Podcasts about leaders

Introduction In this Deep Dive episode, we dive into PwC's latest AI Business Predictions — a roadmap offering insight into how companies can harness artificial intelligence not just for efficiency, but as a strategic lever to reshape operations, workforce, and long-term growth. We explore why “AI adoption” is now about more than technology: it's about vision, leadership, and rethinking what work and human potential look like in a rapidly shifting landscape. Key Insights from PwC AI success is as much about vision as about adoption According to PwC, what separates companies that succeed with AI from those that merely dabble is leadership clarity and strategic alignment. Firms that view AI as central to their business model — rather than as an add-on — are more likely to reap measurable gains.  AI agents can meaningfully expand capacity — even double workforce impact One bold prediction: with AI agents and automation, a smaller human team can produce work at a scale that might resemble having a much larger workforce — without proportionally increasing staff size. For private firms especially, this means you can “leapfrog” traditional growth limitations.  From pilots to scale: real ROI is emerging — but requires discipline While many organizations experimented with AI in 2023–2024, PwC argues that 2025 and 2026 are about turning experiments into engines of growth. The companies that succeed are those that pick strategic high-impact areas, double down, and avoid spreading efforts too thin.  Workforce composition will shift — rise of the “AI-generalist” As AI agents take over more routine, data-heavy or repetitive tasks, human roles will trend toward design, oversight, strategy, and creative judgment. The “AI-generalist” — someone who can bridge human judgment, organizational culture, and AI tools — will become increasingly valuable.  Responsible AI, governance, and sustainability are non-negotiables PwC insists that success with AI isn't just about technology rollout; it's also about embedding ethical governance, sustainability, and data integrity. Organizations that treat AI as a core piece of long-term strategy — not a flashy add-on — will be the ones that unlock lasting value.  What This Means for Leaders, Culture & Burnout (Especially for Humans, Not Just AI) Opportunity to reimagine roles — more meaning, less drudgery As AI takes over repetitive, transactional work, human roles can shift toward creativity, strategy, mentorship, emotional intelligence, and leadership. That aligns with your mission around workplace culture and “Burnout-Proof” leadership: this could reduce burnout if implemented thoughtfully. Culture becomes the strategic differentiator As more companies adopt similar AI tools, organizational vision, values, psychological safety, and human connection may become the real competitive edge. Leaders who “get culture right” will be ahead — not because of tech, but because of people. Upskilling, transparency and trust are essential With AI in the mix, employees need clarity, training, and trust. Mismanaged adoption could lead to fear, resistance, or misalignment. Leaders must shepherd not just technology, but human transition. AI-driven efficiency must be balanced with empathy and human-centered leadership The automation and “workforce multiplier” potential is seductive — but if leaders lose sight of human needs, purpose, and wellbeing, there's a risk of burnout, disengagement, or erosion of cultural integrity. For small & private companies: a chance to leapfrog giants — but only with clarity and discipline Smaller firms often lack the resources of large enterprises, but according to PwC, those constraints may shrink when AI is used strategically. For mission-driven companies (like yours), this creates an opportunity to scale impact — provided leadership stays grounded in purpose and values. Why This Topic Matters for the Breakfast Leadership Network & Our Audience Given your work in leadership development, burnout prevention, workplace culture, and coaching — PwC's predictions offer a crucial lens. It's no longer optional for organizations to ignore AI. The question isn't “Will we use AI?” but “How will we use AI — and who do we become in the process?” For founders, people-leaders, HR strategists: this is a call to be intentional. To lead with vision, grounded in human values. To design workplaces that thrive in the AI era — not suffer. Questions for Reflection  What parts of your organization's workflow could be transformed by AI — and what human strengths should those tools free up rather than replace? How might embracing AI shift your organizational culture and the expectations for leaders? What ethical, psychological, or human-impact considerations must you address before “going all in” on AI? As a leader, how will you ensure the “AI-generalists” — employees blending tech fluency with empathy, creativity, and human judgment — are cultivated and supported? How do you prevent burnout and disconnection while dramatically increasing capacity and output via AI? Learn more at https://BreakfastLeadership.com/blog Research:  https://www.pwc.com/us/en/tech-effect/ai-analytics/ai-predictions.html    

It's YOUR time to #EdUp with Kristen Fox, Chief Executive Officer, Business-Higher Education ForumIn this episode, sponsored by YELO FundingYOUR host is Dr. Joe SallustioHow does a national nonprofit bridge business & higher education to prepare 2.8 million students for an AI economy changing faster than traditional curriculum cycles?What happens when skills half life shrinks rapidly & both employers & educators realize the historical workforce preparation approach isn't working in a labor market transformed by generative AI?How does BHEF unite over 60 leaders from community colleges through 4 year institutions & corporate partners employing 3 million workers to expand work based learning & embed real skills into degrees?Listen in to #EdUpThank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dr. Joe Sallustio⁠⁠⁠⁠● Join YOUR EdUp community at The EdUp ExperienceWe make education YOUR business!P.S. Want to get early, ad-free access & exclusive leadership content to help support the show? Become an #EdUp Premium Member today!

David French and Sarah Isgur discuss the legal arguments underpinning the arrest of Nicolás Maduro and dive into a legal challenge to mandatory diversity and inclusion training. The Agenda:—Can we and should we arrest foreign leaders?—Official acts and sovereignty—Military response vs. legal prosecution—How real is international law?—Legal argument for regime change—Trump v. United States—Compelled speech in mandatory training—Qualified immunity Show Notes:—Jack Goldsmith on Venezuela—Steve Vladeck on Venezuela—Trump v. Illinois—David Lat's top 10 stories of 2025 Advisory Opinions is a production of ⁠The Dispatch⁠, a digital media company covering politics, policy, and culture from a non-partisan, conservative perspective. To access all of The Dispatch's offerings—including access to all of our articles, members-only newsletters, and bonus podcast episodes—⁠click here⁠. If you'd like to remove all ads from your podcast experience, consider becoming a premium Dispatch member ⁠by clicking here⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

A chief officer is infuriated by the behavior of his egomaniacal CEO. With his coach, he explores how to be a healthy leader while reporting to a boss he doesn't respect.Core concepts in this episode:Egomaniacs rattle our sense of self.They will not change.Worrying does not help.Be accountable for how you show up. Manage yourself.Don't take anything personally. They're just a piece on a chess board.Ask yourself: “Am I seeing this person clearly?” Don't allow emotions to drive your actions.Ask yourself: “How do I want to show up?” You have choice about what you prioritize and how you react in the workplace.Resources mentioned in this episode:Crucial Conversations provides scripts and thoughts that will help you manage yourself when dealing with difficult people. Tom and host Dave Stachowiak discussed “How to Handle a Boss Who's a Jerk” on this episode of Coaching for Leaders. Great tools if you have a challenging boss.Before sharing your reactions in the workplace, consider the politics around you. These two episodes will get you “Leading with Political Savvy” Parts 1 and 2.  Each month, there are additional tools in our monthly email. If you'd like to explore Private Coaching, reach out to Tom. tom@essentialcomm.com.This episode is tagged in three categories in our podcast library:Managing YourselfLeadershipPerception – How You Perceive OthersRELATED EPISODES239- 5 Strategies for Dealing with Narcissists189 - “Don't Take Anything Personally”245- Giving Upward Feedback114- Gravitas133- The Narcissist ExecutiveThank you, thank you, thank you for your reviews!Wishing you a year of growth and development! From The Look & Sound of Leadership team, thank you so much for listening. 

We are being blasted by noise, but we can still see what really matters. Some is casual and some performative? We need true voices of leadership on our side. Are you reacting or resonating? Be authentic because chaos hates that. This is what happens when deception is your job. There are some questionable people surrounding Mike Lindell. This current wild news cycle is not random. The shutdown was planned to stymie the military. Venezuela was first, Columbia is next. Code Pink and the imported uprisings. Watching them is someone's job. Creating noise and detering plans. A planned sacrifice of a hand picked volunteer. Why Tim Walz? Everyone should check their own state's audits. The Greenland debate heats up again. Did he say Ohio was paying migrant trafficking NGO's? What is Welcoming America? Standing between peace and the abyss. Leaders are seeking to inflame passions. President Trump understands strength. He's ending the biggest war since WWII. The dims need an event real bad. Akbar is fake and gay. He did Karl Rove, ewwwww. Those hanging chads were a planned event. Alex Jones exposed, again. Dim false flags are standard ops. Instability is not the same as lost control. Find your inner peace and get to know the still.

There are protests in Minnesota against ICE and the killing of 37-year-old Renee Nicole Good. Local officials, including Minneapolis Mayor Jacob Frey, are hammering ICE and its aggressive presence in the community. State officials also said that federal investigators were shutting them out of the inquiry and blocking them from accessing evidence. Fred de Sam Lazaro reports from Minneapolis. PBS News is supported by - https://www.pbs.org/newshour/about/funders. Hosted on Acast. See acast.com/privacy

