Any process in an organism in which a relatively long-lasting adaptive behavioral change occurs as the result of experience
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1. Health, Fitness, and Longevity Philosophy Dana White emphasizes personal responsibility for health, especially after age 50. Core practices he credits for major health improvements: Keto diet (low carbs, meat, fish, vegetables; no “sides”). Intermittent fasting (skipping breakfast and lunch). Extended fasting (48–72 hour water + electrolyte fasts a few times per year). Cold plunges (3 minutes at ~50°F daily) to reduce inflammation and boost energy. Light weights + cardio, not heavy lifting. Claims these changes helped him: Lose significant weight (from ~235 to as low as 191). Eliminate sleep apnea and snoring. Get off prescription medications and rely on supplements instead. Improve mental clarity, focus, and energy. Dana White: UFC to issue 85,000 free tickets for White House card (CHECK OUT STORY HERE) 2. Skepticism of Traditional Medicine Expresses distrust of doctors for general health optimization. Strongly endorses personalized blood and genetic testing (via Gary Brecka). Believes many people are unnecessarily prescribed medication. Frames supplements, peptides, and lifestyle changes as superior to pharmaceuticals for chronic issues. FOLLOW DANA WHITE on Instagram HERE 3. Early Life and Entry Into Combat Sports Knew from a young age he wanted to work in the fight business. Left a hotel job in Boston at 19 to apprentice under boxing trainer Peter Welch. Learned the fight industry hands-on rather than through formal education. Left Boston abruptly after being shaken down by associates of Whitey Bulger, relocating to Las Vegas. LEARN MORE ABOUT DANA WHITE HERE 4. Acquisition and Transformation of the UFC Helped orchestrate the purchase of UFC for $2 million when it was near collapse. At acquisition, UFC had: Minimal assets (brand name and octagon). Sold-off media and merchandising rights. No mainstream credibility or regulation. Strategic decisions that fueled growth: Embracing regulation (opposite of prior owners). Educating audiences about MMA (especially ground fighting). Securing TV exposure, not just pay-per-view. Recruiting elite global talent. Creating compelling reality and talent pipelines (e.g., The Ultimate Fighter, Contender Series). UFC is now valued in the billions and dominates live-event gates, including Madison Square Garden. 5. View on Fighters and Greatness Believes MMA is superior to boxing structurally: Fighters must face top competition consistently. Harder to protect undefeated records. Calls Jon Jones the greatest MMA fighter of all time. Views Muhammad Ali as his favorite boxer, but praises Mike Tyson’s cultural impact. Believes elite athletes from other sports (NFL, Jordan, Shaq) could have been dominant MMA fighters with proper training. 6. Joe Rogan and Media Influence Credits Joe Rogan with helping mainstream audiences understand MMA. Did not anticipate Rogan becoming the world’s biggest podcaster. Attributes Rogan’s success to: Curiosity and intelligence. Long-form, unscripted conversations. Willingness to engage controversial topics. Sees podcasts as a powerful alternative to traditional media. 7. Relationship with Donald Trump Friendship began when Trump hosted early UFC events at his casinos when few would. Describes Trump as: Personally loyal. Resilient under pressure. Charismatic and relatable in private. Publicly supports Trump despite advice not to engage politically. Views Trump as unfairly targeted and uniquely resilient. Strongly positive about Trump’s embrace of podcasts and nontraditional media. Please Hit Subscribe to this podcast Right Now. Also Please Subscribe to the 47 Morning Update with Ben Ferguson and The Ben Ferguson Show Podcast Wherever You get You're Podcasts. And don't forget to follow the show on Social Media so you never miss a moment! Thanks for Listening YouTube: https://www.youtube.com/@VerdictwithTedCruz/ Facebook: https://www.facebook.com/verdictwithtedcruz X: https://x.com/tedcruz X: https://x.com/benfergusonshowYouTube: https://www.youtube.com/@VerdictwithTedCruzSee omnystudio.com/listener for privacy information.
