you on your team? How do you think about those issues? Unpack that for me.Shayla McCormick — Yeah, I would I would say it’s maybe like a, I would say it’s maybe 10% that are, that are…Rich Birch — Right. Wow. Yeah. A couple, two or three, maybe four at the most kind of thing.Shayla McCormick — Yes, exactly, that are that are not the ones that I’m expecting. And even even them, I expect to go out and multiply as well. It’s it’s it’s part of our part of our conversations.Rich Birch — Yeah.Shayla McCormick — But it’s a very low percentage because for me, it again, it goes back to, those are things that I can equip other people to do… Rich Birch — Yes. Shayla McCormick — …that I can give ministry away. And…Rich Birch — Okay. So yeah, let’s talk about the big ask. Shayla McCormick — Okay. Rich Birch — So I hear this all the time from church leaders across the country and they’ll this is, this is how the conversation goes. They’re like, yeah, yeah. But you don’t know, like people in our part of the country, they’re very busy. Shayla McCormick — Yeah.Rich Birch — And like the people at our church, they’re kind of like a big deal. And like, they got a lot going on in their life. And like, This is true. You guys are in like the greater Fort Lauderdale area. This is a very, you are not like some backwoods, you know, place and you’re doing the big ask.Rich Birch — You’re saying, hey, you used it, which is you said like, hey, basically we’re saying, could you work part time for us in this area?Shayla McCormick — Yeah.Rich Birch — Have a huge amount of responsibility. How do you keep the big ask in front of people? How, how what’s that look like? Unpack that for us.Shayla McCormick — I mean, something that we talk about on our staff very frequently is, because it’s so natural to say, oh, they’re too busy, especially high capacity people. What I’ve what I’ve realized is is just a side note, but like, single moms are the most high-capacity people. They are the busiest people juggling the most things. But there are best people to come in and serve and do and all of that.Rich Birch — Right.Shayla McCormick — But they’re busy. Rich Birch — Right. Shayla McCormick — And so just because someone seems busy or successful or, you know, whatever barrier that you put in your brain, like, I think the reality is is we say no for them before we even ask.Rich Birch — 100%. 100%.Shayla McCormick — And so the conversations on our team always look like, are you saying no for them? Make the ask anyways. And a lot of times they’re like, oh my gosh, they said yes. I mean, I have people that run million, billion dollar companies serving in my parking team. You know, it’s like…Rich Birch — Right.Shayla McCormick — It’s, yeah, I mean, I you have people that are retired, very successful, business leaders that are coming in and volunteering to you know do finance things. Like it’s finding what are what are they great at and giving them purpose in it.Rich Birch — Yes, yes.Shayla McCormick — And not just saying no for them because I think they’re successful or they’re too busy.Rich Birch — How much of that is, because I would totally agree, how much of that is like, like what I hear you saying, it’s like a mindset issue for us as leaders. Shayla McCormick — Yes. Rich Birch — Like, hey, we can’t, even when we ask someone, we can say no before them in that question, right? We can be like, I don’t know if you could, well, you know, you’re real busy and I’m not sure blah blah, blah. And that kind of lets them off the hook before we even. So part of it is a mindset, but then part of it has to be like a structural thing, the way you’re structuring the roles. How do those two interact with each other?Shayla McCormick — Ask the question one more time.Rich Birch — So part of it is like our mindset are the, the, when we approach people, we’re asking them in a way that, you know, is casting vision for like, Hey, this is a huge opportunity to push the kingdom forward. But then also a part of it, I would assume is like the way we’re structuring the roles so that it it feels like, no, like we’re, we’re kind of, it is a big ask. Like, it’s like, we’re giving them enough responsibility and all that sort of thing. How do those interact with each other when you’re asking someone, when you’re making a big ask like that?Shayla McCormick — I mean, I think most of what I’m talking, what I’m referring to is a little bit more in the the doer space or the operational space.Rich Birch — Yep. Yep. Okay, good. Yep.Shayla McCormick — So it’s structuring things based on almost task or, you know, responsibility that can be repeated consistently and come in and just, you know, like get it done, so that I don’t have to, again, go back to hiring somebody to do these tasks to take this off of this staff member’s plate to increase their capacity. I’m basically giving those tasks and responsibilities to a volunteer. And I think a lot of times what’s scary to me is people, us, you know, churches, their first response to problem in every situation is to hire. Rich Birch — Yeah, right.Shayla McCormick — And I think if that’s your first response, you’re going to get in, trouble you’re going to get in big trouble.Rich Birch — Yeah, yeah.Shayla McCormick — And you’re going end up overstaffed because you, you staffed in seasons where attendance was growing or something again, to relieve that pressure…Rich Birch — Yes. Yeah, that’s good.Shayla McCormick — …not thinking multiplication. And if every solution is to hire, I don’t think the church has a staffing problem. actually think they probably have a discipleship problem. And like…Rich Birch — Oh, that’s good. That’s good. Shayla McCormick — …and an equipping problem because the goal is to multiply apply leaders faster so that your church grows.Rich Birch — Yeah, yeah, that’s good.Shayla McCormick — And so if we’re not thinking multiplication and equipping, then you know I think we’re gonna get to a place where, again, we’re we’re overstaffing and we’re hiring for the same things because we haven’t learned to equip and empower and train up.Rich Birch — Yeah, that’s good. Let’s double click on that. Shayla McCormick — Yeah.Rich Birch — What risks? So overstaffing, why is that a risk? What’s the there’s obviously a financial risk there. Are there other risks that you see there that emerge when a church consistently staffs for doers or execution rather than you know invest in you know equipping and raising up the people in their church? What will be some other risks you see in that?Shayla McCormick — Yeah, I think if you’re, if you, I’m trying to figure out how to frame this. If you’re not thinking multiplication, you’re going to, you’re going to hit a point in your church where like everything isn’t always up and to the right.Rich Birch — Right. Yes. True.Shayla McCormick — And so it’s not that I’m planning for failure or the difficulty, but I’m also trying to steward what has been entrusted to me, and some of that requires foresight and wisdom… Rich Birch — Yep. Shayla McCormick — …even in my planning and my budgeting. And so if one season I’m staffing something in growth, the next season might not look the same. And I’ve because I haven’t diligently given, again, Ephesians 4, given ministry away, my role, pastor’s roles, you know, like, is to equip the saints for the work of the ministry. Rich Birch — Yep.Shayla McCormick — And if I haven’t done those things properly, then I think I’m going to get a hit a season where then I’m letting staff go. Rich Birch — Right.Shayla McCormick — And, you know, or honestly, culture has become lazy because everybody doesn’t have enough to to do. And so there’s tensions and frustrations and, you know, like, and it starts you start to get a culture, I think, where you say, well, we’ll just hire for that. We’ll just hire for that. We’ll just hire for that. Instead of, okay, who’s next? Are you always developing? Like, what volunteer have you asked to do that? Have you given ministry away? And start asking our staff questions. If they’re coming to you and saying, hey, i need ah I need this role and I need this role and I need this role, the question back should be, well, who have you been developing?Rich Birch — Right.Shayla McCormick — You know, what ministry have you given away? Some of those things that just kind of push back on the solution is not always to hire somebody. Rich Birch — Right. Shayla McCormick — But what responsibility have you taken in development of people?Rich Birch — Yeah, that’s good. in the In the kids ministry area, you had referenced this earlier, you know, a campus with 500 kids and one staff, which again is is, I know there’s lots of executive pastors that are listening in that are like, what? That’s crazy. But you are, ah you have decided to add a staff member there. What was it that kind of clicked over to say, okay, yeah, we are going to add someone. And and what are what is that role that you’re adding? And how do you continue to ensure that we’re, you know, that we keep this focus as we look to the future?Shayla McCormick — For us, my kid’s pastor is obviously very high capacity, you know, and she is a multiplier. And her greatest use of her time for me is connecting with those families, is creating opportunities for them to connect, and hiring another person is going to free her up to connect more with families on the weekends, and to spend more of her time being strategic.Shayla McCormick — And so she needs to duplicate another her on the weekends that can make sure they’re facilitating volunteers and they’re making sure people are encouraged and that teams are built and that people are showing up and schedules are being done. And it’s it’s high people, but it’s also task and responsibility that comes off of her plate that frees her up to um do the thing that she’s great at.Rich Birch — Yeah, that’s fantastic.Shayla McCormick — And obviously, she’s given all that stuff away in this season, but now we’re also using that as a developmental role to potentially be a kids director at another location when we launch a location.Rich Birch — Right. Yeah. There will be more, hopefully more coastal locations in the future… Shayla McCormick — Yes. Rich Birch — …and you need to you know raise those people up now you have the ability to do that. This is one way, you know, to do that as well.Shayla McCormick — Yep. Yep. Right.Rich Birch — So put yourself in a, a, say a friend calls executive pastor calls and they’re in this kind of this topic. They feel like, man, my team is perpetually stretched.Rich Birch — We, we added a bunch of staff last year and, it just didn’t help. You know, it’s like we find it sure we’re starting out the new year here and our headcount is up, but people are as tired. They’re as burnt out as they’ve ever been. And it feels disproportionate. It feels like, oh, man, like I don’t this things are not getting better. What are they missing? What what are what’s the how would you coach them? Maybe some first steps that you would kind of help them to think about what they should be doing on this front.Shayla McCormick — So I think maybe first and foremost, I might ask what what work are you doing that really God never asked you to do, first of all? I think we, we, add a lot of things that aren’t probably the best use of people’s times. And so where have we added things that we didn’t need to add that aren’t adding value… Rich Birch — That’s good. Shayla McCormick — …that can, number one, lift something off of our team that maybe they don’t just, you know, doesn’t add value. Rich Birch — That’s good.Shayla McCormick — And so that would probably be one of the first places I would start. It was like what are what are you working on that God hasn’t asked you to do?Rich Birch — Yeah, what can we streamline? What do we need to pull back? Yeah, yeah.Shayla McCormick — Exactly. And then…Rich Birch — That’s good.Shayla McCormick — …secondarily, I think I would really focus on leaning into, and this is what we’ve done in in many seasons, is we’ve leaned into two things. Number one is starting to ask our team, like, hey, who’s who’s around you that you’re developing? I need you to pick three people, you know, and just start pouring into them. I know this this isn’t a, I know this doesn’t lift the load, necessarily in the moment, but I think it can help lift it for the future. So it’s like, hey, how am I teaching my staff to look for other leaders and developing those leaders? And the other question just went away from my mind.Rich Birch — Well, that’s a great one, though. This even it’s the idea of who are the two or three people that you’re developing, that’s a powerful idea. Because I think there’s think particularly if you’re a church that’s caught in this treadmill, um there probably are people in your orbit. There are there are volunteers that would be looking for more to do to look. But but oftentimes our team, we just they don’t see those people. They don’t because we haven’t challenged them to see those people.Shayla McCormick — It’s it’s it’s honestly a question that’s a regular part of all of our teams one-on-ones… Rich Birch — That’s cool. Shayla