What To Do With a Frustrating Employee In Your Clinic In this episode, Doc Danny breaks down one of the hardest parts of owning a clinic: dealing with a talented but frustrating employee. You know the type. Great with patients, solid outcomes, but sloppy with systems, notes, and follow through. Danny walks through the three real options you have, why "letting it slide" destroys culture, and how to use a performance improvement plan to either turn things around or coach someone out. In This Episode, You'll Learn: The classic pattern of the friendly, high-output clinician who struggles with systems Why tolerating mediocrity from one person lowers the standard for your entire team The three options you have with a frustrating employee (and the one most owners avoid) How to build and run a simple, effective performance improvement plan (PIP) Why leadership and standards matter more than any one hire How "coaching people out" protects your culture and your A-players Questions to ask yourself about your onboarding, training, and systems Claire: Get Your Attention Back on Patients Danny opens with a reminder of how fast documentation can pull your attention away from patients. As PTs, we pride ourselves on building rapport and relationships, but it is hard to do that when you spend half the session staring at a laptop. Claire, the AI scribe built specifically for physical therapists, lets you give patients 100% of your attention while it writes your notes for you. No more "split attention" between EMR and patient Better engagement and outcomes because you are actually present Notes drafted for you based on the session so you can review and finalize Try Claire free for 7 days: https://meetclaire.ai The Talented but Frustrating Employee Danny describes a very familiar pattern in service businesses. You hire someone you like. They are a good culture fit. Patients love them. Outcomes are strong. But behind the scenes, they: Drag their feet on notes and documentation Ignore or half-follow systems and processes Show up a little late, miss small details, or respond slowly to emails and Slack They are not a disaster. They are not a clear liability. But they are not meeting the standard either. That gray area is exactly where most owners get stuck. First, Own Your Part as the Owner Before you blame the employee, Danny challenges you to look in the mirror. Have you: Actually trained them on your EMR, project management tools, and communication systems? Explained why those systems matter (data, tracking, meetings, outcomes, marketing)? Given them clear expectations, examples of "done right," and time to practice? Most owners are busy and rush onboarding. They throw people into the deep end with a few screen-share videos and hope they figure it out. Then they get mad when the systems are not followed. Your Three Options With a Frustrating Employee Once you are honest about your own role, you really have three options: Let it go. Accept that this person is just this way. They are good with patients, weak with systems, and you live with it. Let them go. Fire them for not following processes and creating extra work for others. Create a performance improvement plan. Sit down, define what needs to change, and track progress over a set period. Danny explains why the first option is the most dangerous. When you tolerate one person ignoring standards, everyone else sees it. Your A-players start to wonder why they are working so hard. Support staff quietly resent the extra work. The real standard becomes "we say we care about systems, but we do not enforce them." How to Build a Performance Improvement Plan The go-to approach in Danny's companies is a structured performance improvement plan (PIP). It usually looks like this: Define the specific problems (late notes, missing CRM updates, slow responses, etc.). Clarify why each behavior matters to the business and the team. Decide what is truly necessary for the role and remove anything redundant. Set clear, measurable expectations for the next 4–6 weeks. Meet weekly to review progress, answer questions, and coach them on better workflows. Make it clear this is a non-negotiable standard if they want to keep the role. This is not about punishment. It is about support, clarity, and accountability. The PIP gives the employee a real chance to succeed with your help. What Usually Happens Next Once you run a real PIP, you tend to see one of two outcomes: They turn the corner. With training and clear expectations, they improve their systems work, become more efficient, and turn into a strong long-term hire. They opt out. They resist change, make excuses, and realize this is not a place where they can do whatever they want. They often resign on their own. Either way, you win. You either save a good clinician by giving them structure or you protect your culture by making it clear that standards are real. Leadership, Standards, and A-Players Danny points out that your best people are always watching how you handle situations like this. A-players want: Clear standards and consistency Leaders who follow through, not just talk about culture Teammates who pull their own weight When you avoid hard conversations and let someone slide, your A-players lose respect and start looking elsewhere. When you hold the line, they respect you more and see your clinic as a place worth investing their energy. The Hard Work of Real Leadership Leading people is often the limiting factor in whether a clinic ever scales. It is not manual skills. It is not marketing hacks. It is your willingness to: Have tough, honest conversations Take responsibility for training and support Set standards and enforce them consistently Spend time coaching people, even when you feel "time poor" That work is uncomfortable, but it is the difference between a team that drifts into mediocrity and one that grows with you for years. Want Help Navigating This as a Clinic Owner? If you are facing a frustrating employee, wondering how to hold standards, or trying to grow from being the only producer to running a real team, Danny and the PT Biz advisors can help you work through it. Talk through your situation with an advisor: https://vip.physicaltherapybiz.com/discovery-call Try Claire free to buy back documentation time: https://meetclaire.ai Still part time and trying to go full time in your own practice? Join the free 5-Day Part Time to Full Time Challenge here: https://physicaltherapybiz.com/challenge

We want your feedback and questions. Text us here.Adding new talent can accelerate growth or quietly undermine everything you've built. Leaders today face a critical challenge: how to hire high performers without sacrificing the culture that drives long-term success. In this episode, we break down five proven principles for adding talent while protecting your culture, helping you hire with intention, onboard with clarity, and integrate new team members in a way that strengthens, not erodes, your values. If you're responsible for hiring, building teams, or leading through growth, this conversation will equip you with practical strategies to scale your people without losing who you are.

This week, Jen and Pete go through their intentions, phrases, and things they are thinking about in preparing for the year ahead.Specifically, in this episode Jen and Pete talk about:How do Jen and Pete reflect on the past year, in order to look ahead?How is an unexpected unknown shaping Jen's year?What intention is Pete going to set for his upcoming year?To hear all episodes and read full transcripts, visit The Long and The Short Of It website: https://thelongandtheshortpodcast.com/.You can subscribe to our Box O' Goodies here (https://thelongandtheshortpodcast.com/) and receive a weekly email full of book and podcast recommendations, quotes, videos, and other interesting things that Jen and Pete are noodling on. To get in touch, send an email to: hello@thelongandtheshortpodcast.com.Learn more about Pete's work here (https://humanperiscope.com/) and Jen's work here (https://jenwaldman.com/).

A quiet show plan blew up the moment breaking news hit Minneapolis: a woman spent the morning obstructing ICE, then accelerated toward an agent and was shot and killed. We walk through what happened, why 18 USC 111(b) and Supreme Court standards like Tennessee v. Garner and Graham v. Connor matter here, and how rising assaults on ICE shape split‑second decisions. More importantly, we call out the civic failure of pouring fuel on fear. Leaders can cool a city or light the match—language either de-escalates or it dares people to get hurt.From there, we zoom out to a different kind of hard power: the Venezuela oil reset. With Maduro gone and sanctions controlling every barrel's movement, the U.S. is using leverage to market Venezuelan crude above board, route revenues into the country transparently, and push out gray-market players tied to China, Russia, and Iran. If this “business turnaround” works, Venezuelans benefit first—and stability follows. Yes, polls are split, but a lot of that divide mirrors tribal reflex more than the merits of a clean, enforceable plan.We also look north to the Arctic, where security, sea lanes, and Greenland's strategic position are back on the table. That same portfolio mindset shows up at home with a push to ban large institutional investors from buying single-family homes—a direct strike at a driver of unaffordability for Gen Z and younger millennials. And hidden in the policy weeds is a big win for families: a federal tax credit scholarship that lets donors direct dollars to K–12 students, if states opt in, without costing state budgets.If you value clear facts, accountable leadership, and policies that actually move lives in the right direction, this one's for you. Tap follow, share with a friend who cares about law, energy, or housing, and leave a quick review telling us which segment hit hardest. Your feedback shapes what we tackle next.Website: https://www.nodoubtaboutitpodcast.com/Twitter: @nodoubtpodcastFacebook: https://www.facebook.com/NoDoubtAboutItPod/Instagram: https://www.instagram.com/markronchettinm/?igshid=NTc4MTIwNjQ2YQ%3D%3D

Hour of A&G features... Clever dog, A&G talk to Ian Bremmer & Jack's shoes RFK's ringtone & China's coal plants Leaders react to MN ICE shooting & D.E.I. Siblings sharing a bathroom See omnystudio.com/listener for privacy information.

LA protesters hit the streets in response to the ICE shooting in Minneapolis, and elected officials are demanding action. Governor Gavin Newsom prepares his final State of the State address. UC celebrates a historic year for enrollment. Plus, more from Morning Edition. Support The L.A. Report by donating at LAist.com/join and by visiting https://laist.comSupport the show: https://laist.com

Iowa has been awarded a $209 million federal grant to expand and improve health care across the state — the first installment of what officials say could total $1 billion over the next five years. The funding is part of the federal Rural Health Transformation Program and is aimed at strengthening access to care, equipment and workforce development in rural communities. Leaders from Iowa's critical access hospitals talk about what this funding could mean on the ground and why they say it falls far short of what rural providers are bracing for. We also discuss workforce shortages, the challenge of recruiting specialists like OB-GYNs, and the “hub and spoke” model Gov. Kim Reynolds has promoted to reshape rural health care delivery. Later, host Charity Nebbe announces Talk of Iowa's 2026 Book Club selections with IPR talk show producer, Caitlin Troutman.

Gov. Greg Abbott said Tuesday that Dallas leaders were responsible for AT&T's decision to relocate its headquarters from downtown Dallas to Plano, blaming what he called the city's failure to fully fund and staff its police department. In other news, a Texas A&M professor has been told not to teach certain writings from Plato, a staple in introductory philosophy courses, because they may violate the university system's new rules against “advocating” race or gender ideology, or topics concerning sexual orientation, in core classes; a shooting in northwest Dallas last week that left one woman dead and injured her husband stemmed from a dating app meetup; and Salad and Go will close all remaining locations in Texas and Oklahoma, which includes the 25 locations still operating in North Texas and the seven in Oklahoma. Learn more about your ad choices. Visit podcastchoices.com/adchoices

NASA says it is considering the possibility of an earlier end to Crew-11's mission due to a medical situation on board the International Space Station. Karman Space and Defense has entered into a definitive agreement to acquire Seemann Composites and MSC. PowerBank and Smartlink AI's Genesis-1 satellite is confirmed to be operating an artificial intelligence model directly in orbit, and more. Remember to leave us a 5-star rating and review in your favorite podcast app. Be sure to follow T-Minus on LinkedIn and Instagram. T-Minus Guest Our guest today is John Serafini, the CEO of HawkEye 360. You can connect with John on LinkedIn, and find out more about HawkEye 360 on their website. Selected Reading International Space Station Update - NASA NASA Postpones Jan. 8 Spacewalk Karman Space & Defense Expands into High-Priority Maritime Defense Market with Agreement to Acquire Seemann Composites and Materials Sciences, Leaders in Advanced Composite Systems for Submarine, UUV/USV and Strategic Naval Surface Platforms Artificial Intelligence Production in Space: PowerBank Shares Additional Update on Collaboration with Smartlink AI Major firsts achieved: China unveils 2025 space station 'work summary' - CGTN Eric and Wendy Schmidt to fund space telescope, three ground-based observatories Stellant Systems to be Acquired by TransDigm for $960M - Via Satellite Study casts doubt on potential for life on Jupiter's moon Europa- Reuters Share your feedback. What do you think about T-Minus Space Daily? Please take a few minutes to share your thoughts with us by completing our brief listener survey. Thank you for helping us continue to improve our show.  Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at space@n2k.com to request more info. Want to join us for an interview? Please send your pitch to space-editor@n2k.com and include your name, affiliation, and topic proposal. T-Minus is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

As we enter 2026, the workplace continues to evolve with five generations working side by side. Leaders who understand generational expectations and adapt their leadership style will be better positioned to retain top talent and build thriving organizations.But many leaders still struggle with outdated assumptions about different generations, from work ethic to technology adoption. Understanding these generational codes is no longer optional; it's essential for organizational success.Find the full show notes at:https://workmatters.com/Leading-in-2026--Navigating-the-Multigenerational-Workplace-with-Anna-Liotta