The Abundance Journey: Accelerating Revenue With An Abundance Mindset
What if vulnerability isn't what makes you unsafe…What if vulnerability is what makes you powerful?In this deeply moving and joy-filled conversation, Elaine Starling welcomes Thymai Dong-Sheehan, educator, author, and founder of Innervate2Educate Consulting, to explore identity, belonging, spirituality, and the courageous journey of learning to love yourself exactly as you are.As a Vietnamese refugee who grew up navigating discrimination, cultural tension, and the pressure to “prove” her worth, Thymai shares how embracing vulnerability became her path to freedom. Through her book The Beauties of My So-Called Asian Life: Vulnerability, Equity, Spirituality, she reframes identity as sacred, difference as powerful, and self-love as a spiritual act.This episode will help you release either/or thinking, embrace your “hyphen,” and fall in love with the beautifully imperfect human you already are.Topics Covered0:00 – Is Vulnerability Weakness or Leadership?Why hiding diminishes power — and shining creates connection3:30 – Breath, Intention & Creating Safe SpaceThe I AM / CONSCIOUSNESS practice and courageous alignment9:30 – Refugee Roots & Shared HumanityThymai's father's legacy and the power of remembering “We're all human.”14:40 – The Three G's of AbundanceGrowth, Goodness of others, and God's Glory18:30 – Turning to Each Other Instead of On Each OtherConnection across lines of difference23:30 – Love as a Non-Zero-Sum GameWhy giving light doesn't diminish yours27:50 – Embracing the HyphenLiving fully as Asian-American instead of choosing one identity32:40 – Falling in Love with YourselfAccepting flaws, complexity, and evolving identity35:00 – Living the Vertical LifeLooking inward first before pointing outwardKey Takeaways
The Art of Letting Go #RTTBROS #Nightlight"I have learned, in whatsoever state I am, therewith to be content." — Philippians 4:11You know, there was a man born into slavery around 50 AD, a man who had every reason in the world to be bitter and broken. His name was Epictetus, and his owner once twisted his leg to the point of breaking it, just to demonstrate his power over him. Epictetus simply looked up and said calmly, "You are going to break it." And when it snapped, he said, "Did I not tell you?" Now here's what's remarkable about that story. Out of that broken, enslaved life came one of the most powerful ideas in all of human philosophy: some things are up to us, and some things are not. And wisdom, he said, is knowing the difference.That is a profound truth. But here's what I find fascinating. About a generation before Epictetus ever said that, the Apostle Paul was writing something even deeper from his own prison cell. He said, "I have learned, in whatsoever state I am, therewith to be content." Did you catch that word? Learned. Paul didn't say this came naturally. He didn't say God zapped him with a contentment ray. He said he learned it, the same way you learn anything, through practice, through failure, through getting back up and trying again.Here's the difference between Paul and the Stoics, and it matters. Epictetus said, focus only on what you can control, your thoughts, your responses, your choices, and let everything else go. Good advice, as far as it goes. But Paul goes further. Paul says, I can do all things through Christ which strengtheneth me (Philippians 4:13). He's not just gritting his teeth and white-knuckling his way through hard circumstances. He's drawing on a strength that isn't his own.So what are you gripping so tightly today that it's draining the life right out of you? The job situation you can't fix, the relationship you can't control, the diagnosis that blindsided you? You and I can't change most of what worries us. But we can, like Paul, practice surrendering it to the One who holds all things in His hands. That's not weakness. That's the deepest kind of wisdom there is.Let's pray: Lord, teach us what Paul learned, that real peace doesn't come from controlling our circumstances, but from trusting You in the middle of them. Help us release what we were never meant to carry. In Jesus' name, Amen.#Faith #Contentment #ChristianLiving #DailyDevotion #TrustGod #BiblicalWisdom #SpiritualGrowth #RTTBROS #NightlightBe sure to Like, Share, Follow and subscribe, it helps get the word out.https://linktr.ee/rttbros
Actress Gina Gershon returns to the podcast! We discuss her new book, “AlphaPussy: How I Survived the Valley and Learned to Love My Boobs," where she stresses to trust your gut. In a world full of bullies and people telling her what to do, it was crucial for Gina to become an Alpha...plus, we discuss her GN'R and Camp Freddy experiences! More info: https://www.amazon.com/AlphaPussy-Survived-Valley-Learned-Boobs/dp/1636142818 https://www.instagram.com/ginagershon/ WEBSITE: www.afdpod.com
Grief doesn't only come from what happens to us directly. In this episode of our Grief Series, we'll look through the Seventh Gate: Trauma — specifically collective trauma and secondary (vicarious) trauma. We'll break down what these are, how they physically land in your body, what the Window of Tolerance really means for your day-to-day life, and what to do when you find yourself overwhelmed by stress. We'll explore super helpful theories like the tend-and-befriend stress response, the power of your hope circuit, the eternal wisdom of finding the Middle Way, and practical guidance for navigating a world that can feel relentlessly heavy. This episode is part of a 10-part series on grief. You can jump in here and circle back to Episode 248 when you're ready. p.s. Find a Simple Joy practice for this episode right here at our blog. About: The Joy Lab Podcast is an Ambie-nominated podcast that blends science and soul to help you cope better with stress, ease anxiety, and uplift mood. Join Dr. Henry Emmons and Dr. Aimee Prasek for practical, mindfulness-based tools and positive psychology strategies to build resilience and create lasting joy. Take the next leap in your wellbeing journey with the Joy Lab Program. If you enjoyed this episode, please rate and review us wherever you listen to your favorite podcasts! And... if you want to spread some joy and keep this podcast ad-free, then please join our mission by donating (Joy Lab is powered by the nonprofit Pathways North and your donations are tax-deductible). Like and follow Joy Lab on Socials: Instagram TikTok Linkedin Watch on YouTube Key moments: [00:00] — Introduce the Seventh Gate: Trauma [00:48] — A gentle reminder to listen with care [01:30] — Defining collective trauma: shared psychological impact affecting communities, societies, and the globe; examples include COVID, 9/11, mass shootings, natural disasters, and chronic collective traumas like racism and classism [02:00] — Defining secondary trauma / vicarious trauma: how negative effects occur through hearing accounts, watching videos, 24/7 news exposure; not uncommon in caregivers, healthcare