McCormick — …that one of the questions is, who’s next? Like you should always be replacing yourself. Rich Birch — Yeah, yeah. Who’s next? Yeah, that’s good.Shayla McCormick — And that is just a continual pipeline of people and it’s teaching them to see other people and develop people. And they know that when I come to this meeting with my leader, I need to be telling them what I did, who I’m investing in, you know, what that looks like. So that there’s like a pipeline of leadership.Shayla McCormick — And I even, like with with my own assistant, I’ll say this, she’s like, Shayla, how do I do that? It’s like I’m, she’s right, a doer, you know, she’s my assistant. But I said, honestly, the the way that there’s so much that you can give away, you can build volunteer teams to execute gift baskets when a, you know… Rich Birch — Yep. Shayla McCormick — Like there are things that we just have to teach people to start giving away… Rich Birch — Right. Shayla McCormick — …and equipping other people to do.Rich Birch — Yeah, that’s so good.Shayla McCormick — And I think it’s why I don’t I don’t use like being a large church with a small staff as like a bragging thing because I I don’t think that that’s necessarily healthy long term.Rich Birch — Yes. Shayla McCormick — But I think that it’s very strategic in how we have built a volunteer culture that is very high capacity and shows up and gets it done because we simply just haven’t said no… Rich Birch — Yep. Shayla McCormick — …and we’ve always looked for somebody else to come up underneath us.Rich Birch — Yeah, that’s good. I know for for me in seasons when I led in fast-growing churches… Shayla McCormick — Yeah. Rich Birch — …churches that were deemed as some of the fastest growing churches in the country, I would say to my… Now, I sat in a different seat than you were because I was never like a founding team member. Well, that’s not actually not true. That’s not actually not true. I was in one church. But but I always tried to hold my role with open hands, even with my team. Shayla McCormick — Yes. Rich Birch — I would say, listen, the the people that I don’t I don’t want to get in the way of the mission, the mission is bigger than my job and my role.Shayla McCormick — Yes.Rich Birch — And there might come a season when the ministry will outpace me and I need to be willing to step aside.Shayla McCormick — Yep. Yes.Rich Birch — And that whenever I said that, there was always like, it freaked people out a little bit. They were like, oh my goodness, what are you saying? What are you saying? But I do think that those people that got us here may not necessarily be those people that will get us there. I’d love to hear your thoughts on that. And and this does not apply to any of the 25 people currently employed at Coastal Church, but help us understand…Shayla McCormick — Hey, we’ve had this conversation with all of them, so it could apply to them.Rich Birch — Oh good. Okay. Okay, good. I Okay, good. I didn’t want to you know have people listen to it at your church and be like, oh my goodness. But help me understand how you think about that as a leader, because I think that’s a real dynamic in this area.Shayla McCormick — Yeah, there’s there’s two two things, two almost analogies that that I’ll give you. One was when we were a smaller church, we were a growing church, we were a church plant, and somebody gave us some some great advice. And they said, listen, the people you start with are not going to be the people you finish with, and that’s not a bad thing. That that happens. Rich Birch — Yep.Shayla McCormick — And they said, when you are building something, there’s a phase of that building that requires scaffolding. Rich Birch — Yep. Shayla McCormick — And scaffolding serves a purpose in that season to build the structure and the walls and and all of the things, but there is a point where that scaffolding has to come down… Rich Birch — Yeah. Shayla McCormick — …in order for you to utilize that building or that space effectively. Rich Birch — Yep. Shayla McCormick — And I think sometimes that’s people in a way. Like they serve a purpose for a season, but it’s not like, it’s not like oh, now they can’t serve in any capacity or any way. It’s just that the role that they played for that season was very important. But it looks different in the next season. And we have to be okay with that if we want to continue to grow.Shayla McCormick — As we’ve grown, there was actually people probably know the name Charlotte Gambill. Charlotte Gambill has invested a lot in our team and in in our church. And she came in and did a ah session with us. And one of the things that she talked with us about is like, if you think about a a vehicle, right? And that vehicle is there to get you to the destination of where you’re going. And that vehicle has tires. And those tires have to be rotated.Rich Birch — Right, oh, that’s good.Shayla McCormick — And as a team member, you are like a tire. And what you are doing is getting that vehicle to the proper destination. But if you don’t allow yourself to be rotated, then there’s going to be a problem in getting that vehicle to the location. Rich Birch — That’s good.Shayla McCormick — And so language that we use is this is mission over position. Rich Birch — Oh, that’s good.Shayla McCormick — And your position may change. Your position may rotate. But this is not about your position, this is about your mission. And if you’re not here because of the mission, then you’re gonna be fixated on your position.Shayla McCormick — And so our team knows that. We we talk about that very frequently, like, hey, remember this is mission over position. And we’re gonna we’re gonna rotate the tire today.Rich Birch — Yep.Shayla McCormick — But this is because this is for the mission, not because of your position. Rich Birch — Yeah.Shayla McCormick — And so we just consistently have those conversations. And if we if we don’t rotate those things, And if there’s something that’s worn out and we don’t change it, it’s going to affect the mission of where that organization is going.Rich Birch — Yeah, it’s so true.Shayla McCormick — Yeah.Rich Birch — That’s good. That’s, that’s worth the price of admission right there. I think, you know, I think so many of us, um you know, people who are listening in their church leaders, they love people. They want to see them take steps towards Jesus. And, you know, we hold onto people too long or we, or we, you know, we always believe the best. We’re like, no, they’re going to get there. They’re going to get there.Rich Birch — But what would you say to a leader? You know, Give us some courage to say, hey, maybe there’s a team member we need to rotate, either find a different seat on the bus, or it might be we we need to move them off this year. Like we need to get them on a performance improvement plan and do the like, hey, you’re not leaving today, but it’s like, this has got a change. You’ve got a shift from being a doer to being an equipper. And we’re going to work on this for the next three months. But we need to see, we actually actually need to see progress on this. Give us some courage to do that. Talk us through that. If that’s the if that’s the leader that’s listening in today.Shayla McCormick — I mean, I think first of all, if you’re sensing that and you’re feeling that, you need to start having some very honest conversations. I think Proverbs is very clear when it says, bind mercy and truth around your neck. Like, we can have those truthful conversations while still being merciful. And, you know, if if you’re not clear with people, then there’s just, then there’s there’s going to be hurt, there’s going to be bitterness, there’s going to be all of those things. And so if you can just even start the conversation, if you’ve been frustrated for a long time but you haven’t said anything, honestly, it’s your fault. Rich Birch — Right. Yes. Shayla McCormick — Because you’ve allowed it for so long. Rich Birch — Right. Shayla McCormick — And now that’s that’s you’ve allowed behavior to continue. So the first step I think is just giving yourself freedom to have a mercy and truth conversation, right? Of just going, hey, like I know your your heart is here I know you have vision for this organization, but there’s just some things that need to adjust. Rich Birch — Right.Shayla McCormick — And so we’re going to bring some clarity to those things that need to adjust.Rich Birch — That’s good.Shayla McCormick — And you have those conversations and then, hey, let’s check in a month from now and just here’s some action steps for you to do. And it just gives framework for like, okay, now if they’re not doing those things, you’re just like, you know, hey, do you, we asked the question, do you get it? Do you want it? And do you have the capacity to do it? Rich Birch — That’s good.Shayla McCormick — If they have, if they get it and they want it, but they don’t have the capacity, they have to change their seat, you know.Rich Birch — Yeah, that’s good.Shayla McCormick — And so for me, I think it’s really starting off with the clarifying conversation… Rich Birch — Yeah. Shayla McCormick — …if you haven’t had that. Rich Birch — Yeah, that’s good. Shayla McCormick — And in that clarifying conversation leads to either an off-ramp or an adjustment of seat.Rich Birch — Yeah. Yeah, that’s so good. I know that there are people who are listening in who that you know, like, hey, I’ve got to make a change. I have this staff member, team member that’s got to make a change. We can’t do this for another year. And even that idea of sitting down, having a you know, a truthful, but merciful conversation and doing exactly what Shayla said there. Let’s have the conversation and then document it. Shayla McCormick — Yes.Rich Birch — Here’s exactly what we talked about. Here are the three or four things that we need to see progress in the next month on. And we love you dearly, but in a month, we’re going to come back and actually ask you on that. My experience has been when you have that…Shayla McCormick — And even…Rich Birch — Yeah, go ahead.Shayla McCormick — …even asking at the end of that, like, hey, do you have any questions? Or even repeat back to me what you heard… Rich Birch — Right. Shayla McCormick — …because I want to understand how you’re receiving the information that I just gave you, because it can help you even go a little bit deeper in shaping that.Rich Birch — Clarify it. Yeah, that’s so good. Well, this has been a great conversation. Question that’s not really, it’s just kind of a broader question… Shayla McCormick — OK. Rich Birch — …about this coming year. What are the what are the questions that are kicking around in your head for this year as you look to 2026 as we come to kind of close today’s episode? What are you thinking about? Might be around this. It might be around other stuff. What are you thinking about this year?Shayla McCormick — Ooh, I was actually talking to my husband about this. We’re getting ready to go into a leadership team meeting, and the thing that’s just been sitting in my head, and this is so probably counterintuitive to large church, but it’s how can I grow smaller?Rich Birch — That’s good.Shayla McCormick — And so I’m just trying to think how can we be more intentional as we grow to make a large church feel small? And then I’m also thinking, are we building a church that can grow without us? So how, you know, is it only because of us that things are happening? Or how are we, again, ah equipping people that if we weren’t here, it would continue on? Rich Birch — I love that.Shayla McCormick — So how do I grow smaller? And would this survive without us?Rich Birch — Wow, those are two super profound questions. And they are so totally related to what we’re talking about today. Both of those, you’re only going to get to it feeling smaller. You know, that is that is the great irony of a growing church. I’ve said that to many. I didn’t I wasn’t as eloquent as you were there, but one of the, the interesting kind of tensions is when you become a church of 5,000, 10,000, 15,000, you get around those circles. Those churches are asking the, how do we be more intimate? How do we, um you know, we, okay. So we figured out how to gather crowds and, but how do we go beyond that? Right. How do we, how do we now, you know, really drive into deeper, more intimate conversations? I love that. And yes.Shayla McCormick — Systems just complicate things. Rich Birch — Yes. Shayla McCormick — So it’s like, how do you how do you simplify? I really appreciate you, appreciate your leadership and all that you’re doing and how you helped us today. And if people want to track with you or with the church, where do we want to send them online?Shayla McCormick — Yeah, they can follow our church on Instagram. It’s at Coastal Church or visit our website, coastalcommunity.tv. I’m not super active on Instagram, but you can follow me if you want to @shaylamccormick.Rich Birch — That’s great. Shayla, I really appreciate you being here today. And thanks so much for helping us out as we kick off 2026.Shayla McCormick — Of course. Thanks so much, Rich.