5 Small Group Strategies for 2026Welcome to SG Squared with Pastor Steve Gladen, who brings over 25 years of small group ministry experience to provide practical advice and encouragement for leading small groups. In this episode, despite battling the flu, Steve and Derek discuss the importance of leading with purpose, building trust, developing people, celebrating wins, and clarifying roles and next steps. These five key strategies are designed to help you lead small groups more effectively and foster stronger engagement. Whether you're leading in ministry, at work, or at home, these transferable principles will equip you to be a better leader. Don't miss out on this insightful masterclass!Check outSmall Groups With Purpose by Steve GladenandPlanning Small Groups With Purpose by Steve Gladen00:00 Welcome to SG Squared00:23 Catching Up and Health Updates02:21 Five Ways to Lead Effectively05:00 1. Lead with Purpose06:35 2. Build Trust09:10 3. Develop Your People12:41 4. Celebrate the Wins15:13 5. Clarify Roles and Next Steps17:12 Recap and Closing Thoughts18:02 Subscribe and Stay Connected ★ Support this podcast ★

How bipartisan state leaders quietly protect hunting, fishing access, and outdoor traditions nationwide.   The NASC Summit isn't just another legislative conference—it's where policy concepts and strategies to shape the future of hunting, fishing, and outdoor access are developed. In this episode of The Sportsmen's Voice, host Fred Bird takes listeners inside the 2025 NASC Summit in Memphis, Tennessee, a first-of-its-kind joint effort between the Tennessee and Mississippi Legislative Sportsmen's Caucuses.   You'll hear candid conversations with state legislators, conservation leaders, and partners like Ducks Unlimited and the Congressional Sportsmen's Foundation about how collaboration at the state level drives meaningful wins for sportsmen. From defending access to public lands and protecting waterfowl hunting traditions to navigating debates over lead ammunition bans and Sunday hunting laws, this episode reveals how policy battles are won—or lost—long before they ever reach Washington.   Whether you're passionate about waterfowl hunting, fisheries management, or protecting the future of outdoor access, this episode offers an insider's look at how leadership, collaboration, and boots-on-the-ground knowledge are keeping America's sporting heritage strong. Get the FREE Sportsmen's Voice e-publication in your inbox every Monday: www.congressionalsportsmen.org/newsletter    Learn more about your ad choices. Visit megaphone.fm/adchoices

Guest: Professor Evan Ellis. Events in Caracas are shaping upcoming elections in Brazil and Colombia, pushing leaders like Lula toward moderation to appease centrist voters. In Colombia, frustration with President Petro's policies and security failures may favor right-wing candidates. Meanwhile, Peru's election focuses on public insecurity and deep Chinese investment.

NOTE: This interview was recorded a week prior to the U.S. operation to capture the president of Venezuela, Nicolás Maduro Cillian Dunne is an author whose work looks at hidden worlds, from the political landscape of Central America to the streets of South Central Los Angeles. His latest book is called “The Right Hand Man: Noriega, Castro, CIA, DEA, MOSSAD: They Held the Power, He Held the Secrets It tells the story of how Manuel Noriega rose to power in Panama while secretly working as a U.S. intelligence asset during the Cold War. . Sponsors: Firecracker Farm Use code IRONCLAD to get 15% off your first order at https://firecracker.farm/ DeleteMe Go to https://www.joindeleteme.com/IRONCLAD and use coupon code IRONCLAD, or scan the QR code Learn more about your ad choices. Visit megaphone.fm/adchoices

Part 2 of 2:

Dive into this compelling episode of Start With a Win with host Adam Contos as he sits down with the dynamic leader, Jason Yarusi. You'll be drawn in by his powerful stories of transformation, strategic insight, and raw authenticity - all woven together with a sense of urgency that invites you to reflect and act. If you're ready to shift perspectives, unlock new levels of influence, and ignite momentum in your leadership journey, this conversation is a must-listen.Jason Yarusi is a charismatic communicator who electrifies every stage he graces. His magnetic presence, coupled with his captivating storytelling prowess, leaves audiences spellbound and hungry for knowledge. With an ability to seamlessly blend his personal experiences with actionable insights, he transforms complex concepts into practical takeaways, equipping his listeners with the tools they need to conquer their own journeys to success.  Jason is a Private fund manager of over $300 million dollars in commercial real estate. Since 2017 his company Yarusi Holdings has amassed over 3000 apartment and commercial real estate units. Jason has built and exited multiple companies: construction, restaurants, a brewery and multiple large apartment communities.He is an avid ultra runner and workout enthusiast. Jason is the host of LIVE100 and The Multifamily Live Podcast, runs 7 Figure Multifamily Mastermind and coaches' clients on the Live 100 Principles.  And most importantly a husband and a father to three amazing kids, a bulldog named Jill and fifteen chickens.00:00 Intro02:10 Tragedy turns into an aha moment…05:40 How to get to your moment without getting hit by a car? 08:35 Five second problem, five-year problem!12:20 What can be done today?14:01 First Phase of Break Free17:50 Second to Last Phase21:35 How to build this into building success?25:01 Favorite things to make the difference!    27:40 And how I do it…  https://www.jasonyarusi.com/https://www.linkedin.com/in/jasonyarusi/https://www.youtube.com/@liveonehundred/videoshttps://www.facebook.com/JYarusihttps://www.instagram.com/jasonyarusi/===========================Subscribe and Listen to the Start With a Win Podcast HERE:

In this candid and powerful conversation, Michael Grandjean joins Dwayne Kerrigan to share the real story behind his rise, collapse, and rebuilding as an entrepreneur who led with heart—and paid a steep price for it.From early service as a volunteer firefighter and Navy corpsman to building a $25M remediation company, Michael reflects on the leadership blind spots that quietly dismantled his business: avoiding confrontation, ignoring early warning signs, and letting emotion override structure and accountability.He opens up about losing everything, the humility required to face hard truths, and the moment that changed his trajectory—the realization that even at checkmate, the king still has one more move. This episode is a raw masterclass in leadership self-awareness, responsibility, and what it truly takes to rebuild when everything falls apart.Episode Highlights:01:15 — Dwayne introduces Michael and some of his background03:00 — Framing the conversation: collapse, comeback, and leadership through adversity05:00 — Early life experiences that shaped Michael's instinct to serve and protect others08:00 — How learning-by-doing in the military built confidence, skill, and leadership12:00 — The missed Naval Academy opportunity and how a single point changed his life path16:00 — Discovering the root of his need to “fix everything” through early childhood memory20:00 — How that identity became both a leadership strength and a business liability24:00 — From couch-surfing to starting his first company with borrowed money28:00 — Explosive growth: scaling from zero to $25M and building teams that drove success35:00 — Hiring high-accountability leaders and why standards matter more than likability42:00 — The beginning of complacency and losing focus after reaching the “top”48:00 — Major projects fail, millions lost, and the cost of avoiding confrontation55:00 — Hard truths: personal blind spots, delayed decisions, and leadership responsibility01:05:00 — The emotional bottom, rebuilding identity, and the realization that “the king still has one more move”01:20:00 — Final reflections on honesty, courage, accountability, and choosing to move forwardKey Takeaways:Leading with heart is powerful, but without boundaries it becomes expensive.Relationships, not brands, carry small and mid-sized businesses.SOPs, structure, and accountability protect leaders from their blind spots.Complacency quietly erodes even successful companies.Leaders must be honest with themselves before they can fix anything else.Even at your lowest point, you still have one more move.Resources Mentioned:Checkmate: https://www.facebook.com/reel/1365025640684229 Tony Robbins – Date With DestinyAwaken the Giant Within (Tony Robbins)MastermindNotable Quotes:“The king still has one more move” - Michael Grandjean

On this episode of Destination on the Left, I'm joined by the dynamic Neelu Kaur, organizational psychologist, self-advocacy champion, author, and keynote speaker. Neelu dispels the myth that self-advocacy is boastful, and we discuss how advocating for yourself can actually be a generous and empowering act. She shares how leaders and teams can create environments where all voices are heard, exploring the innovative concept of "generous exclusion," and the importance of dialing up the "I" or the "we" when the moment calls for it. Neelu also suggests some great practical strategies for promoting authentic self-advocacy in any organization. What You Will Learn in This Episode: Why self-advocacy is often misunderstood as boastful and how to reframe it as essential for innovation What "generous exclusion" means, and how being intentional about who participates can lead to more creative outcomes How different processing styles impact participation in meetings, and what leaders can do to create safer spaces for all voices Why structure is necessary for big, creative thinking, and how frameworks borrowed from organizations like Disney help teams brainstorm and dream without self-censoring Understanding what energizes individuals creates a more productive, collaborative environment What practical steps you can take to build self-advocacy skills How Speaking Up Transforms Teams and Unlocks Personal Potential So many people, particularly women, introverts, or those from cultures that value humility, see self-advocacy as something selfish or boastful. Neelu turns this assumption on its head, describing self-advocacy as the most generous act you can do. By speaking up, you model positive behaviors for others, making it easier for those who follow in your footsteps to do the same. When you advocate for yourself, whether it's sharing an idea in a meeting or negotiating your role, you're not just advancing your own interests. You're opening doors, encouraging diversity of thought, and paving the way for colleagues who may face similar barriers. The Barriers to Speaking Up and How to Overcome Them For years, Neelu thought her professional setbacks stemmed from a lack of skills, but she realized she just hadn't learned to advocate for her ideas. Her silence was frequently misread as disengagement, and fast-paced meetings left her behind. To overcome the hurdle of seeing speaking up as boastful, she recommends self-reflection and practical steps, such as practicing self-advocacy in low-stakes situations, like choosing a restaurant for dinner with friends. Leaders and organizations also need to adjust by building meeting structures that allow quieter voices to contribute and encouraging follow-up dialogue beyond real-time meetings. Are We Over-Indexing on Collaboration? Collaboration is praised as the ideal. But as we discuss, simply adding more people to a meeting doesn't guarantee creativity—or even productivity. Neelu highlights the concept of "generous exclusion" by Priya Parker, sharing why being selective about who joins which meetings lets people focus, minimizes inefficiencies, and leaves room for deep work. Organizations often over-index on collaboration, with endless group meetings that crowd out the time needed for innovation. Instead, leaders need to be strategic, invite the right mix of creative minds, give space for diverse strengths, and allow those who need extra processing time to contribute asynchronously. Resources: Website: https://www.neelukaur.com/ LinkedIn Personal: https://www.linkedin.com/in/neelukaur/ LinkedIn Business: https://www.linkedin.com/company/neelu-kaur/ We value your thoughts and feedback and would love to hear from you. Leave us a review on your favorite streaming platform to let us know what you want to hear more o​f. Here is a quick tutorial on how to leave us a rating and review on iTunes!