workers, therapists, and first responders [03:30] — Why the brain doesn't always distinguish direct from indirect trauma; secondary trauma can produce symptoms identical to direct trauma; we are wired to survive in communities [04:00] — The losses this gate surfaces: safety, trust in institutions, community connection, shared understanding, and moral injuries [05:00] — Linda Thai's definition of trauma: "what happened that shouldn't have, and what should have happened that didn't" — and why the second half matters just as much [06:30] — Minnesota ICE surge reflection; what was missing that could have softened the trauma; community connection as a powerfully protective presence [07:45] — The tend-and-befriend stress response and why it's especially suited to collective grief [08:40] — Physical symptoms of collective trauma: brain fog, sleep problems, appetite changes, jumpiness, physical tension, digestive issues [09:20] — How collective stress lowers individual stress tolerance; why the tend-and-befriend response is so adaptive here [09:50] — Dan Siegel's Window of Tolerance introduced: the zone for healthy stress response; why collective trauma shrinks the window [10:20] — What happens outside the window: hyperarousal and hypoarousal introduced [11:00] — Deep dive on hyperarousal: panic, racing thoughts, anger, hypervigilance; why narrow focus is counterproductive; how sustained overactivation overwhelms the nervous system [13:00] — Hypoarousal: numbness, flatness, disconnection, apathy, brain fog; the freeze/"bite" stress response as protective feature, not personal failure; the COVID grocery bag arc [14:30] — Gentle activation strategies for moving out of hypoarousal: small movements, mindful breathing, connecting with safe people, small accomplishments [15:30] — Learned helplessness reexamined: the original researchers got it backward — helplessness is the brain's default, not something learned [16:00] — The Hope Circuit: prefrontal cortex overrides the helplessness default when actions are seen to matter; cross-stressor effect of agency [16:40] — What agency looks like in practice: self-talk, social connections, information choices, body care, small service acts, values [17:30] — Henry's activating-to-calming spectrum; using the Middle Way framework to self-regulate within the Window of Tolerance [18:30] — What to do when you've gone outside the window: micro-changes, one small choice at a time; deep rest when needed [20:10] — Balance is not a destination; the goal is not to eliminate stress responses but to navigate them more skillfully [21:15] — Self-care during collective trauma enables wise collective action [21:45] — Closing wisdom from Clarissa Pinkola Estés on standing up and showing your soul Sources and Notes for this full grief series: Joy Lab Program: Take the next leap in your wellbeing journey with step-by-step practices to help you build and maintain the elements of joy in your life. Grief Series: The Grief Series: The Wholeness of Being Human [part 1, ep 248] Everything We Love, We Will Lose: Navigating the First Gate of Grief[part 2, ep 249] Welcoming Back the Parts of You That Have Not Known Love [part 3, ep 250] Why You Can't Escape the Sorrows of the World (and why that's a good thing) [part 4, ep 251] Born to Belong: Grieving What Should Have Been There From the Start [part 5, ep 252] Breaking the Cycle: Ancestral Grief, Epigenetics, and the Power to Change Your Legacy [part 6, ep 253] How Facing the Harm You've Done Can Set You Free [part 7, ep 254] Wild Edge of Sorrow by Francis Weller Linda Thai's website Dan Siegel's website Clarissa Pinkola Estés' website Beckes & Sbarra, Social baseline theory: State of the science and new directions. Access here Beckes, et al. (2011). Social Baseline Theory: The Role of Social Proximity in Emotion and Economy of Action. Access here Bunea et al. (2017). Early-life adversity and cortisol response to social stress: a meta-analysis. Access here. Eisma, et al. (2019). No pain, no gain: cross-lagged analyses of posttraumatic growth and anxiety, depression, posttraumatic stress and prolonged grief symptoms after loss. Access here Hirschberger G. (2018). Collective Trauma an d the Social Construction of Meaning. Frontiers in psychology, 9, 1441. Access here Kamis, et al. (2024). Childhood maltreatment associated with adolescent peer networks: Withdrawal, avoidance, and fragmentation. Access here Lehrner, et al. (2014). Maternal PTSD associates with greater glucocorticoid sensitivity in offspring of Holocaust survivors. Access here Maier & Seligman. (2016). Learned helplessness at fifty: Insights from neuroscience. Access here Sheehy, et al. (2019). An examination of the relationship between shame, guilt and self-harm: A systematic review and meta-analysis. Access here Strathearn, et al. (2020). Long-term Cognitive, Psychological, and Health Outcomes Associated With Child Abuse and Neglect. Access here Yehuda et al. (1998). Vulnerability to posttraumatic stress disorder in adult offspring of Holocaust survivors. Access here. Yehuda, et al. (2018). Intergenerational transmission of trauma effects: putative role of epigenetic mechanisms. Access here Please remember that this content is for informational and educational purposes only. It is not intended to provide medical advice and is not a replacement for advice and treatment from a medical professional. Please consult your doctor or other qualified health professional before beginning any diet change, supplement, or lifestyle program. Please see our terms for more information. If you or someone you know is struggling or in crisis, help is available. Call the NAMI HelpLine: 1-800-950-6264 available Monday through Friday, 10 a.m. – 10 p.m., ET. OR text "HelpLine" to 62640 or email NAMI at helpline@nami.org. Visit NAMI for more. You can also call or text SAMHSA at 988 or chat 988lifeline.org.
In Part 2 of my conversation with Brooke Gramer, we shift from voice and branding into something even bigger — the future of search and AI-driven commerce.What happens when AI starts shopping for your customers?We explore agentic commerce, GPT updates, model selection, and where AI should never replace human judgment. We also talk about the guardrails business owners need as AI becomes more embedded in workflows.If you sell online — especially on Shopify — this episode will stretch your thinking.Because the future of SEO isn't just rankings. It's recommendations.✨ Key Takeaways:Use AI After You've Learned the Skill — Not Instead of ItAI should accelerate mastery, not replace it.Always Keep a Human in the LoopFrom legal citations to ecommerce workflows, oversight matters.Agentic Commerce Is Emerging — Not Fully AutonomousAI agents still require permission checkpoints and clarification.Model Settings MatterDeep research mode, updated models, and custom GPT guardrails change output quality dramatically.Voice Search Is Coming Faster Than You ThinkThe future of search may be conversational and voice-first.