Many leaders are trained to believe that progress requires adding more effort, more meetings, more strategies, more pressure. But often, the real work of leadership is like curling: sweeping away friction so momentum can build naturally.Gayle Lantz challenges the "badge of honor" mentality around working harder and introduces a different approach, leading with a broom, not a bulldozer.As Gayle explains, "Most of the leaders I work with don't have a motivation problem. They have a friction problem."Find the full show notes at:https://workmatters.com/Leaders---Sweep-Away-What-Slows-You-Down-Now

Ever notice you're second-guessing decisions you used to make without breaking a sweat? That's not growth. That's overload. In this episode, Tammy calls out why smart, capable leaders are freezing at the worst possible moments—and how waiting for certainty, consensus, or Slack approval is quietly killing momentum, trust, and leadership credibility. This is a fast, direct, "cattle prod" conversation about decisiveness as a discipline, not bravado—and why movement creates clarity while waiting destroys it. If you've been stalling, hedging, or hoping one more opinion will magically make the decision easier… this one's for you. What We Get Into Why indecision isn't wisdom—it's too much input and not enough command How leaders get trapped between downstream fear (team fallout) and upstream pressure (boardroom decisions without them) The dangerous lie of "leadership by Slack comments" A real story of a leader who had authority—but gave it away to opinions How waiting for certainty abandons momentum and burns out your people Why neutrality is not neutral—and how delay creates confusion, not safety The truth bomb: When everyone's opinion matters, leadership disappears Key Takeaways (Read These Twice) Humans struggle to decide when: Stakes feel permanent Judgment feels public Mistakes feel unforgivable Waiting for certainty doesn't make you wise—it makes you stuck Decisiveness is a practice, not a personality trait You don't need all the information—you need enough, and you decide what "enough" means Strong leaders decide what can be adjusted later instead of freezing now Movement creates clarity. Waiting kills it. The Leadership Reset Moment Ask yourself: What information is actually necessary to decide? Who truly needs a voice—and who doesn't? What am I willing to course-correct after I move? Where has my delay already cost trust, momentum, or energy? Then decide. Not recklessly. Not loudly. Deliberately. Final Truth Bomb Waiting for certainty is how good leaders quietly derail their teams. And remember: When everyone's opinion matters, leadership disappears. Call to Action If you know a leader who's stalling, hedging, or letting Slack run the show—share this episode with them. Because leadership isn't inherited. It's practiced. And today was a practice rep.