Details Emotional intelligence has dominated leadership conversations for years—and for good reason. Leaders who listen, empathize, and build strong relationships create healthier, more engaged teams. But what if EQ isn't the primary capability driving leadership effectiveness? Drawing on a global dataset of 128,000 leaders and 360-degree feedback from over a million raters, they explore what … Continued The post Episode 179: Strategic Expertise vs. Emotional Intelligence—Which Drives Leadership Success? first appeared on ZENGER FOLKMAN.

Jim and Jan tackle the uncomfortable truth about "sand people," those team members who grind everything to a halt, and why even your best glue guy can't overcome the friction they create. Drawing from their coaching experience, Jim and Jan reveal how to identify and deal with sand people before they destroy your team. They explore the telltale signs—projecting, hoarding resources, passive-aggressive behavior—and explain why leaders consistently wait too long to act. They also share the harsh truth that someone who is not performing well is costing more than they produce, and costing opportunities and damaging team morale in ways that are difficult to quantify. In this episode, you'll learn how sand people self-identify through their behavior, the specific ways they inhibit high performance, and most importantly, why it's critical to move quickly.. Find episode 493 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Jim and Jan on "Sand People" - The Hidden Drag on Your Team's Performance https://bit.ly/tlp-493 Key Takeaways [01:35] Jim coined the term "sand people" to describe team members who act as sand in the gears, preventing smooth team operation. [03:05] Jan noted that 60% of people in the U.S. are not in high-value jobs with only 31% engagement, creating a disconnect between economic growth and worker fulfillment. [05:12] Sand people often project by complaining about what others aren't doing, which is exactly what they themselves aren't doing. [07:34] Jan confirmed that one bad person on a team poisons everything, making it impossible to have a successful team experience. [12:33] A-players immediately avoid sand people and start looking for better teams because they expect leaders to uphold standards. [16:04] Jim witnessed Larry Yost pick up a cigarette butt when no one was watching, demonstrating how modeling behavior matters more than words. [19:17] Jan admitted being a sand person as a young cynical military officer, making wisecracks without anyone coaching her on the impact. [21:05] Jim acknowledged being too harsh early in his management career and emphasized the importance of learning from mistakes. [22:06] Jan's biggest business mistake was bragging about new hires then keeping them too long trying to fix them instead of recognizing sunk costs. [23:49] Jim advocated hiring for unteachable qualities like curiosity in salespeople rather than skills you can train. [26:34] Jan recommended "Top Grading" by Brad Smart for distinguishing between easy-to-change skills and hard-to-change qualities like energy and passion. [33:36] Leaders must be attracted to friction to identify where to remove resistance and lubricate the machine for team effectiveness. [29:57] Jan identified two coaching buckets: helping people prioritize time strategically and having difficult conversations about performance expectations. [33:21] And remember… "The path of least resistance is the path of the loser." - H. G. Well Quotable Quotes "If getting rid of people is easy for you and you don't lose sleep over it, you're probably a sociopath." "The day it gets easy for you is the day you've kind of lost your soul." - "We've got to have good friction. Friction that produces traction, not friction that produces drag." "Your culture becomes the worst behavior you tolerate." "One bad person, even if they're a little bad, is way more powerful than the best person for a team." "Look for work, look for things to do, and give more than you take." - "Sand people are limiting your culture. They are in effect a toleration of sub optimal performance of weakness." "If we pay people that aren't getting the job done, then they're either a charity case or they are a thief." "As a leader, I think we need to be attracted to friction." "People are not fine wine." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Jan Rutherford LinkedIn | www.linkedin.com/in/janrutherford Jan Rutherford X | @JanRutherford Jim Vaselopulos LinkedIn | www.linkedin.com/in/jimvaselopulos Jim Vaselopulos xX | @jim_va

What happens when you stop asking kids to sit in 45-minute "silos" and instead ask them to solve real-world problems for their community? In this episode, host Todd Zipper sits down with Jeremy Lugbill, CEO of the Career Academy Network of Public Schools (CANOPS) in Indiana, to discuss the radical redesign of the American high school.Jeremy shares how his network achieved a staggering 98.48% graduation rate by focusing on "durable skills" like communication, critical thinking, and agency. We explore the Portage School of Leaders, where students operate without bells and engage in three-week interdisciplinary "immersions" to tackle local challenges. Jeremy also dives into the power of "blurring the lines" between K-12 and industry through their award-winning partnership with the Boys & Girls Club and their pioneering AI Career Pathway.Whether it's student-run manufacturing businesses or earning stackable credentials in healthcare while still in high school, this conversation is a masterclass in how to move from "school type" debates to high-quality student outcomes.

In episode 323 of the Glass and Out Podcast we're joined by Head Coach of the York University Women's Hockey program, Dan Church. Back in November, Dan joined us for Hockey Calgary's leadership day and presented on shared leadership, specifically how you can build stronger teams through coach-athlete collaboration. Stay tuned for that video coming later this season on The Coaches Site. Church has led the program at York since 2004. His career spans both university and international hockey. He has represented Hockey Canada in multiple leadership roles, including Head Coach of the Canadian National Women's Team, where he led the program to a gold medal at the 2012 IIHF Women's World Championship. Church places an emphasis on culture, long-term athlete development, and values-driven leadership, and is widely regarded as one of the most influential coaches in Canadian women's hockey. Listen as he shares why coaches need to build better leaders, how to manage a players stress and exhaustion, and why the coach-player relationship needs to be collaborative. Watch on Youtube: https://youtu.be/OPassJRn9JM Learn more about our presenting sponsors: Biosteel: BioSteelTeams.com/Glassandout Hudl: hudl.com/tcs

In this episode of Acta Non Verba, host Marcus Aurelius Anderson sits down with Rhett Power, CEO and co-founder of Accountability, Inc., to discuss his groundbreaking new book "Head of Metals: How Leaders Silence Negative Self-Talk and Transform How They Lead." In this raw and powerful conversation, Rhett reveals why self-talk is the most ignored driver of leadership performance and shares practical strategies for managing the mental noise that kills focus, concentration, and culture. From the 3 C's of the Maverick Method to the "plutonium problem" of toxic narratives, this episode delivers actionable insights for leaders ready to reclaim control over their inner voice and build championship teams. Episode Highlights: [2:10] The Seven-Year Journey to Head of Metals - Rhett shares the intensive process of writing Head of Metals with co-authors Ryan Gottfredson and Dr. Susie Burkin, including seven rewrites over seven years. He reveals how the book unexpectedly helped a surgeon's teenage sons prepare for exams, proving that self-talk mastery transcends age and profession. [14:57] The Three C's: Catch, Challenge, Change - Rhett breaks down the simple but powerful framework for managing self-talk: Catch it (notice harmful narratives), Challenge it (question if it's true, useful, or even yours), and Change it (replace destructive narratives with grounded thinking). He provides a practical exercise: write down your negative narratives and track them with check marks to identify patterns. [16:38] The Plutonium Problem: When Leader Self-Talk Infects Teams - Discover why negative self-talk is like plutonium—toxic, powerful, and invisible. Rhett explains how leaders' mental narratives leak into their teams, creating radioactive thinking that destroys engagement, retention, and performance. He shares a powerful story of a CEO who discovered his assistant triggered unresolved childhood issues with his mother. [26:15] AI as a Leadership Mirror - Rhett discusses his involvement in developing an AI coaching platform that provides real-time data to help coaches and leaders identify blind spots. He compares it to film study in sports—giving leaders instant replay of their performance to make fewer unforced errors and exploit opportunities for growth. Rhett Power is the CEO and co-founder of Accountability, Inc., where he helps leaders break limits, make bold decisions, and drive growth. Recognized as a global guru of top management thinkers and a Marshall Goldsmith 100 Coach, Rhett is the bestselling author of "The Entrepreneur's Book of Actions" and the newly released "Head of Metals." He co-hosts "Bestseller Live" on Apple TV and is a regular contributor to Forbes, Inc., and CNBC. With decades of experience coaching executives and entrepreneurs worldwide, Rhett brings practical, science-backed strategies to help leaders silence negative self-talk and transform organizational culture. Learn more about the gift of Adversity and my mission to help my fellow humans create a better world by heading to www.marcusaureliusanderson.com. There you can take action by joining my ANV inner circle to get exclusive content and information.See omnystudio.com/listener for privacy information.

Layoffs, no matter which side of the desk you are on, are one of the most difficult realities of the workplace. Leaders demand empathy, clarity, and responsibility. For employees, they can bring shock, uncertainty, and the need to rebuild. In this episode, Lisa Fina and Ellen Hunt invited Gina Lakatos and Gwen Hassan to explore what it means to manage layoffs with integrity and how individuals can survive and even thrive in the aftermath. Our conversation focused on the human experience of layoffs: the decisions, emotions, mistakes, and opportunities that shape what comes next.

In this episode of Lennox ON AIR, Joe and Dave sit down with Tim Brizendine, Vice President of Product Management, and his team to pull back the curtain on what's next for Lennox innovation. From navigating one of the most significant refrigerant transitions in HVAC history to introducing new cabinet designs and advanced controls, the conversation explores how Lennox is moving beyond compliance to create products that dealers love to install and homeowners trust.You'll also hear about exciting new ventures, including the Lennox Powered by Samsung mini-split line and a strategic partnership in water heating that positions dealers for future growth. Whether it's cold climate heat pumps, smarter thermostats, or integrated solutions for easier installs, this episode is packed with insights on how Lennox is shaping the future of comfort—and why now is the time to think big.Talk with the Product team at Lennox LIVE 2026!Lennox ON AIR is a Lennox Learning Solutions Production.