➡️ Get the full episode breakdown at Biology of Trauma® Podcast – Episode 164: Could Your Trauma Be Disrupting Your Metabolism? The Weight Health Conversation What if the reason your body is holding onto weight has nothing to do with what you're eating — and everything to do with hormones you may not have heard about? In this episode, Dr. Aimie talks with registered dietitian and author Ashley Koff to unpack the hidden world of weight health hormones: GLP-1, leptin, ghrelin, and more — and why optimizing them matters for everybody, not just people trying to lose weight. What you'll hear will change how you see your body — not as something failing you, but as a sophisticated ecosystem sending you signals worth decoding. Ashley reveals why 93% of Americans are metabolically dysregulated, how trauma and chronic stress directly suppress the hormones that regulate metabolism and body composition, and why "weight loss" as a goal is actually working against your biology. Whether you're curious about GLP-1 medications, perimenopause weight changes, or just why the scale never seems to match your effort — this conversation will shift everything. In This Episode You'll Learn: (00:00): Introducing the connection - weight, metabolism and GLP-1 (03:06): The weight-trauma connection: Why the body holds on despite every effort (04:04): What “weight health” means biologically — and why weight loss as a goal misses the point (07:17) The incretin discovery: How GLP-1, leptin, ghrelin, and seven other weight health hormones regulate your biology (10:53).Why 93% of Americans show signs of suboptimal metabolic health — and what that actually means for you (11:36) Ashley's pizza framework: The right sequence for assessing your metabolic ecosystem (16:00) How to assess your weight health hormones — and why a blood test alone won't tell you what you need to know (24:03) Perimenopause and menopause: Why digestion fails first — and how that drives belly fat and brain fog (31:25) Learned behaviors vs. hormone imbalance: How to tell what is biology and what is a survival strategy from childhood (38:33) Where to start: Ashley's first step for anyone wanting to optimize weight health (41:52) The deliciousness signal: Why a “seven or above” is a physiologic mechanism, not a preference (45:08) Ashley's final message — where to find (her book) Your Best Shot and her clinical resources Resources/Guides: Your Best Shot by Ashley Koff, RD: The Personalized System for Optimal Weight Health — GLP-1 Shot or Not Ashley Koff's website — For more on digestive, metabolic, and hormone health optimization The Biology of Trauma® Book by Dr. Aimie Apigian — Where you can find the framework for finding your block in Chapter 12 Free Guide: Steps to Identify and Heal Trauma by Dr. Aimie Apigian Related Podcast Episodes: Episode 56 — Hormones: A Portal Into Our Stored Trauma with Dr. Aimie Apigian Episode 75 — Fear Stored in the Gut: Attachment, Relational Trauma & Solutions for the Hyper-Sensitive Gut Episode 82 — Using Biological Rhythms to Recover From Trauma with Dr. Leslie Korn Episode 138 — Why Your Body Holds On When Your Mind Has Healed Episode 151 — Why Healed Trauma Returns in Perimenopause: Chinese Medicine Lens with Dr. Lorne Brown
What if workplace conflict is not something to avoid, but the very path to healing and high performance? In this episode, Susan Winchester shares how a 36-year corporate HR career evolved into a purpose-driven executive coaching and consulting practice focused on emotional intelligence, leadership effectiveness, and workplace healing. Susan served in senior HR leadership roles for global organizations including Kellogg's, Federal Reserve Bank of Chicago, Rockwell Automation, and Applied Materials. After retiring from corporate life at 60, she transitioned into her own consulting and executive coaching practice, helping C-suite leaders and organizations transform workplace dynamics through her proprietary frameworks. Susan reveals how two key relationships profoundly changed the trajectory of her career, leadership style, and personal growth. [00:02:40] From Corporate CHRO to Purpose-Driven Consultant • 36.5-year career in corporate HR and consulting • Served as Chief HR Officer in Fortune 150 organizations • Successfully hired and mentored her successor before retiring • Retired at 60 and transitioned into consulting by design [00:08:00] The Crossroads Meditation • Attended a VIP retreat in Ibiza • Faced a decision between scaling a digital business or starting a boutique consulting practice • Realized she wanted to work with people she genuinely respected and enjoyed • Within weeks, former colleagues reached out with opportunities [00:10:40] Helping Leaders Shift Identity • Coaches executives in large corporations, private equity firms, and universities • Helps leaders recognize how childhood programming shows up at work • Reduces anxiety, overthinking, and perfectionism patterns • Focuses on leadership capability and performance optimization [00:13:40] The Relationship That Changed Everything: Celine DeCosta • Finished writing Healing at Work but was afraid to publish it • Invested in a 90-minute Story Clarity Intensive • Discovered her purpose was bigger than her fear • Published the book after years of hesitation [00:23:20] 4,000 Weeks and Redefining Time • Introduced to Four Thousand Weeks by Oliver Burkeman • Realized an 80-year life equals roughly 4,000 weeks • Shifted from seeing time as pressure to seeing it as precious • Became more intentional about family, friendships, and experiences [00:27:00] Rethinking Wealth and Utility • Influenced by Die with Zero by Bill Perkins • Began focusing on life experiences over accumulation • Prioritized giving while alive • Shared wealth intentionally with family [00:29:00] The Second Transformational Relationship: Ken Wright • Met Ken Wright through the Human Synergistics Lifestyles Inventory • Received early feedback about perfectionism that later proved true • Learned advanced leadership and organizational frameworks [00:37:00] The Power of Right Relationships • Credits mentors for holding a bigger vision for her than she held for herself • Learned that growth requires uncomfortable feedback • Discovered that emotional healing improves performance • Built a career rooted in gratitude and intentional evolution KEY QUOTES "A lot of our workplace conflict is unresolved history asking to be healed." - Susan Winchester "There is a conscious healing career path, and there is an unconscious wounded career path. Most of us don't realize which one we're on." - Susan Winchester "Perfectionism looks like excellence from the outside. Inside, it can be desperation." - Susan Winchester CONNECT WITH SUSAN WINCHESTER