In this special episode of the Group Practice Accelerator podcast, host Jamie West Falasz sits down with Polaris CEO Diwakar Sinha and Midmark's Ted Kehagias for an exclusive preview of Multisite Mastery: Designing Growth with Confidence, the transformational event for group practice leaders ready kick expansion into high gear coming this March.Whether you're preparing to open your next location or scaling to ten, fifteen, twenty, or more, this conversation breaks down the strategies, insights, and real-world expertise you can expect. You'll hear from the minds shaping the event: multisite growth experts, operations and design leaders, and real-world operators who've been there and built it - and why the Midmark Experience Center in Versailles, OH provides the perfect environment to reimagine your expansion playbook.If structure, confidence, and intentional growth are on your wish list, this episode sets the tone for what's coming March 25–27.Learn more and register HERE

SummaryIn this conversation, Russ Hawkins, CEO of Agilence, shares his journey from intrapreneurship to leading a successful data analytics company. He discusses the importance of innovation, leadership, and understanding market trends, particularly in the context of AI and technology. Russ emphasizes the need for growth, strategic direction, and the value of customer relationships in business. He also provides practical advice for founders on navigating the challenges of entrepreneurship and the importance of bootstrapping before seeking external capital.TakeawaysRuss Hawkins has a rich background in both intrapreneurship and entrepreneurship.He emphasizes the importance of innovation within large companies.Understanding customer needs is crucial for business success.AI is a significant trend that can enhance business operations.Leaders must be willing to pivot and change strategies when necessary.Building strong relationships with customers is key to growth.Founders should bootstrap their businesses as long as possible before seeking external funding.Effective leadership involves knowing when to make tough decisions about personnel.Russ advocates for a data-driven approach to decision-making.The ability to adapt to technological changes is essential for long-term success.Chapters00:00 Introduction and Background11:07 Intrapreneurship and Innovation19:42 Leadership and Change Management26:53 Trends in Technology and AI32:01 Leveraging AI for Contract Management34:25 AI's Impact on Productivity and Development36:16 The Evolution of Technology and Bandwidth38:17 Embracing Change: The Role of AI in Business40:09 The CEO's Perspective on Hiring and Staffing42:31 Strategic Direction and Capital Allocation44:25 The Importance of People in Business46:27 Customer-Centric Business Strategies48:32 Knowing When to Pivot or Cut Losses57:22 Advice for Founders: Bootstrap and Retain ControlConnect with Russ: Website: https://www.agilenceinc.com/Credits:Hosted by Ryan RoghaarProduced by Ryan RoghaarTheme music: "Perfect Day" by OPM  The Eggs Podcast Spotify playlist:bit.ly/eggstunesThe Plugs:The Show: eggscast.com@eggshow on X and InstagramOn iTunes: itun.es/i6dX3pCOnStitcher: bit.ly/eggs_on_stitcherAlso available on Google Play Music!Mike "DJ Ontic": Shows and info: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠djontic.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@djontic on twitterRyan Roghaar:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠rogha.ar

Welcome to the Influence Podcast! I'm George P. Wood, executive editor of Influence magazine and your host. "The founders of the Assemblies of God believed they were experiencing a significant historical moment," writes Daniel Isgrigg. "They recognized God was moving by His Spirit to enable them to evangelize the world. Leaders were set apart by their understanding that this mission could not be accomplished without the Spirit and without each other." In this episode, I talk to Daniel Isgrigg about his new book, The Assemblies of God: Our Story, from which this quotation comes. Isgrigg is associate professor of the History of Spirit-empowered Christianity at Oral Roberts University and an ordained Assemblies of God minister. He is also author of Imagining the Future: The Origin, Development, and Future of Assemblies of God Eschatology and Aspects of Assemblies of God Origins. I interviewed him about these books in Episodes 277 and 359, respectively. My conversation with Daniel Isgrigg begins after a brief word from our sponsor.   SponsorThis episode of the Influence Podcast is brought to you by Gospel Publishing House, publishers of A Disciple's Growth: 7 Dimensions of Spiritual Formation. In A Disciple's Growth, Elly Marroquin provides a clear and practical roadmap for following Jesus with depth and purpose. Drawing from Scripture, the power of the Holy Spirit, and real-life examples, she outlines seven key dimensions of spiritual formation—Bible, Holy Spirit, missions, prayer, worship, service, and generosity—that shape believers into fully devoted disciples. For more information about A Disciple's Growth visit GospelPublishingHouse.com.   Show Notes 00:00 — Introduction and Sponsor Ad 03:13 — Why should Assemblies of God ministers be interested in church history generally and AG history specifically? 08:43 — How is your new history of the Assemblies of God similar to and different from previous AG histories? 14:27 — Along with Azusa Street, what are the various streams of Christianity that flowed into the AG. 21:35 — What are the three or four major theological controversies that helped refine AG identity? 32:48 — How does the commitment to evangelism and missions explain AG growth and diversification? 37:03 — What are three or four major ways in which the Assemblies of God has changed over the years? And how has it remained the same? 45:57 — What are some things that people routinely misunderstand about the AG, whether inside or outside the Movement? 50:32 — What are you reading right now that is interesting, helpful, and/or personally challenging? 52:58 — Conclusion