“New Year. New You.” Hard pass. In this solo episode, Jenn calls time-of-death on “New Year, New You” and offers a far more grounded, powerful alternative: New Year. New Opening. Instead of reinventing yourself, this conversation invites you to understand yourself—starting with your values. Jenn walks through why values aren't words for websites or walls, but the foundation of effective leadership, resilient teams, and sustainable joy. You'll learn a simple, practical framework for identifying and operationalizing your values so they actually shape your decisions, culture, and day-to-day leadership—not just sit on a wall collecting dust. Here's What's in the Episode: You don't need a new you—you need self-leadership. And self-leadership starts with clarity, not hustle. Values are a business strategy, not a personality exercise. Values-driven cultures consistently outperform on revenue, retention, and trust. Clarity beats willpower every time. When your values are named, defined, and operationalized, decisions get easier—and alignment follows. Words don't create culture. Behavior does. Values only matter when they show up in how you lead, communicate, and make decisions under pressure. Key Takeaway Values are more than aspirational. The need to be operational to cultivate joy. About the Host: Jenn Whitmer Jenn is an international keynote speaker, leadership consultant, and the founder of Joyosity™, helping leaders create positive, profitable cultures through connection, curiosity, and joy. With a background in communication, conflict resolution, and team dynamics, Jenn helps leaders and organizations navigate complex people challenges, reduce burnout, and build flourishing workplaces. Her insights have resonated with audiences worldwide, blending real-world leadership expertise, engaging storytelling, and a dash of humor to make the hard stuff easier. Whether on stage, in workshops, or with coaching clients, Jenn equips leaders with the tools they need to solve conflict, cultivate communication, and lead with purpose. Her book Joyosity and the Joyosity Works Playbooks offer leaders a fresh approach to joy at work that builds real results. Resources & Links: Get Joyosity and the Joyosity Works Playbook Joyosity: How to Cultivate Intense Happiness in Work & Life (Even If Things Are What They Are) Joy isn't extra. Joy is how you thrive. This book gives leaders the tools to turn exhaustion into resilience and build cultures where work is a joy, people are whole, and organizations flourish. Joyosity Works Playbook: Practical Plays and Strategies for Joy at Work and Beyond is the official companion workbook to Joyosity to help you practice joy every day. Find links to purchase at https://jennwhitmer.com/books or you may even see it in the airport this month. Free 99: Get your Values Identifier Guide → You can't lead with confidence if you're unclear on what matters. This free guide helps you identify and define your top five values—so your choices stop feeling like darts in the dark. jennwhitmer.com/values-guide Ready to Make a Plan: Joyosity™ Jumpstart → Get crystal clear on what you want, what's in the way, and how to move forward with traction. Starting the Journey: Enneagram Navigator → Stop guessing your type. In this 1:1 session, get clarity on your motivations and blind spots. Ready to Dive In: Joyosity™ Intensive → A one-day transformative experience to realign with your values and build a practical plan for joyful leadership. A Party for More: Bring Jenn & the Joy to Speak → Bring the spark (not just the spark notes!) to your whole team with contagious joy, practical tools, and plenty of laughter. Loved this episode? Rate, review, and share with a fellow leader who's ready to ditch the drama and lead with more joy, curiosity, and clarity.