You step in because you love your child.You pay for treatment again because you're scared.You cover the rent because you don't want them on the street.You call to check in because something feels “off.”You offer solutions because you can't stand watching them struggle.Of course you do.But here's the hard question:What if, sometimes, the helping is reinforcing learned helplessness?What if the message, completely unintentionally, becomes: “You can't handle this without me.”Learned helplessness doesn't develop because parents don't care. It often develops because you care so deeply that you rush in to protect, soften, fix, or prevent discomfort.If you've ever felt torn between protecting your child and preparing them for real life, this conversation is for you.Seth and I talk about how learned helplessness can form when tasks are repeatedly taken over, when consequences are softened too quickly, or when rescue becomes the pattern. We explore what it actually looks like to allow your teen or young adult child their discovery process, even when that means sitting in your own discomfort.Because sometimes the most powerful message you can send your struggling teen is:“I believe you can handle this.”In this episode on learned helplessness, we discuss:What learned helplessness is and how it quietly develops in your teen or young adult child;How loving, generous parenting can unintentionally reinforce helplessness;The difference between necessary support and rescue;Why sitting with your own anxiety can change everything;How to evaluate when to step in, and when to step back;The long-term impact of allowing your teen to build capability;And more!Looking for support?
Send a textThe mindset that keeps people powerless. In today's episode, we talk about the quiet narrative many people carry that convinces them the world is working against them. Over time, that belief begins shaping how you speak, how you act, and what you believe is possible for your life.We share a perspective on how that story forms, why it feels so convincing, and what begins to shift when someone finally questions it. Sometimes the biggest change starts with one uncomfortable realization. Press play and see if you recognize the story. And if it happens to be yours, good news. Every plot twist still needs an author.Here are the related episodes, each one builds on today's conversation:#226 | Effective Tools for Dealing with Challenges - https://apple.co/4aTSvp5 #448 | What REAL Validation Looks Like - https://apple.co/4hECPHQLearn more about:
How do you run an offsite that actually changes performance — not just conversations? In this episode, Travis Timmons and Kelly Allan share with Andrew Stotz what happened during the Fitness Matters off-site. They discuss how a Deming-inspired approach helped their team tackle a critical business aim, align around system improvement, and turn employee engagement into measurable competitive advantage. TRANSCRIPT 0:00:02.5 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Travis Timmons, who is the founder and owner of Fitness Matters, an Ohio based practice specializing in the integration of physical therapy and personalized wellness. For 13 years, he's built his business on Dr. Deming's teaching. His hope is simple. The more companies that bring joy to work through Deming's principles, the more likely his kids will one day work at one of those companies. And we also have a special guest, Kelly Allan, who is a long term practitioner of the teachings of Dr. Deming. And he's also been instrumental in bringing the teachings of Dr. Deming to Travis and Fitness Matters, and particularly to this offsite. So the topic for today is how a Deming style offsite can strengthen your company's competitive advantage. Travis, take it away. 0:01:01.4 Travis Timmons: Hey Andrew, thanks again for having us and super excited to share with Kelly and your audience how our offsite went a couple of weeks ago. The short answer, kind of the upfront, is it was amazing. We had fun, number one, which is always important, but engagement from the team was through the roof. For four and a half hours straight. We worked on the work together and had Kelly there to make sure we were appropriately following Dr. Deming's teachings. Had Kelly there to facilitate and a couple of fun things we did. One was the red bead experiment, which I'm sure we'll talk about as we go through the conversation here. The short answer is I know in the last podcast we talked about the preparation that Kelly worked with myself and our leadership team on in preparing for a Deming focused and led offsite. We did that and it was just amazing. What were your thoughts, Kelly? 0:02:06.4 Andrew Stotz: I'm curious, Kelly, as an outsider helping them, observing, what are your observations of how it went? 0:02:14.2 Kelly Allan: I think there was just incredible energy and interest in figuring out some of the challenges ahead for the company. People came in well prepared and it showed. The interactions in the breakout groups, interactions in the full groups. Often when you're in a full group of 60, 70 people, folks are often, especially new folks, and the company's been growing and adding new people, new folks are often somewhat hesitant to speak up. But the culture of the people in that room, the culture of the organization is bring it on, let's have a conversation, let's hear what people have to say. Let's share theories, let's get down and debate and wrestle with some of these things that are not easy. There's no low hanging fruit here. It's complex stuff in a complex and highly competitive industry. 0:03:28.9 Travis Timmons: Some of the feedback we received, I think I shared last time, Andrew. As Kelly said, we've hired several new team members and they've all shared with me just a breath of fresh air from where they came from before. The power of this offsite with it being focused on some of the core teachings of Dr. Deming allowed them to see how is this different? They know they like it, they know the culture is different. They know they can provide care the way they want to. They know they can have a voice, have an impact on the system. But they didn't really know why they just liked it. Having a Deming focused offsite to explain a little bit, you can't fully explain Dr. Deming in four and a half hours, but we covered quite a bit. Make the system visible, operational definitions. What are a couple other ones with the red bead, Kelly? We did some tampering. 0:04:28.8 Kelly Allan: Making sure that we're not being confused by visible numbers alone. That what's important is how we work on the system so that we're not doing special efforts all the time to get great results. It's built into how we do things. 