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Episode 292 features Scott Love interviewing culture-transformation author and speaker Greg Hawks about his book Act Like an Owner: Five Unlocks for Creating Culture People Love and Results Leaders Need. Hawks frames workplace behavior through a simple but sticky metaphor drawn from his years as a landlord: in every organization you have owners (people who take responsibility and treat the “house” like it's theirs), renters (people who do their jobs but don't emotionally invest), and vandals (people who actively damage culture through blame, excuses, and disregard). A key point is that “acting like an owner” isn't reserved for people with equity—anyone can adopt an owner mindset, and leaders of even small teams can influence culture by clarifying what commitment looks like, building trust, and refusing to tolerate “vandal” behavior that demoralizes everyone else. Hawks also emphasizes that culture improvement is often less about elaborate programs and more about consistent, practical behaviors that create momentum. He highlights the value of clear standards and accountability (commitment measured by responsibility rather than hours), and “activating lasting value” through simple, specific encouragement that accelerates trust (“people like people who like them”). He argues the real leverage move isn't obsessing over disengaged “renters” but addressing actively disengaged “vandals,” because removing toxic behavior makes it safe for others to re-invest. The conversation closes with actionable guidance: think beyond your own “room” and care about the whole “house,” notice and affirm positive behaviors in others regularly, and ask yourself in every situation whether you're owning outcomes or defaulting to blame. Visit: https://therainmakingpodcast.com/ YouTube: https://youtu.be/iTqcAs6HCyc ----------------------------------------

Episode 182 features Kate Lemerich, Supervisor of Secondary STEM and Co-Chair of Metuchen Public School Sustainability Committee in New Jersey, Nikki Silipino , a RegionalOperations Associate at Share My Meals, and Sarah Teti with the First Presbyterian Food Pantry in Metuchen. Working together, they carry out the meal recovery program in Metuchen Public Schools.

Dans cet épisode de L'Entreprise de demain, il est question de leadership exercé sur vingt-cinq ans entre trois cultures, où l'exigence absolue sur l'identité de marque se conjugue avec humilité managériale.J'ai le plaisir et l'honneur de recevoir aujourd'hui Alain Bernard, dirigeant international dans l'univers du luxe. Il a dirigé Van Cleef & Arpels au Japon puis aux États-Unis, pris la tête de Richemont Amérique du Nord, et est aujourd'hui, entre autres, Board Member de Messika. Son parcours manager est celui d'un ingénieur devenu manager-coach, capable d'articuler vision créative et rigueur opérationnelle dans des environnements multiculturels exigeants.L'échange révèle une posture managériale singulière, construite sur une conviction forte : dans le luxe comme ailleurs, "les choses vraiment importantes, il n'y en a pas beaucoup". Alain décrit comment cette capacité de discernement, savoir distinguer l'essentiel dans le bombardement quotidien d'informations et de sollicitations, structure toute sa pratique managériale. Il explique pourquoi le luxe, c'est "dire non à 99% des opportunités" pour rester obsessionnellement clair sur l'identité de sa marque.Une large partie de l'épisode est consacrée à ce qu'Alain appelle l'équilibre "cerveau gauche, cerveau droit" : comment un profil analytique et structuré développe une sensibilité humaine, produit et créative pour manager efficacement dans un univers où cohabitent artisans, créatifs et industriels. Il raconte l'anecdote du séminaire stratégique chez Van Cleef où le consultant a été renvoyé au bout d'un jour : "le vrai exercice, c'est de savoir qui on est vraiment. Si on est très clair sur cette identité, il n'y a même plus besoin de parler stratégie."L'épisode aborde également la transformation progressive d'Alain vers une posture de manager-coach, où la transmission prend le pas sur le contrôle. Il décrit comment il s'est mis volontairement en retrait sur des sujets qu'il maîtrise moins (retail, produit, marketing), pour se concentrer sur ce qu'il sait faire : aider les gens à grandir, à prendre du recul, à discerner. Il partage son ambition pour les dix prochaines années : être comme quelqu'un qui a aidé 2-3 personnes à grandir, avec qui "on s'est bien marrés à travailler ensemble". Cette approche reflète un impact managérial centré sur l'engagement des collaborateurs et leur développement.L'échange traverse également les différences culturelles France-Japon-États-Unis, non comme un catalogue de stéréotypes, mais comme un terrain d'apprentissage sur l'adaptation de posture, la gestion de la performance et les rapports au collectif. Alain Bernard décrit comment chaque culture l'a transformé : le Japon lui a appris la patience et le temps long, les États-Unis l'ont poussé à assumer son ambition et sa clarté de vision. Ces années ont façonné sa transformation du management, passant d'une posture de contrôle à un leadership "d'accompagnement".Cet épisode apporte des repères concrets et profondément humains aux managers qui cherchent à construire une pratique de leadership durable, fondée sur le discernement, l'identité claire et la transmission. Alain Bernard incarne une approche managériale rare : faire les choses très sérieusement sans jamais se prendre au sérieux, et considérer le monde professionnel comme "une grande scène de théâtre" où l'on joue sa partition du mieux possible, avant d'en ressortir.S'inscrire à la newsletter gratuite Le Cercle des Leaders de demain :

What does it look like to lead when the stakes are high and the answers aren't clear? In this episode of Believe Behave Become, we sit down with Dr. Lauren Templeton, nationally recognized hospice physician and educator, to explore how humility, preparation, and active listening shape exceptional leadership. Dr. Templeton shares her unexpected journey into hospice care, her passion for hard conversations, and why leaders don't need to have all the answers to be effective. From navigating emotionally charged situations to leading through uncertainty, this conversation highlights how education and connection empower leaders to show up with confidence, compassion, and credibility.What You'll Learn:Why listening first is one of the most powerful leadership skillsHow humility builds trust and strengthens leadership presenceThe role preparation plays in navigating hard conversationsWhy leaders don't need all the answers, but do need the right questionsHow education and clarity create confidence for teams and cliniciansWhat COVID taught us about vulnerability, leadership, and connectionHow ownership includes both accountability and humilityWhy embracing the full human experience, including laughter, makes leaders more effective⁠Connect with us everywhere!