In manufacturing plants, the same leadership action can motivate one employee and overwhelm another. Why? It's all about brain science! In this episode, guest Falisha Karpati discusses how frontline leaders can harness brain science to build more inclusive, human-centered organizations. Falisha is a Brain-Based Inclusion Consultant located in Montreal, Canada. She holds a PhD in neuroscience and a decade of experience studying the brain. Through her signature UNITING BRAINS framework, she guides organizations through the development of inclusion-focused initiatives and provides interactive brain-based training. In this episode, Falisha breaks down how differences in how our brains are wired directly impact manufacturing leadership, communication, recognition, and team engagement on the shop floor. She covers topics like the neuroscience behind introversion and extroversion, why uncertainty creates stress in manufacturing environments, and how leaders can improve manufacturing culture by asking better questions, minimizing ambiguity, and running more inclusive meetings.  01:05 –Recognition can backfire when manufacturing communication ignores individual brain differences 02:12 – Neuroscience explains how self-awareness in leadership shapes perception, behavior, and relationships in manufacturing plants 04:54 –Manufacturing teamwork and employee engagement manufacturing improve when leaders understand natural brain diversity 9:53 – Brain science brings data—not opinions—into manufacturing management and leadership in industrial operations 11:20 – A powerful reminder that perceptions matter more than intentions in building trust in leadership and strong manufacturing relationships 13:39 – Curiosity-driven leadership starts by asking instead of assuming to close the showing up gap 15:32 – High-stimulus environments explain why leaders take shortcuts that undermine manufacturing culture and clarity on the shop floor 17:11 – Autonomy looks different for everyone, redefining supervisor development, coaching in manufacturing, and performance conversations. 19:55 – Minimizing uncertainty strengthens manufacturing safety culture, emotional intelligence, and consistent leadership behaviors 20:21 – Transparent expectations help close the expectation gap and improve accountability in manufacturing plants 22:40 – Inclusive meetings unlock manufacturing innovation by improving manufacturing communication and psychological safety 24:30 – Simple meeting practices support continuous improvement culture and better team engagement in manufacturing 28:53 – Inclusive discussions fuel operational excellence and authentic leadership across manufacturing organizations Connect with Falisha Karpati Visit her website Connect on LinkedIn and Instagram Read her newsletter Full Transcript [00:00:00]  We have some changes today. We've changed the name of the podcast since 2019. It's been mindfulness manufacturing our company name changed a few years ago to manufacturing greatness. So we're just aligning that 'cause we're gonna be here manufacturing greatness today, and we're gonna be talking about building some bridges and, and you know, how we continue to manufacture and, how we deal with changes people's moods and what's going on. And it remind me of a time when we were, had a great manufacturing line at the kickoff meeting in the morning, we recognized one of the team members showed appreciation, [00:00:30] put this person's name and picture up and gave them a little gift. they were upset with us and we're kind of like, well, hold on a minute. we did all this and this person's not very appreciative and getting to learn them a little bit more is that they didn't. They don't like that type of attention. people's brains are different. And in manufacturing it just complicates it for us 'cause we don't understand it. So fortunately I have a great guest on and friend today, Falisha Caridi. Welcome to the show. Thank you so much. [00:01:00] It's a pleasure to be here. Thanks for having me. you are an inclusive consultant. You harness brain science to build inclusive human-centered workplaces. You create space where all brains thrive. And you studied the neuroscience, having a PhD in neuroscience, which for those who don't know what it takes to get a PhD, it's a mountain. So congratulations on that. Thank you. excited to get your knowledge and expertise to talk about this on the show what did we miss Falisha when we upset that team member? how are [00:01:30] people's brains working here? a key point is that everybody's brain works a little bit differently,  Humans in general share a core brain structure. we generally have the same parts that do the same functions, but our brains also have differences. like how big certain parts are, how different parts connect to each other, and when different parts get activated. this connects with differences in behavior. so when we [00:02:00] think, behave, communicate, everything we do. Is filtered and processed through our brain. there's a, well-known quote that I love, that says You don't see the world as it is. You see the world as you are. Mm-hmm. And what that means, it's really rooted in brain science. And it means that everything you perceive, take in, think, and express. Goes through your brain. what happened [00:02:30] that day was there was a disconnect between what some team members who created that recognition process, thought this person would want and what they actually wanted,  So if we take that recognition experience, maybe it's, getting an award in front of a group And having your name called out and going on stage. if you put two people in that exact same [00:03:00] situation, their brains might react completely differently. we don't necessarily know how people are going to react, what they like, what they don't like. Unless we have those conversations and ask them. just diving into a bit more about why those differences exist, why can you put two people in the same situation and they can react completely differently? our brains are shaped by two main factors. the first is natural [00:03:30] variation in how we're born. there's a wealth of research that shows genetics are connected with many aspects of how our brain works. natural variation is great. It's what keeps us interested. Yeah. We don't wanna, you know, be communicating with people who are exactly the same as us. the natural variation is there for a reason. It's super productive and positive. the second factor is our environment. each of us is shaped from our observations and experiences over time. this includes a whole range of [00:04:00] experiences like our early childhood, our family and community environments. our experiences at school, at work, even our hobbies and interests can change our brain. there's a huge body of neuroscience research that shows brain differences related to living in different cultures. practicing different skills, traumatic experiences and much more. Basically everything you're exposed to, everything that you experience over time, especially if they're repeated or intense, experiences, can change your [00:04:30] brain. what really resonated with me is that Trevor's way is not always the best way. the way you explain like my biases, right? Like. My bias was show appreciation in front of the team. Right? And, and why would I need to check in with that person? in my early manufacturing leadership days, I missed the mark. Often, I just didn't know better. Right? Like, I just thought, you start to learn that. that's why we're hoping that if you're driving into work today, through my mistakes and Falisha's knowledge, we can save you that pain. we're gonna leave you with [00:05:00] some ideas of, what you can do today, to get in front of that. 'cause it makes sense. What you're saying is that, we just have how we grew up and, and our different, you know, the. I think of Lisa Feelman Barrett and, and the theory of constructed emotions. your personality and emotions are based on your experiences and we have different experiences  Right. they're just different. And that's what makes us unique and I like that. I was going through some of your material and I'm trying, 'cause I'm trying to, you know, like our listeners. To understand and better [00:05:30] equip ourselves so that we can, respond differently. But you had some neat research on introverts and extroverts, and I was reviewing it with Ryan, a client today, and he's kinda like, Hey, I think you skimmed over, that whole concept on introverts and extroverts. So can you unpack that for us and help us understand? Definitely. so I also wanna clarify, my background and what I'm doing now compared to what I did before. I have a background in neuroscience research, that was focused on brain plasticity and how our brains, are impacted by training. so what I [00:06:00] do now is, work with the wealth of research that's there. I don't do, neuroimaging research anymore. I used to, so I know exactly how these things work and I bring that experience now into. Applying neuroscience research in organizational context. Mm-hmm. so I summarize research, I communicate it. but the research, for example, an introversion extroversion is not something that I did myself. there's amazing researchers all around the world that have done this, so I'm more of a curator and a communicator Of the [00:06:30] research now. That's why you're on the show, right? Because we need to apply. So you're kind of like the translator for us, right? Because we're not gonna go through all this research, but we need someone like you that can say, Hey, here's the simpler version of it and here's what you can do today. So thank you for doing what you do. Yeah, my pleasure. I love it. so introverts, extroverts is one example of how. Our brain structure and how our brain works is really aligned with the behaviors that we see in the workplace and beyond. there's a spectrum of traits, of [00:07:00] introversion, extroversion. many people will fall somewhere in the middle and people can also express themselves differently. depending on different situations, different contexts might bring out, different types of behavior. so I'm just gonna generalize a little bit here, for time. And so there's research that compares people who tend to, behave more introverted ways and people that tend to be more extroverted. introverted meaning, getting energy by recharging alone, extroverted meaning, getting energy from, spending time with [00:07:30] others. And there's a really cool study that, people were in the brain scanner and while they were in the brain scanner, they were showed a series of pictures. Some of the pictures were flowers and some of the pictures were faces. So flowers is a non-social stimulus. and so, you know, we don't associate that with people, whereas the face is very social. the study found that introverts and extroverts showed different patterns of electrical activity in the brain in response to these images. So [00:08:00] in the introvert, if there was a bunch of flowers shown in a row and then a face, their brain sort of went, eh, well, it didn't really process a difference, but an extroverts, when there was flower, flower, flower face, when the brain saw the face, It got super excited. So the brain really processed a difference between the non-social and the social images. so that just shows that personality [00:08:30] traits and behaviors. And those differences we see in people are actually rooted in how the brain is processing information. we can also see structural differences. in how the brain is built, there's other research that has looked on that. And they found that, introverts tend to have bigger brains in areas responsible for behavior inhibition. Meaning stopping yourself from behaving impulsively. that is a trait commonly associated with introversion is introverts [00:09:00] tend to think before speaking, before acting. and extroverts, brain extrovert brains were bigger in areas responsible for regulating emotions. And smaller in areas related to social information processing. And the way that was interpreted is that extrovert brains can be more efficient at processing social information, maybe selecting what's important and what's not. I could feel that I've had to work on pulling out my introvert. [00:09:30] I think we all have some of both, right. But I've had to practice not everything that I say people want to hear and just that filter and pause. I'm fascinated with the technology. here we are working, manufacturing, all kinds of technology, but when I hear brain scans it's not people's opinions, It's the signals as a neuroscientist, with a PhD you can see that, right? that's just, wow. Like you talk about, one of the sayings we have is that, you bring data. not opinions to a meeting and, well, here you're bringing the data. There are scans that says, Hey, this is what people do. [00:10:00] What I just did was, for that individual, I just had, a reaction which was negative to that person. And if we don't, see that and recognize that, then we may miss that. I wanna bring back the, initial story with the recognition as well. now that we have some foundation about why our brains are different and how, our behaviors actually connected with brain differences, if we reflect back on that person getting recognized when that wasn't what they're inclined for, we can imagine what was happening in their brains. [00:10:30] It wasn't. The reward circuits and the social connection circuits. It was the pressure, stress. Everybody's watching me. So that same circumstance of being recognized in one person can activate reward and in somebody else can activate stress and anxiety. we like to say that. perceptions matter more than good intentions. Yes. Right. And I think that's what we're [00:11:00] focused on learning here. so I've got my manuscript I'm working on this week and I got, I got a hand in at the end of this week for my book, I've written a new chapter on this relationship audit. it's like an internal 360, but instead of. Fixing what's wrong? We're just moving more towards what's right, right? We wanna do more of the behavior. So I've, you know, we've got some questions we ask individuals, direct reports, managers, peers, and we just ask 'em, when do you tune into me? you know, what expectations do we have of each other? Those types of conversations. [00:11:30] And I think that this work that you are doing really helps us with ideas of. How can we be more mindful? Because what we did after that event is that before we ever gave someone an appreciation, we stopped surprising people and we just started asking them, are you okay if we mention you at the meeting this morning? getting their permission seemed to work. and what I liked was when I went over, some of your material, you had three kind of takeaways That you can do now, maybe when you're [00:12:00] having one-on-ones with people or you're just interacting with them. Absolutely. it's great to hear that you took action after, that experience and learned from it Asking people for permission to, to recognize 'em, to ask them something in public is a really great practice and not connect. With the first practice, area that I, like to share, which is asking people what they want, need or prefer. [00:12:30] especially if people are really busy and don't have time and are overwhelmed, it can be really easy to make assumptions our brain naturally does that. there's a known brain bias. called the false consensus effect. Where we tend to think that people agree with us and have the same beliefs, behaviors, knowledge as we do, that's definitely me. Everyone does it. It is a human brain bias. We all share that. especially in times [00:13:00] of busyness and stress, our brains do tend to fall back on those natural shortcuts to save time and energy. but they can end up causing some strains, some conflict, reduced productivity because we're making assumptions instead of asking. So, hold on. You gotta say that again. We're taking shortcuts and what'd you say after that? we're taking shortcuts basically to save [00:13:30] time, to save time and energy. Our brains naturally do that in many different contexts. like there's so much information coming into our brains constantly  Choosing what to filter, choosing what's important. That's a natural state. we're in that all the time. Can you imagine if your brain right now was processing. Absolutely every single thing that was present in your environment. It's impossible. We can't do that. Oh no. Hang on a minute. For the listeners. Falisha has not ran manufacturing [00:14:00] plants. I. She hasn't even spent a lot of time with them, but she just described our life that is our life. this is why it's important. This is why we need to listen to you and say, okay, so what can we do? 'cause you just described manufacturing, there's so much stimulus. it's how many parts we make the last hour. Is the machine running right now? is the quality inspection done? and then we take shortcuts. That's what we do. Thank you for describing us. [00:14:30] Brain science applies everywhere. I'm happy to hear that resonates and we can make the connection with the manufacturing processes as well. so what can we do about it? So we know, you know, from the manufacturing experiences, from the brain science that. When we're busy, we take shortcuts and tend to assume instead of asking. making that intentional space to invite sharing is really important, and that can happen in some different formats. It can happen in one-on-ones. It doesn't even [00:15:00] need to be a new one-on-one, just to ask what your work preferences are. if you're already having these kinds of conversations. We can integrate questions into that. So even asking someone a general question of, you know, what can I do? What can we as an organization do to make work more productive, fulfilling, enjoyable, whatever your objective is, to make the workplace better for you? the reason you really got me thinking about [00:15:30] this was in our relationship audit was really looking as when we have a team of say, 10 people, one of the practices to sustain relationships is having regular, one-on-ones or certain touchpoints, certain meetings. but when I hear you say about, you know, ask people what they want. Right. So just because. I say, you know what? We should have a one-on-one every two weeks. I'm the leader, but that may not be the right [00:16:00] approach. that's a great example. when we're asking people what they want, need or prefer, that encompasses so many things. It can be, how they work best, schedules, certain times of day they work best. It can be a physical space, it can be communication preferences, what motivates them. There's so many different aspects here that we can touch on, and that's a great example with, how they would like to have communication with a leader How they would like to have check-ins. some people love space, [00:16:30] love autonomy, and autonomy is great for the brain. in general, autonomy is awesome. some people love to have lots of autonomy and that can look like having a conversation once every two weeks and giving space. We'll have the chat, some general objectives, some goals for the next couple weeks, and then I will go and do my work on my own with my team. I don't need to be checked in on unless I have a question. Okay. There are other people who, that [00:17:00] feels overwhelming and the way that, that their autonomy can be expressed is by choosing to have more check-ins. Someone might want to have a quick two minute check-in every morning.  What's your objective for today? have those more smaller pieces that can feel a lot less overwhelming. It can feel like there's a clear map. It can feel like you know somebody's there and supporting them more frequently. Both approaches can be fantastic if they're [00:17:30] paired with the right people. But if there's a mismatch, that's when we start to get, more concerns. Because if you imagine somebody that likes to have more space If they're being checked on daily, that can feel like micromanaging. They can feel like they're not being trusted. but then if we have somebody who likes those daily check-ins and those shorter goals, if they're not receiving that. And they're left on their own when they didn't want to be. that [00:18:00] can add stress. Oh, I don't know what I'm supposed to be doing today. am I on the right track? I'm not sure. so it's really just about adjusting everything from check-ins to how goals are set to really match with what's going to work for each individual. For the listeners, I'm sorry, but it is, it is, you know, more flexibility in our part. Right. But this is, Hey, this is 2026. This is just where we're going right now. I don't see this changing of situational leadership. we gotta [00:18:30] ask more of those questions because North America. Manufacturing got great when we did lower, more lean, had more standards, more structure. And that's great for, greasing a cylinder that we know is gonna fail after so many cycles. And we wanna do the same with humans, right? So we're gonna have a meeting every two weeks and then check on you, every three days. the reality is that with the neuroscience that you have, we're not machines. And we're different. especially with the rise of technology now [00:19:00] and AI again, that's a whole conversation. something that I really work towards is creating human-centered workplaces. We work with machines, which is great, and it really helps, advance many aspects of our society. But human-centered workplaces is really important to, Just to, to create spaces where humans can thrive, be healthy, be included, and do our best work to advance our society people who are treated like machines [00:19:30] are more likely to feel. Stressed to not be motivated to not be expressing their creativity. And that just doesn't it, it doesn't do anything for the output either. when we focus on treating everyone like humans, and you know, we have. Feelings. We have brains, we have the word, you know, we have bodies that need to be taken care of. when we really prioritize that, that's where we [00:20:00] spark the ideas, the creativity, the connection, all of the things that are great for us and also for our products. It's like going to the gym, right? you can't go to the gym for 24 hours, you gotta do a little bit of this every day, and then you build up that muscle  I don't wake up in the morning and go to the gym and say, yes, I get to work out. But I do leave there thinking, this feels good. I've invested into this. I know this is gonna pay off. I feel better about it. like you said earlier we're taking shortcuts. We're trying to take that, that quick fix where really we need to have discipline. Like when we're trying to save [00:20:30] money, you gotta put that investment now into those conversations and just how you described it. We need to keep evolving with technology and the only way we're gonna do that is if we're not spending time on lack of clarity,  that was your second one Minimize. uncertainty. So yeah, minimize uncertainty. we spend a lot of time doing that. what are some ideas that we can spend less time on uncertainty. our brains in general don't like uncertainty and [00:21:00] we can feel that when it happens. as an example, let's say you get an unexpected meeting invitation that says all company meeting tomorrow at noon. That's it. Your brain, most people's brains we're getting laid off. You're like, why? Why is this happening? Did I do something wrong? Did my team do something wrong? Is the company shutting down? your brain tries to fill in the gaps by guessing what it could be, and [00:21:30] that comes from the fact that our brain is protective. Our brain is trying to figure out what those missing pieces of information could be. So that we can feel prepared and better able to handle the situation when it comes. it's coming from a good evolutionary place, but it's really unproductive because we waste so much time and energy on trying to fill in those gaps. And half the [00:22:00] time we get it wrong and it's something we didn't even think of. the other point here is that when there's something that's vague, it can also be interpreted in different ways by different brains. like we were talking about before, even the same thing can create a different response in different brains. Somebody might, maybe be like, okay, I don't know. It's fine, no problem. And somebody else might, lose sleep that night and have a really tough time managing [00:22:30] that. and by providing that clarity, that certainty, the information when we're able to. that reduces the waste of time and energy and makes sure that everybody's on the same page about what's happening and prevents those different interpretations. This is resonating because in the manufacturing greatness model, there's three gaps, the second gap's the expectation gap, and that's really that space between what we believe others expect and what we believe is expected, and that [00:23:00] can go in any direction. So that's our model and it takes more conversations to close that gap. what were your tips around that? in general, if you're having communication, whether it's an email a discussion, a meeting or something else, provide as much information as is relevant. So, for example, with that meeting invitation, provide information in the invitation about. What is the topic? [00:23:30] Why is this being, why is the meeting being called? What's the agenda, for example? What are the discussion questions that people might be asked to share on, just to make sure that people know, okay, why is this happening and what am I going to be expected to do or share when I show up? And it's not just about meetings. transparency and clarity is also really important in the broader organizational structure. For example, sharing policies and procedures openly with the team. [00:24:00] Maybe that's like an internal shared drive, a binder with paper copies. There's lots of ways that can be done. also being transparent about things like criteria for promotions and raises. So we don't need people to wonder, what do I need to do to get a raise? It's there. And that's also really great for fairness. and if you're having, for example, a social event. Sharing some information about what to expect. So where are we going? Is [00:24:30] there games or activities? What's the plan for the day? that can make people feel a lot more comfortable knowing what they're getting into. It can help make it easier to choose whether somebody would like to participate or not. it can help people prepare as they feel they need to. some people like to prepare themselves in advance in different ways, so it just gives the opportunity for them to do so. That's something that I believe. I've gotten better at, I know I've worked at it, but [00:25:00] you know, even just like for a podcast guest like yourself, right before I was like, yeah, just jump in. We'll have a conversation. I got some feedback saying, It'd be better if I knew what to expect coming into your podcast. And I'd be like, that's fair. I was thinking about what I like, not about what you like, so I'm working on that That's an example of differences in communication styles  some people would be very happy to jump in and have an informal conversation. other people share their best ideas when they've had some time to prepare. Both are great. They are different, and they [00:25:30] require having that conversation, in advance to make sure that discussion fits with both people. So the last one here is, about manufacturing and our standards, we want Consistency, especially around safety, keep people safe. And then we get struggling around this fine line of also innovation, right? Where we can be more creative and have meetings and conversations that are more inclusive and, step outside the boundaries a bit. that's around your third tip there. And just [00:26:00] making these group sessions more productive. So group meetings is, is one aspect of workplaces where I find that there's a lot of exclusion, a lot of unfairness, and people aren't having their perspectives considered. And a big root of that is meeting practices that aren't inclusive. So I'll share some tips for how we can do better here. how can we [00:26:30] hold. Inclusive meetings and discussions that really facilitate equal opportunity for everyone to contribute. this connects back to the brains because each of our brains drives us to communicate and express ourselves in different ways. that means people can share their best ideas in different environments and in different ways. for example, some people share their best ideas when they've had some time to prepare. Others like to think on the spot. some people [00:27:00] communicate best through speaking and others communicate best through writings or drawings. And some people really thrive off the energy of big groups and lots of people jumping over each other. that's something I would say, especially in, North American culture, work meetings tend to be like 10 people diving in. but that also excludes a lot of people, because many people, and I'm one of them, feel really strongly about this  it can be really challenging to know when to jump [00:27:30] in. I have an idea, I have something to share, but three people are trying to talk at the same time and I have no idea when I'm supposed to start talking. and what can happen there is people just won't, Hmm, they're scared of interrupting. I don't wanna cut somebody off and they just n never find the spot, and then the topic moves on. those ideas get missed. some specific practices we can implement to make our meetings more inclusive. include, providing agendas and discussion questions in [00:28:00] advance. This overlaps with clarity and transparency as well. so team members can prepare their thoughts in advance if they like to do so. We can give a minute to think after asking a question or presenting a topic, this can feel uncomfortable at first. We are not used to that at all. But it can make a huge difference to allowing team members to really process, yeah, what do I think about that? What do I want to share here? and [00:28:30] then inviting responses, and I said try that out and see if, if team members are, have more contributions after they've had a moment to process. That's my challenge to you listener today, driving into work because you're gonna be courageous, like if you're facilitating a meeting or it doesn't really matter if you're facilitating it. You can be a participant. it's interesting because we don't take that minute. When we do, it's even more powerful in our fields of manufacturing, logistics, transportation. [00:29:00] It's all so urgent that we don't allow. The best ideas to come forward. even when I'm talking to a plant manager about getting their executive team to get together and just talk about the different, you know, how are we working together, right? Like, how are we sharing ideas? What's working and what's not? it's like, oh, I don't know if we can have time to have that discussion. Well. you're losing the money, you're tripping over the dollars and picking up the penny sometimes because we're so busy. which to me means not productive. But hey, I appreciate you [00:29:30] sharing that today. I think we all need to hear that Falisha it can feel like we're taking a bit more time, but in the end, it can be more productive because we are getting the team's best ideas and we're inviting everybody to participate, which in the end can support a better product. and a couple of last tips to help generate ideas from everyone. one of them is offering a shared document or a form where team members can share their thoughts in a written format. this can be during the meeting and also after. [00:30:00] sometimes. It can take a bit more time for a great idea to brew in somebody's brain. it's, half an hour after the meeting and they're like, oh, I wish I could have shared that. So having that form or shared doc really helps, create a space for people to add their ideas when they come. lastly, starting a discussion with a turn-taking structure, where each team member is invited to contribute without interruption. And if you are on a time crunch, there can be a time limit per person. what's [00:30:30] really important here is that everybody. Has a turn if they would like to share. They don't have to. They can pass, but everyone has a turn to share without interruption. you can ask a question, raise a topic, go around the team members. this helps ensure that everyone who would like to share has equal opportunity to do so without having to navigate jumping into an overlapping conversation. And what I find when I implement this People [00:31:00] who weren't contributing as much in other meeting formats, share fantastic ideas and feel more connected with the team. we get a broader range of ideas because everybody can share before we open it up. you can still open it up to discussion afterwards to build on the ideas and connect with each other, but That initial practice of giving everybody some space has benefits for the meeting, for team connection, for creativity, and, generating more ideas.[00:31:30]  Listening to you, it's like, oh, yeah, that makes sense. you go around every person and ask them, but. We don't do it, it's just Okay, good. We got a solution. I think we just hit the whack-a-mole. We can, we can all get outta this meeting now. And, and three people never got to contribute and probably had a better idea. I could go on for about another five hours with you, but how do our listeners get more of you, Falisha, and follow you, connect with you? what's the best basis for that? I've got a few [00:32:00] ways that we can connect, LinkedIn, Instagram, or my newsletter, brain Science for better workplaces. maybe we can put those links, in the description and I'd be very happy to connect with any of you. please feel free to reach out if you'd like to chat more about brains. thank you. Shout out to Nina Na Doley, our mutual friend and previous, guest here that, that suggested you. so glad we got to meet I've already learned so much from you, Falisha, it's just these reminders of like, it's okay. We're, we're, we're just hardwired [00:32:30] like this. We've been conditioned this way and We can make changes. We can build workplaces that align with how our brain functions. Thank you, Falisha. I appreciate you coming on the show. My pleasure. Thanks for having me.    