0:04:43.8 Travis Timmons: To Kelly's point, part of why our team, for four and a half hours we had over 50 people all in, sharing thoughts without hesitation because one of the things we talk about in the very beginning of the meeting, one of Dr. Deming's core philosophies, if that's the right way to put it, Kelly, correct me if I'm off base here, but 96% of issues within an organization are system issues, not people issues. When you put that out there, we're here to talk about the system and improve it and make it visible. We're talking about problems with systems and processes, not people. Then the gloves are off and let's dive in and we're gonna say whatever's on our mind and there's no drama, there's no feeling of any backstabbing or throwing under the bus. We just get to work on making the system work better for everybody. That's where it's fun and fast. 0:05:41.9 Andrew Stotz: What I'm hearing is that Dr. Deming, my favorite quote is "people are entitled to joy in work." And part of the key to joy in work is contributing. People want to contribute in life. I love that word because I think everybody wants to feel like they're contributing to a mission, to an aim, to a goal, to a team. And one of the biggest problems we have these days is siloing off people and getting them focused on this little area and missing the whole bigger picture. And so to some extent, you've proven through what you've done that people really do want to contribute. Throughout this discussion, what we're gonna be talking about is this concept of Deming style offsite. And I'm gonna push back at times to try to make sure that we're clear on what's a Deming style offsite. Because it's not to say that Dr. Deming said this is how you do an offsite. But what we're talking about is your interpretations of how do we apply this thinking to this particular meeting style and offsite and ensure that we're true to that. 0:06:56.6 Andrew Stotz: One of the first questions I would discuss is just the idea that maybe you just had a really open, caring environment. And so is that Deming or was that just that? Or maybe you did a lot of prep. You guys have done a tremendous amount of prep. That's what I was impressed about in our prior discussions. Maybe you prepped, maybe you focused on the one thing. Those types of things is what could go through people's minds. Why is it that you're calling this a Deming styled offsite? 0:07:34.9 Kelly Allan: Well, I think in part it starts with Deming's teachings and continued Deming's teachings. I think it might be useful to start with the aim, to have Travis talk about the time that he spent researching and thinking and what's going on in the industry. And even though we can talk later about their industry leading statistics and data and recognition etc, it's off the charts. It starts with the aim. And Dr. Deming said let's be focused on the aim. And so there are a couple, Travis, you wanna just talk about the content aim and then we can talk about even a more cultural Deming cultural aim. 0:08:21.1 Travis Timmons: That was one of my early learnings years ago, Andrew, was the difference of an aim versus a goal. And so from the perspective of this offsite through the Dr. Deming lens, our aim as an organization is to maintain one to one care because we believe that results in optimal outcomes. And it's very rare in our industry to have one to one care. Part of how we do that is we have to be industry leading in everything we do. And the thing that we are industry leading in, but I feel it was the one thing that we could improve upon was our arrival rate. Patients get better if they show up, team members are happy, they don't want holes on their schedules. Referring physicians are happy. Everybody wins. So that aim of a higher arrival rate was our aim of this offsite and conversation. 0:09:17.6 Andrew Stotz: Can you back up just for a second and define arrival rate for those that didn't listen to prior discussions on it? 0:09:23.9 Travis Timmons: Sure. Arrival rate is a visit we have on the calendar. Do they show up or do they cancel? And part of what we worked on and a little bit of an aside here is operational definition of what's a cancellation on our schedule to make sure we're measuring what we want to measure. A funny aside, competitors, we hired several new team members came from other organizations and they tout an arrival rate that is high, like 92% arrival rate. Right. 0:09:55.9 Travis Timmons: And I asked them in the meeting and Kelly will remember this, I said, I know your institutions claim a 90 plus percent arrival rate. Did you have a 92% arrival rate? And they said, absolutely not. But they had people on their team, for example, the front desk might have been bonused based on arrival rate. So how they would take visits off of the calendar would not negatively impact arrival rate. So we talked a lot about operational definition and our aim is to study what we want to study, not to tamper or. Kelly, you share your favorite saying. There's only three ways to get better numbers, and those are 0:10:39.6 Kelly Allan: Manipulate the numbers which you were referring to from another company. Manipulate the system that gives you the numbers. So that also kind of fits with, well, we're not gonna call that a late arrival or a late cancel or a non arrival. We're gonna call that something else so we can manipulate the numbers. And then the third way, which was Deming's way, which is how do we figure out how to improve the system so that late arrivals go down. So that they're a natural part of what we do when people show up, the patients show up when they need to. 0:11:14.6 Travis Timmons: Yeah. And I think that's one of the things to your point earlier, Andrew, is was it just a happy go lucky meeting because Travis and Kelly have great personalities. Well, we know that's not true. 0:11:26.9 Kelly Allan: Speak for yourself. 0:11:29.3 Travis Timmons: But no, I think anymore people know when they're working on something meaningful that's gonna have an impact on their lives or where you're just there to drink coffee and have snacks. People don't suffer fools, right? They want to be there. To have a team of 50 plus people leaning in for almost five hours doesn't happen just because it's a fun environment. To your point, it's the right question to ask. I appreciate you asking that. It comes down to they understand that we're a Deming organization. They understand that what we're talking about is gonna be implemented in a Deming way. We'll talk about that more as we go on, but that, to Kelly's point, was starting with the aim. Our aim is improving arrival rate. How do we do that? That's where the Deming offsite comes into play. Kelly and I and our leadership team worked on, okay, how do we best convey this problem and this aim to our entire team rather than just five or six leadership people working with Kelly and just coming up with our own ideas and then spitting it out to the team at a monthly meeting? 