Ohio leaders and experts react to the latest deaths by federal officers in Minneapolis Videos of the deaths of two American citizens, Renee Nicole Good and Alex Pretti at the hands of federal immigration officers in Minneapolis this month have caused outrage in communities across the country. The deaths occurred amid protests over President Donald Trump's deployment of Immigration and Customs Enforcement, or ICE, in Democratic-controlled cities. Critics have pointed out contradictions in the Trump administration's justification of the killing - painting the victims as safety threats, versus the bystander footage. Some lawmakers across the country, including a growing number of Republicans, such as Ohio U.S. Senator Jon Husted and Bay Village Congressman Max Miller have called for a thorough investigation into the incident. Democrats have called for the impeachment and removal of Kristi Noem, U.S. Department of Homeland Security Secretary. And citizens across the country, including a coalition of Cleveland religious leaders, students and activists have announced plans to join a general strike Jan. 30 that calls for the abolition of ICE. Thursday on the "Sound of Ideas," we're going to discuss the latest events in Minneapolis, and how communities in Ohio are responding. We'll also learn what rights people have when encountering ICE with an immigration lawyer. Guests: - Ayla Blumenthal, Immigration attorney, Margaret W. Wong & Associates - Jeff Wensing, President, Ohio Education Association - U.S. Rep. Max Miller, 7th District of Ohio "The Menu" looks at the best new dining options in 2026 Later in the hour, we'll get another installment of "The Menu", our food series that's produced in partnership with the folks at Cleveland Magazine. The menu debuted in 2025 - and we heard from chefs and small business owners, celebrated regional restaurants, and looked at the biggest food trends in Northeast Ohio. In this episode, we'll hear about the best eats for 2026. Guest: - Dillon Stewart, Editor, Cleveland Magazine "Shuffle" music podcast Finally this hour, Frida Mann always wanted to pursue music, but that was at odds with her Orthodox Jewish lifestyle. Eventually, she could no longer fight that urge to sing, and she is now on a journey toward independence and self-expression. On this week's Shuffle, Ideastream Public Media's Amanda Rabinowitz talks with Mann about how music helped her navigate that path. Guests: - Amanda Rabinowitz, Host, Ideastream Public Media - Frida Mann, Musician

Agriculture and Agri-Food Canada (AAFC) has confirmed plans to close seven federal research facilities across the country, including the Lacombe Research and Development Centre in central Alberta. The move is part of a broader federal expenditure review that will eliminate hundreds of positions, with over 100 jobs affected at Lacombe alone. AAFC says the changes... Read More

Local officials and advocates in Maine are reacting cautiously after hearing ICE may wind down its "enhanced" operations in Maine.

Send us a text This week Greg sat down with Ken Wojnarowski. Ken is a Teaching Elder at Grace Presbyterian Church and host of the Forward by Faith Podcast. They discussed the importance of Fathers leading their families in worship and singing. If you are a young father and husband, we would recommend this episode, as their were many best practices discussed. Enjoy! Click HERE for your free consultation with Dominion Wealth Strategists Click HERE for the best cigars 1689 Cigars has to offer! Click HERE for your complete seating and furnishing needs from K&K Furnishing Covenant Real Estate: "Confidence from Contract to Close" Facebook: Dead Men Walking PodcastYoutube: Dead Men Walking PodcastInstagram: @DeadMenWalkingPodcastTwitter X: @RealDMWPodcastExclusive Content: PubTV AppSupport the show Get your free consultation with Dominion Wealth Strategists today! The only distinctly reformed wealth company! CLICK HERE! 1689 Cigars: The absolute best cigars on earth! Check out out the Dead Men Walking snarky merch HERE! Build something for God's glory through Covenant Real Estate! Greg Moore Jr. can help you buy, sell, and invest! Call him at (734) 731-GREG or visit www.covenant.realestate

Silence in leadership is rarely intentional — but it's never neutral.In this short R@W Note episode of Relationships at Work, Russel Lolacher explores how delayed communication, hesitation, and “waiting until we know more” can unintentionally create confusion, anxiety, and cultural drift on teams.Leaders often hold back for good reasons: they want clarity, the right answer, or more information. But while leaders are thinking, teams are interpreting — filling gaps with assumptions, stories, and uncertainty.This episode reframes leadership presence as communication in progress — not perfection — and offers practical ways to lead with clarity even when decisions aren't final.Because leadership isn't about speaking last. It's about speaking when it matters most.And connect with me for more great content! Sign Up for R@W Notes Subscribe on Youtube Follow on Linkedin Follow on Instagram Follow me on Threads Follow on TikTok Email me anytime

Top officials at the Department of Homeland Security will testify in front of the House next month. Acting Immigration and Customs Enforcement Director Todd Lyons, Customs and Border Protection Commissioner Rodney Scott and U.S. Citizenship and Immigration Services Director Joseph Edlow are all slated to testify February 10 in front of the Homeland Security Committee. They'll face a barrage of questions about the Trump administration's immigration crackdown. Homeland Security Committee Chairman Andrew Garbarino says transparency and communication are needed to “turn the temperature down.” See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Gregory Copley recounts King Charles correcting President Trump on protocol, with the President accepting the royal guidance—a notable moment of deference during the state interactions between the two leaders.1900COTSWOLDS

CNBC Leaders Playbook features candid conversations with the world's top CEOs and business leaders about how they think, decide, and lead, hosted by CNBC Senior Media & Tech Correspondent Julia Boorstin.In this episode, Lowe's CEO Marvin Ellison and Executive Vice President of Human Resources Janice Dupré discuss bringing new life to the home improvement brand and how they delivered a multibillion-dollar upgrade, from the sales floor to the supply chain. All-new episodes air Wednesdays at 10PM ET/PT on CNBC. Visit CNBC.com/LeadersPlaybook for more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

CNBC Leaders Playbook features candid conversations with the world's top CEOs and business leaders about how they think, decide, and lead, hosted by CNBC Senior Media & Tech Correspondent Julia Boorstin.In this episode, Airbnb CEO Brian Chesky discusses how he went from an industrial design major to tech founder and CEO of thehome sharing app which forever changed the way we travel, plus the major shift in his approach to leadership. All-new episodes air Wednesdays at 10PM ET/PT on CNBC. Visit CNBC.com/LeadersPlaybook for more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