How do you stay spiritually grounded when the weight of leadership feels heavy—and the pressure never really lets up?In Episode 196 of the Fly on the Wall Podcast, I sit down with my friend Brandon for a rich, honest conversation about the personal and spiritual life of a leader. This episode goes beneath strategies and systems and straight into the inner life that sustains everything else.We talk about calling, confidence, fear, prayer, gratitude, and what it actually looks like to walk with God when no one else is watching.In this episode, we explore:How leaders first recognize God's calling on their life—and why others calling it out mattersWhy you can't wait until pressure hits to get spiritually groundedThe long, unseen work of becoming rooted before storms comeHow gratitude reshapes prayer and deepens reliance on GodWhy authenticity matters more than performance in today's churchWhat leaders need more of—and less of—in this generationThis conversation is reflective, pastoral, and deeply encouraging. If you've ever felt the tension of leadership, wrestled with fear, or wondered how to sustain a healthy inner life over the long haul, this episode is for you.

In hour one, Mike & Jason look back at the previous day in sports, they talk yesterday's Canucks road loss to the Sabres (3:00), plus they discuss the top hockey stories of the day with Sportsnet NHL host David Amber (24:57). This podcast is produced by Andy Cole and Greg Balloch. The views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

Start 2026 strong by focusing on what matters most: developing yourself and your key leaders. Brian Nolan shares his personal development goal of completing a Half Ironman and explains why setting challenging goals creates the foundation for developing others. Using the field supervisor role as an example, he breaks down the three critical areas any key leader must master—emotional intelligence, financial management, and systems—to effectively develop their teams and drive business results.Today's Podcast is brought to you by The Sherwin-Williams Company 

PANIC AMONG THE LATIN LEFT Colleagues Alejandro Peña Esclusa and Ernesto Araújo. Ernesto Araújoexplains that leftist leaders like Lula and Petro fear the US action against Maduro because their power structures share similar corruption. Peña Esclusa adds that Colombian President Petro is terrified because his campaign was funded by Venezuelan drug money, making him vulnerable to the exposure of these secrets. NUMBER 11 1910 BRAZIL NATIONAL LIBRARY

Want to Start or Grow a Successful Business? Schedule a FREE 13-Point Assessment with Clay Clark Today At: www.ThrivetimeShow.com   Join Clay Clark's Thrivetime Show Business Workshop!!! Learn Branding, Marketing, SEO, Sales, Workflow Design, Accounting & More. **Request Tickets & See Testimonials At: www.ThrivetimeShow.com  **Request Tickets Via Text At (918) 851-0102   See the Thousands of Success Stories and Millionaires That Clay Clark Has Helped to Produce HERE: https://www.thrivetimeshow.com/testimonials/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire   See Thousands of Case Studies Today HERE: www.thrivetimeshow.com/does-it-work/  

(1:00) – Matthew, Jay, and Connor continue their movie debate, uncovering more films the crew has yet to see(11:50) – QB Trivia: Fantasy points per game(21:45) – RB Trivia: Rush yards per game, red zone touches(32:35) – WR Trivia: Fantasy points per game(43:30) – Wildcard Weekend DFS Stacks: Bills with Travis Etienne, Texans with Kenneth Gainwell, and Eagles with Christian McCaffrey(50:10) – Last Call: Early week bets on 49ers-Eagles, Chargers-Patriots, and Bills-Jaguars on Wild Card Weekend  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

After a meeting in Paris of the European allies who call themselves the "coalition of the willing", with the Ukrainian president and two senior US envoys also in attendance, France's President Emmanuel Macron, Britain's Prime Minister Keir Starmer and Ukraine's President Volodomyr Zelensky signed a joint declaration on security guarantees in the event of a ceasefire. We hear military analysis of the Ukraine agreement and also the latest US threats to annex Greenland.Also in the programme: as the authorities in Venezuela turn up the repression, we hear from a one-time protestor in Caracas; and why anger is growing over an AI-powered tool for sexual content on Elon Musk's social media platform X.(IMAGE: Ukraine's President Volodymyr Zelenskiy, France's President Emmanuel Macron and Britain's Prime Minister Keir Starmer deliver a press conference upon the signing of the declaration on deploying post-ceasefire force in Ukraine during the so-called 'Coalition of the Willing' summit, at the Elysee Palace in Paris, France, January 6, 2026 / CREDIT: Ludovic Marin/Pool via REUTERS)

The divides opened by the Trump administration's operation to remove Venezuela's Nicolas Maduro widened further. European leaders denounced aggressive statements by Trump about an American seizure of Greenland, a territory of NATO ally Denmark. Meanwhile, tension and concerns are running high in Venezuela. Nick Schifrin reports. PBS News is supported by - https://www.pbs.org/newshour/about/funders. Hosted on Acast. See acast.com/privacy

Russell Howard jokes about leaders in her Netflix special, "Lubricant".