0:12:47.8 Travis Timmons: The power of them owning and seeing the problem and then working on system improvement is the power of that is unmeasurable, as Dr. Deming would say. 0:13:03.1 Kelly Allan: Yeah. I think we talked about the aim to be able to continue to do the one-on-one care with patients because most companies are doing two patients, one physical therapist, three patients. Locally here in Columbus, Ohio, where Travis and I are at, we sometimes hear about classes of five patients with one physical therapist. Physicians and insurance companies, these people are not getting better. Right? These people are... Or if they get discharged, 'cause that's a way to get a better number. "Oh, we got them out." But they come back because they're not really healed. They don't really know how to take care of themselves the way they do when they come out of Fitness Matters. One of those overarching aims has to do with building the culture even further so everybody understands the why behind the what. We could say the what is how do we increase those arrival rates, and then the meeting was about the how we're gonna figure that out, how to do that. But the overarching piece had to do with the why. Why does this matter? 0:14:16.9 Kelly Allan: How do we see...If we see the organization as a system and we use a fishbone chart as a way to visualize some of that, everybody can see handoffs. Everybody can see how different parts of the system, of that patient journey, that patient story, intersect and how what happens upstream affects downstream and how the feedback loop from the discharge point of a physical therapist discharging the patient, how that can wrap back into the understanding of the customer care coordinators and how they can work with that at the very beginning of that relationship with the patient. It's all a part of a system, all a part of continuous flow. We wanted to make sure that everybody, especially the new people, really had a visual, a view of the organization as a system and how they interact. Part of those weeks of planning, it wasn't every day all day long. You start with some ideas, you refine them, you get some research, you refine them, you refine further. Travis spent a lot of time on that. Part of that value is time for reflection, time to have the others on the leadership team weigh in, give their points of view so that we're really seeing this from a fishbone perspective as well. 0:15:44.5 Kelly Allan: So now we can go into that meeting with everybody, and their homework was in part the fishbone with some instructions on how to do that and some examples of how to do that. And that was pre-work. So people came into the meeting already successful. They had already figured some things out. This just gave launch, just gave liftoff to the energy. They'd done this work, to your point, Andrew, they're making a difference, and it just fed on itself. The output was stunning. 0:16:21.0 Andrew Stotz: Travis, I'm gonna write your company aim as I heard it from you, and that is, or from both of you, is maintain one-to-one care. It's best, it's rare, it works. And the off-site aim was different from the company aim. It was the number one thing that we can do to improve that company aim is improve our arrival rates. Correct? 0:16:51.4 Travis Timmons: 100% correct. And you talk, I think you used the term silos earlier, Andrew. Part of the aha moments and making the system visible and working on this and building culture and teamwork, when everybody sees the complexity within your organization and understands that, there's a lot more willingness to support, like, "Hey, we need to change this process at the front desk," even though it may not be optimal for the physical therapist, as long as it achieves our overarching aim and improves joy in work for the front or less friction for a client coming in. Now the team starts to see and understand, all right, that's a system win rather than silos or turf wars. The amount of energy that is spent on that in organizations is... I couldn't do it. 0:17:52.9 Andrew Stotz: Another thing I think that would be difficult for many people with an off-site is you just had one aim. If we were doing prep in the companies that I know and I own and others, we're gonna list out 17 things we want to talk about in that four-and-a-half-hour off-site. From your perspective, why is it so important to get this one focus, one aim? And then I want you also to tell us more about how it went. We've set it up now, so just one last thing on the setup is this idea of focusing on one thing when you've got 17 different problems in our company and we got everybody together and you're telling me just one thing. 0:18:40.5 Travis Timmons: Well, and Kelly can chime in here because he was instrumental in getting us from pre-work to meeting day. But part of it, that's why it's two-and-a-half, three months of work leading up to this. We had the aim of arrival rate. All right, what are we gonna do? A lot of different ways we could have tackled that. We landed on fishbone and making the entire system visible. And that turned out to be the right move. I think Kelly can correct me if I'm wrong. 0:19:15.0 Kelly Allan: I would agree. 0:19:16.0 Travis Timmons: So we started with the aim and it's like, okay, how do we get 50 people to work on this together? Dr. Deming says make the system visible. And so we chose to do that via a couple different breakouts of a fishbone. And to your point, Andrew, when we did that, now there's understanding of complexity and then where are the biggest opportunities? Because we have seven things we're working on to achieve that aim. There's gonna be three or four large PDSAs. We're doing a software upgrade, which in and of itself... And a funny aside, so our organization's been doing the Deming approach for 13 years. Right, Kelly? We announced that we're changing softwares at this meeting. Right. 