   This special episode of WarDocs celebrates the 125th anniversary of the Army Nurse Corps by bringing together four distinguished leaders: Brigadier General Jamie Burk (27th ANC Chief), Retired Major General Jimmie Keenan (24th ANC Chief), Retired Brigadier General Bill Bester (21st ANC Chief), and Retired Brigadier General Clara Adams-Ender (18th ANC Chief). The conversation spans eight decades of history, tracing the evolution of the Corps from the Cold War and Vietnam eras to the persistent conflicts following 9/11. Each leader shares their "origin story," revealing the diverse paths—from ROTC scholarships to financial necessity—that led them to a career in military nursing. They discuss the professionalization of the Corps, including the implementation of baccalaureate requirements and advanced practice nursing, which ensured that Army nurses were prepared for both clinical excellence in medical centers and life-saving care on the battlefield.    The episode delves into pivotal moments in military medicine, such as the immediate response to the 9/11 attacks at the Pentagon and the critical efforts to rebuild trust in the care of wounded warriors through the Warrior Transition Units. The Corps Chiefs emphasize that the Army Nurse Corps is the "engine" and "heartbeat" of the Army Health System, defined by its projection of empathy and its fierce advocacy for the warfighter. They discuss the importance of mentorship, explaining how coaches and mentors encouraged them to pursue leadership roles where they could influence policy and "influence more hands" than they could at the bedside alone. Through the lens of these four pioneers, listeners gain an appreciation for the values of loyalty, duty, and personal courage that remain the core of the Corps. Join us in honoring the legacy of those who have served and those who continue to care for America's sons and daughters.   Chapters (00:00-14:13) Introduction and the Current State of the Corps with BG Jamie Burk (14:14-20:57) Rebuilding Trust and Honoring Sacrifice with MG(R) Jimmie Keenan (20:58-35:31) Force Projection and Professional Evolution with BG(R) Bill Bester (35:32-50:17) Policy, Leadership, and the Nursing Lifeline with BG(R) Clara Adams-Ender   Chapter Summaries (00:00-14:13) Introduction and the Current State of the Corps with BG Jamie Burk: The current Chief discusses her background from East Tennessee and the "origin story" of her journey from a biology major to a nursing leader. She highlights how the Corps has risen to the challenges of persistent conflict and previews the upcoming 125th-anniversary celebrations. (14:14-20:57) Rebuilding Trust and Honoring Sacrifice with MG(R) Jimmie Keenan: This section focuses on the transition of the Corps to a complex, volatile environment and the crucial role nurses played in rebuilding trust with wounded service members. The chapter concludes with a poignant tribute to the selfless service and sacrifice of Captain Jennifer Moreno. (20:58-35:31) Force Projection and Professional Evolution with BG(R) Bill Bester: BG Bester recounts the shift from peacetime healthcare to wartime readiness, emphasizing the increased educational standards and research initiatives within the Corps. He provides a unique perspective on being the only medical general in the Pentagon during the 9/11 attacks and the subsequent mobilization. (35:32-50:17) Policy, Leadership, and the Nursing Lifeline with BG(R) Clara Adams-Ender: The 18th Chief shares her journey of 34 years, emphasizing the need for nurses to transition from the bedside to policy-making to "influence more hands." She describes the nurse as the essential lifeline of the healthcare system and encourages young nurses to maintain their seat at the table.   Take Home Messages Adaptability to the Operational Environment: The Army Nurse Corps has successfully evolved through various eras, from the Cold War to the Global War on Terror, by maintaining a dual identity as both soldiers and clinical experts. Leaders must remain flexible and ready to pivot from peacetime healthcare delivery to far-forward surgical support as the mission dictates. The Power of Advocacy and Policy: While clinical work at the bedside is the foundation of the profession, true systemic change occurs when nursing leaders step into executive roles to write policy and influence broader healthcare outcomes. Having a "seat at the table" ensures that the nursing perspective is represented in critical decision-making processes that affect patient care. Resilience Through Core Values: The enduring success of the Corps over 125 years is rooted in the Army values of loyalty, duty, and selfless service, which are personified by the actions of individual nurses on the battlefield. These values provide the moral compass necessary to navigate the volatility and ambiguity of modern military medicine. Investing in Professional Growth: Continuous development through specialty training, advanced degrees, and research is essential for maintaining the high standards of the Corps. Mentorship plays a pivotal role in this growth, as experienced leaders identify and coach the next generation to take on challenges they may not yet see in themselves. The Nurse as the System Engine: Nursing is the heartbeat of the Army Health System, acting as the primary lifeline for patients and a critical advocate for the warfighter. The "secret power" of the Corps lies in its ability to project empathy while simultaneously managing the complex logistics of medical readiness and force projection.   Episode Keywords Army Nurse Corps, Military Nursing, Army Medicine, Nursing Leadership, 125th Anniversary, Nurse Corps Chiefs, WarDocs Podcast, Military Healthcare, Patient Centered Care, Wounded Warrior, Combat Nursing, Nursing Education, Advanced Practice Nursing, Military History, Army Values, Force Readiness, Healthcare Policy, Nursing Research, 9/11 Pentagon, Clinical Excellence, Veteran Stories, Army Health System, Nurse Mentorship, Army ROTC, Medical History, Soldier Medic, Nursing Tradition, Executive Nursing, Nurse Advocacy, Military Medicine History Hashtags #ArmyNurseCorps, #WarDocs, #MilitaryMedicine, #NursingLeadership, #ArmyNursing, #NurseCorps125, #MilitaryNursing, #ArmyMedicine   Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation.   Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast

Ray Clark shares as a part of the youngadultstoday 2026 digital conference! Be sure to join one of our Coaching Communities: www.youngadults.today/coaching-communities You're invited to our youngadultstoday leader conference March 13-14th in Minnesota: www.youngadults.today/conference 

In this episode of The John Eades Podcast, I sit down with Dan Casey and Griffin Brand, co-authors of Bring Your Own Pencil. At its core, this conversation is about preparation, discipline, and respect. Not as buzzwords, but as daily practices that quietly separate professionals from amateurs. Dan and Griffin share stories and principles behind the idea of "bringing your own pencil," the mindset of taking ownership before you're asked, and why leaders who prepare consistently earn trust faster and sustain credibility longer. We talk about: Why preparation is a signal of respect for others How leaders lose influence when they rely on talent alone The difference between showing up and showing up ready This is a practical conversation for leaders who care about standards, growth, and doing the work before the spotlight ever turns on. Get the book here: https://www.amazon.com/Bring-Your-Own-Pencil-Playbook/dp/B0GGC8JTL4

This final episode of A Call to Leadership is not a goodbye, but a recalibration. Dr. Nate Salah reflects on 312 episodes of leadership lessons centered on alignment, stewardship, integrity, and obedience. This conversation challenges leaders to examine the cost of success, the health of their inner life, and the legacy they are building in business, family, and faith. Press play for a powerful closing reflection on leadership that lasts beyond applause.Key Takeaways To Listen ForWhy obedience often brings resistance before it brings clarityHow joy grounded in Christ remains steady even when circumstances shiftThe role alignment plays in preventing success from quietly costing your peaceWhen leadership begins to collapse privately long before it shows publiclyWays spiritual pressure forms resilient, purpose-driven Christian leadersConnect With UsMaster your context with real results leadership training!To learn more, visit our website at www.greatsummit.com.For tax, bookkeeping, or accounting help, contact Dr. Nate's team at www.theincometaxcenter.com or send an email to info@theincometaxcenter.com.Follow Dr. Nate on His Social MediaLinkedIn: Nate Salah, Ph.DInstagram: @natesalah Facebook: Nate SalahTikTok: @drnatesalahClubhouse: @natesalah

There's a significant disconnect playing out in organizations right now. Leaders understand AI is probably the most transformative technology of their lifetimes. They're making bold announcements and setting ambitious targets. Yet they're not providing the structures, ownership, or vision needed to drive real change. The result? Small pilots, incremental efficiency gains, and nowhere near the transformation everyone keeps talking about. The issue isn't the technology. Organizations simply aren't wired for transformative change, particularly when it cuts across departments and functions. Nobody owns it, and there's no clear model for what the future should look like. The implications for talent, skills, and how we think about work are enormous. What does it actually take to rewire an organization for the AI era? My guest this week is Stephen Wunker, co-author of "AI and the Octopus Organization". In our conversation, he shares what's really happening, what's holding companies back, and what this means for talent professionals. In the interview, we discuss: The gap between what CEOs are saying and what is actually happening What is holding AI transformation back Distributed innovation What is an “Octopus Organization”? The role of human judgement and the need for more critical thinking Examples of companies that are succeeding Talent and culture What will happen to the adoption rate? Where will we be in two years' time? Follow this podcast on Apple Podcasts. Follow this podcast on Spotify. A full transcript will appear here shortly.