Ministry Mentorship: Why Leaders Must Stay Teachablewith Bryan StuparIn this episode of the Expositors Collective podcast, Bryan Stupar reflects on pastoral and ministry mentorship, not as a leadership technique or growth strategy, but as a deeply biblical, historical, and relational pattern of discipleship.Drawing from Scripture, church history, and decades of pastoral experience, Bryan argues that formation in ministry requires proximity, humility, and a posture of lifelong learning. Mentorship, he suggests, is not optional for Christian leaders because even Jesus, in His humanity, learned obedience through suffering. If growth and formation marked the life of Christ, how much more must leaders remain teachable.Bryan begins by rooting mentorship in the Great Commission, showing that discipleship necessarily involves teaching, modelling, and replication. He then explores the relationship between Paul and Timothy as an example of life-on-life formation that extends far beyond content delivery to include conduct, character, faith, and endurance.The episode also addresses the cultural challenges facing leaders today, particularly the pull of expressive individualism and self-centred leadership. Bryan contrasts this with the way of Jesus, which calls leaders to humility, service, and continual growth rather than performance and self-promotion.Along the way, he traces the historical roots of mentorship, from Homer's Odyssey to pivotal Christian relationships such as Ambrose and Augustine, showing how faithful investment in others has shaped the church across generations. He then turns practical, highlighting the benefits of mentorship: growth through feedback, grace-filled support, and guidance through modelling.Bryan closes with personal reflections from his own pastoral journey, sharing how mentors shaped him through honest conversations, observation, and lived example. His encouragement is simple but challenging: none of us grow alone, and faithful ministry requires inviting trusted voices to speak into our lives.This conversation is a reminder that Christian leadership is formed over time, in community, and always with Jesus as the aim.For information about our upcoming training events visit ExpositorsCollective.com Join our private Facebook group to continue the conversation: https://www.facebook.com/groups/ExpositorsCollective

What does a futurist actually do, and how can understanding change make leadership and life feel less overwhelming? In this episode, Erin talks with futurist Cecily Sommers about how change really works, why uncertainty feels so intense right now, and how leaders can stay grounded when planning horizons keep shrinking. Here's what you'll hear: 1. A futurist studies change, not to predict outcomes, but to understand patterns. 2. The future is not figure-out-able. It is followable. 3.All change moves in cycles of order, disorder, and re-order. 4. Understanding change lowers anxiety and increases agency. 5. Leaders need shorter horizons, more experimentation, and stronger inner stability. cecilysommers.com leadlikeafuturist.com Book:Think Like a Futurist LinkedIn: Cecily Sommers If you'd like quick tangible tips and practical corporate career advice to level up your authentic leadership, download the 10 simple "plays" to stop selling out and start standing out at https://bauthenticinc.mykajabi.com/freebie To connect with Erin and/or Nicole, email: hello@bauthenticinc.com If you like jammin' with us on the podcast, b sure to join us for more fun and inspiration! Follow b Cause on Twitter (really it's mostly Nicole) Follow Erin on LinkedIn or Instagram Join the b Cause Podcast Facebook Group Take our simple, fun and insightful"What's your workplace superhero name?"quiz Unleash your Authentic Superpower with Erin's book,"You Do You (ish)" Check out our blog for more no-BS career advice Work with Us Or just buy some fun, authentic, kick-ars merch here DISCLAIMER: This episode is not explicit, though contains mild swearing that may be unsustainable for younger audiences. Tweetable Comments "The future's not figure-out-able. It is only followable." "All living systems function in cycles." "Anxiety goes down, and your agency goes up." "We can't really change it, but we can observe it, respect it, and work with it."

Your daily news in under three minutes. At Al Jazeera Podcasts, we want to hear from you, our listeners. So, please head to https://www.aljazeera.com/survey and tell us your thoughts about this show and other Al Jazeera podcasts. It only takes a few minutes! Connect with us: @AJEPodcasts on Twitter, Instagram, Facebook, and YouTube

How can we contextualize the capture of Venezuelan president Nicolás Maduro? Today on Connections, we're dedicating both hours to the subject.First, we sit down with local Venezuelans to discuss their feelings about this seismic event.In studio: Heiddy Awais, psychologist and community wellness advocate Kelly Tovar Mullaney, web designer, web producer, and president of Working Art Media Then, we're joined by University of Rochester political science professor Hein Goemans, who examines the implications of the Trump administration's incursion into Venezuela.In studio:Hein Goemans, Ph.D., author of “War and Punishment” and "Leaders and International Conflict," and professor of political science and director of the Peter D. Watson Center for Conflict and Cooperation at the University of Rochester--Connections is supported by listeners like you. Head to our donation page to become a WXXI member today, support the show, and help us close the gap created by the rescission of federal funding.---Connections airs every weekday from noon-2 p.m. Join the conversation with questions or comments by phone at 1-844-295-TALK (8255) or 585-263-9994, email, Facebook or Twitter. Connections is also livestreamed on the WXXI News YouTube channel each day. You can watch live or access previous episodes here.---Do you have a story that needs to be shared? Pitch your story to Connections.

In this episode, Brandon Sedloff sits down with Willy Walker for a conversation on leadership, capital markets, and the evolution of Walker & Dunlop. Willy walks through his unconventional path into real estate, from early career experiences in Latin America to returning home to help scale a multi-generational family business. The discussion explores how personal ambition, insecurity, and long-term vision shaped both his leadership style and the firm's growth into a publicly traded platform. Together, they also unpack current dynamics in multifamily, capital flows, and the role of media and personal platforms in building trust and credibility in the industry. They discuss: • Willy Walker's career journey from nonprofit work and private equity to leading Walker & Dunlop • Lessons from scaling a family-owned company into a public, diversified real estate platform • How public market expectations changed strategic planning and capital allocation decisions • The state of multifamily in 2025, including supply, rent trends, and capital flows • The origins and impact of the Walker Webcast as a long-term communication and trust-building tool Links: Willy on LinkedIn - https://www.linkedin.com/in/willy-walker/ The Walker Webcast on YouTube - https://www.youtube.com/playlist?list=PL_QkMqEzOkzNmWUe9kpfRJ4213jIh6LNk Brandon on LinkedIn - https://www.linkedin.com/in/bsedloff/ Juniper Square - https://www.junipersquare.com/ Topics: (00:00:00) - Intro (00:03:29) - Willy's career journey (00:18:44) - Leadership and business growth (00:34:03) - Post-financial crisis IPO challenges (00:37:38) - Diversification strategy (00:41:56) - Investment management business evolution (00:47:29) - Multifamily market trends in 2025 (00:53:33) - Capital flows and market dynamics (01:01:29) - Building a personal brand with Walker webcast (01:08:20) - Conclusion and final thoughts

There is always someone in the room who believes the timing is wrong, the moment feels uncertain, and waiting sounds safer than moving forward.In this episode of All About Capital Campaigns, hosts Amy Eisenstein and Andrea Kihlstedt tackle one of the most common objections heard in boardrooms and leadership meetings: the belief that now is a bad time to raise money. Drawing from a real dinner conversation and decades of campaign experience, they unpack why this concern surfaces year after year and why it continues to stall bold plans.Amy and Andrea explore how uncertainty shapes donor behavior and how strong organizations respond when the climate feels unsettled. They share what they see across hundreds of campaigns during economic shifts, political tension, public health crises, and periods of social change. The conversation highlights a pattern that surprises many nonprofit leaders: organizations with a clear vision, strong leadership, and thoughtful donor relationships continue to raise significant gifts in every season.The episode walks through common fears voiced by board members and major donors, including anxiety about financial markets, concerns about personal security, and questions about generational giving. Amy responds with practical insight grounded in real campaign results, showing how donors continue to act generously when they feel connected to meaningful work and trusted leadership.Listeners will hear how instability often sharpens a case for support, motivating long time donors to lean in when public funding tightens or community needs grow. The discussion also addresses planned giving, stewardship, and the lasting impact of how donors feel after they make a gift. Andrea emphasizes how thoughtful follow up and personal connection influence future generosity far more than headlines or economic forecasts.The episode closes with a powerful reminder that capital campaigns unfold over years, not moments. Leaders who keep planning and stay in conversation with donors place their organizations in a stronger position when conditions shift again, as they always do. For anyone facing hesitation from a board, an executive director, or even their own internal doubts, this episode offers language, perspective, and confidence to keep moving forward.To ensure your campaign ends in a celebration, download our free Capital Campaign Step-by-Step Guide & Checklist. This intuitive guide breaks down each step of your campaign, and the timeline allows you to visualize your whole campaign, from start to finish!

TRUMP'S MORTALITY, EUROPEAN ALARM, AND THE BEAR TRAP Colleagues Gaius and Germanicus, Friends of History Debating Society, Londinium, 91 AD. Focusing on "Emperor" Trump, the speakers argue his recent threats against Venezuelan leadership display the "mortality" and "incoherence" of age, exacerbated by the office's "transmogrification" of the individual which detaches them from reality. This aggression alarms European allies, who view the extraction operation as "kidnapping" and a crime. The speakers warn that this behavior exposes the US to a "bear trap" set by Russia and China, who can inflict damage without direct escalation. Contrasting Putin's calculated "restraint" and "legalism" with Trump's "bull in a china shop" approach, they suggest the US is rapidly losing international authority. Consequently, the crisis may force a "quid pro quo," where the US might have to trade influence in Ukraine to resolve the situation in the Western Hemisphere, effectively accepting a bargain to escape the "brier patch." NUMBER 2 1953