In this episode, Rick shares his interview with Brendan P. Keegan, visionary CEO, board leader, bestselling author, and founder of bFEARLESS Ventures, an investment and advisory firm built on courage, clarity, and bold action.He shares how leadership first took root in his life at a young age, shaped by mentorship, service, and the belief that leadership is a gift you must choose to accept. Brendan reflects on leading six companies through successful exits, raising over $10 billion in capital, and why his true mission today is building one million fearless leaders.This powerful conversation explores mentorship, curiosity, service, and the responsibility leaders have to lift others as they climb. Brendan reveals why true impact is not measured by titles or numbers, but by the people you empower and the legacy you leave behind.This episode is a MUST-LISTEN!

In this episode, Karen shares 6 tips on what confident leaders do before they speak and how you can, too. These are things to do before even walking in the room to present or have a conversation.Learn how Karen's failure in one of her first corporate training presentations was the catalyst to put a fire in her to realize the value of preparation, changing her behavior and results in her next presentation.  Listen for examples and use these practical tips:Tip #1: They get clear on the outcome.Tip #2: They decide how they want to show up.Tip #3: They regulate their body (breath and posture)Tip #4: They choose simplicity over impressingTip #5: They trust their experienceTip #6: Preparation creates presence (record yourself on video and watch it back!)Listen for more stories and examples to help you be more confident in your next conversation and be seen as the influential leader that you are. Favor to AskIf you enjoy this podcast, please leave a review on Amazon or wherever you listen. Your reviews help more people find the show and start communicating with greater confidence and ease. Some resources for you:Come to my first-ever retreat! If you're an executive woman looking to become a more confident communicator and uplevel your presence and ability to command any room, join us HERE. It's April 30-May 3.Get 3 Strategies to Speak Up in Meetings here. Project more confidence and credibility with my free tips: 9 Words to Avoid & What to Say Instead: Words to Avoid | Karen LaosMy book “Trust Your Own Voice”: https://karenlaos.com/book/Connect with me:Website: https://www.karenlaos.com/Instagram: https://www.instagram.com/karenlaosofficial Episodes also available on YouTube:https://www.youtube.com/channel/UCEwQoTGdJX5eME0ccBKiKng/videos About me:Many years ago I found myself tongue-tied in a boardroom, my colleagues and executives staring at me. My stomach in my throat, I was unable to get the words out (in spite of being in a senior leadership role). Then, I heard my boss shut down the meeting. My heart sank. I was mortified. She pulled me aside and said, "You didn't trust your gut. You could've tabled the meeting like I did."Why didn't that option occur to me in the moment? Why did I feel like I needed permission?That was the day I set out to change. I began a journey of personal growth to discover the root of the problem. Once I did, I wanted every woman to experience that same freedom.I'm now on a mission to silence self-doubt in 10 million women in 10 years by giving them simple strategies to speak up and ask for what they want in the boardroom and beyond, resulting in more clients, job promotions, and negotiation wins.Companies like NASA, Netflix, Google, and Sephora have been propelled toward more effective communication skills through my signature framework, The Confidence Cocktail™.This is your invitation to step into your most confident self so you can catapult your career! Karen Laos, Communication Expert and Confidence Cultivator, leverages 25 years in the boardroom and speaking on the world's most coveted stages such as Google and NASA to transform missed opportunities into wins. She is fiercely committed to her mission of eradicating self-doubt in 10 million women by giving them practical strategies to ask for what they want in the boardroom and beyond. She guides corporations and individuals with her tested communication model to generate consistent results through her Powerful Presence Keynote: How to Be an Influential Communicator. Get my free tips: 9 Words to Avoid & What to Say Instead: Words to Avoid | Karen Laos Connect with me:Website: https://www.karenlaos.com/Instagram: https://www.instagram.com/karenlaosofficial Facebook: Ignite Your Confidence with Karen Laos: https://www.facebook.com/groups/karenlaosconsultingLinkedIn: https://www.linkedin.com/in/karenlaos/Episodes also available on YouTube:https://www.youtube.com/channel/UCEwQoTGdJX5eME0ccBKiKng/videosMy book “Trust Your Own Voice”: https://karenlaos.com/book/

In a world where change is constant and certainty is rare, learning agility has become one of the most critical leadership capabilities for long-term success. Leaders who thrive today are not defined by what they know, but by how quickly they learn, adapt, and apply new insights in real time. Learning agility— the ability to continuously learn, unlearn, and relearn— is positioned as a leadership differentiator that fuels growth, relevance, and trust across every level of an organization. We touch on how learning agility shows up with elite athletes, musicians, and through everyday leadership moments.  Learning agility enables leaders to navigate ambiguity and adapt rapidly to changes.  They seek out and embrace feedback, stay curious and take ownership of their personal development. We also uncover practical ways leaders can build learning into their daily routines through micro-learning, coaching, peer groups, and intentional reflection. The takeaway is clear: learning-agile leaders don't just improve themselves—they model a culture of growth that allows their teams and organizations to thrive. Never stop learning and visit AppMeetup.com and Amazon for our learning resources.     Timestamps: Grow in Self-Awareness 9:51 Career Impact 13:19 Choose Curiosity 16:11

As he considers a 2028 presidential run, Rahm Emanuel joined us in studio for a wide-ranging and candid conversation about power, politics, and the moment the U.S. finds itself in right now. Emanuel has served at the highest levels of government — in Congress, as President Obama's first chief of staff, two terms as mayor of Chicago, and most recently as U.S. ambassador to Japan. We dig into the rapidly shifting global order, including Greenland, U.S. alliances, China, Ukraine, Gaza, Israel Iran, and Venezuela. On President Trump's second term, Emanuel acknowledges that he shares some underlying goals — including the need to confront China, fight for the American worker and reassess broken global institutions — but is sharply critical of Trump's tactics, execution, and what he sees as lasting damage to America's image, alliances, and long-term leverage abroad.Emanuel is blunt in his criticism of Israeli Prime Minister Benjamin Netanyahu's conduct of the Gaza war, while also defending Israel's right to exist and protect itself. He warns that political realities around Israel have fundamentally changed inside the Democratic Party. We talk about what that mean if he decides to run for the Democratic nomination. The conversation also turns personal: growing up in Chicago, parenting, and life as one of the three Emanuel brothers — alongside Ari Emanuel, the legendary Hollywood agent, and Dr. Ezekiel Emanuel, a leading physician. Mosheh Oinounou (⁠⁠@mosheh⁠⁠) is an Emmy and Murrow award-winning journalist. He has 20 years of experience at networks including Fox News, Bloomberg Television and CBS News, where he was the executive producer of the CBS Evening News and launched the network's 24 hour news channel. He founded the @mosheh Instagram news account in 2020 and the Mo News podcast and newsletter in 2022.