0:20:13.7 Travis Timmons: Everybody was like, "Okay, let's do it." 0:20:17.4 Kelly Allan: Unheard of. I see a lot of companies, that's usually panic time. 0:20:23.5 Travis Timmons: And it was announced at the beginning of the meeting. Any questions? "Nope, sounds like the right move for our aim." 0:20:32.3 Kelly Allan: Well, Travis, you provided the why behind the what. The what was that we have to change the software. You provided the rationale from all points of view, including from internal people who deal with the software to making it even less friction for customers and for physicians and for insurance companies, etc. People understood the why behind that what, and now they're ready to work on the how. 0:21:06.4 Travis Timmons: And I would even argue, because I agree with that, and because we've done Dr. Deming and have had success and accomplished so many things that people don't believe we've been able to accomplish as an independent organization, having lenses to look through and "by what method?" That's one of my favorite Kelly Allan-isms. By what method? 0:21:33.5 Kelly Allan: That's a quote from Dr. Deming. 0:21:36.0 Travis Timmons: Oh, okay. We're good. 0:21:38.9 Andrew Stotz: We stand on the shoulders of giants. 0:21:41.6 Travis Timmons: Yeah. There's a high level of trust in our organization that we can implement change. I think that... 0:21:51.3 Kelly Allan: I agree. 0:21:51.8 Travis Timmons: I don't want to undersell that in terms of how powerful that is that I announce we're changing our entire operating software in a few months and the entire team was... And we told them why, to Kelly's point. But to make that announcement and then just have everybody say, "Okay. Cool." I think that's crazy to me. I believe it because of everything else I've seen happen over 13 years. But to have a way, by what method, using Dr. Deming's principles, PDSAs, operational definitions, system view, we're gonna diagram it. Everybody left there confident that, "All right, we can do this and we're gonna do it." Anyway, what would you add to that, Kelly? 0:22:40.9 Kelly Allan: Yeah. I would say that fulfilling the promises that have been made at previous offsites just builds the credibility that this leadership team gets it, understands it, and is interested in engaging people and making things happen and getting things done in a way that doesn't disenfranchise people, it doesn't beat up on people, it doesn't cause harm, but people work together because they wanna figure it out. It's fun to figure it out. Yeah. 0:23:17.5 Kelly Allan: It can be at times a little too much fun, a little too exhausting to figure it out. But we're born wanting to make a difference and people can come to work there and know that they have a voice, they're heard. 0:23:33.1 Travis Timmons: And I think that's our superpower that I've learned from Dr. Deming is if I'm the only one figuring stuff out, we're in trouble. We're in trouble. So the team knows that we're gonna bring stuff, we're gonna talk about it, and we're gonna solve problems collectively through the Dr. Deming philosophy. That's something that just popped in my brain, Andrew, because it was such a non-event. But in most instances, that would have been the entire meeting would have been about that, the side conversations, people coming up to me... 0:24:15.0 Kelly Allan: And Travis, there would have been a lot of discussions at a non-Deming company about, "How do we get buy-in?" 0:24:22.4 Travis Timmons: Right. 0:24:22.8 Kelly Allan: "How do we manipulate people into saying this is okay?" We didn't have any...We didn't spend a minute on that. 0:24:30.5 Travis Timmons: Not one person asked me about the software the entire evening at dinner. It was just like, "We're gonna do it." It just struck me because it was a non-event in the meeting, but I think that would have been rare had we not had our history of Dr. Deming's approach and how we presented it in the meeting. 0:24:52.9 Andrew Stotz: Kelly, you said something that made me think of a book that I read in the past by Richard Feynman called The Pleasure of Finding Things Out. Great scientist. You talked about contribution and the desire for contribution and you talked about how people were figuring things out. And that's fun, that's exciting. That's what people want to get out of their management team and out of their employees. In some ways, I feel like you're talking about recess, a playground. Put all that stuff aside, let's go out and let's build this thing. All the joy that we did have when we were young. Think about, "Let's make a sandcastle! Yeah, you do that, I'll do this." That excitement... 0:25:45.0 Kelly Allan: That's what it was in the room that day. Different breakout groups working on different parts of the fishbone and then bringing them together and debriefing around it. It was very exciting. The energy was high. Andrew, you mentioned something, I think in part you were channeling Dr. Deming there because he also pointed out about how we're born wanting to make a difference, to make a contribution. Then we go to school and that gets beaten out of us with grades and command-and-control teaching, et cetera, et cetera. But to your earlier question about what makes this unique, special in regard to Deming, Travis mentioned the complexity. And so we go right back to the core of Deming: understanding variation and special cause, common cause, the important few things versus the trivial many, and how do you sort through those? That makes it very Deming. It makes it very Deming. The other thing that you won't see, and I've been in a lot of them through the years, in most offsites is those conversations about the why. It's usually, "Competitor's doing this," or, "We gotta make more money," or whatever. 0:27:01.0 Kelly Allan: No, the why for Fitness Matters is to achieve those aims. Right. 0:27:07.1 Andrew Stotz: Some of the things that you mentioned: have an aim, what makes this a Deming style, have an aim, think system, not individual focus, understand variation and how that can help you think system, not individual focus. You talked about pre-work, taking it seriously, and I would say that kind of responsibility for your employees and the environment. I was blown away with the amount of pre-work that we talked about previously. You talked about some tools like fishbone as an example. You've talked about the why. Travis, why don't you give us a very high level... We arrived at this time, this was then, we did this first, then we did that, then that. So we can just understand the structure of this meeting a little bit. 0:27:59.5 Travis Timmons: Sure. We've been big on operational definitions. So the operational definition of start time is Travis will start talking at 12:30 to start the meeting. Learned that one over the years. And I... 0:28:18.2 Travis Timmons: It was at a new location, so we had a couple people go to the wrong place. We put the map inside of the homework, swim upstream, try to make this as easy as possible. But to answer your question, we had an operational definition of the meeting starts at 12:30, and that means the meeting begins at 12:30. Operational definition, we had name tags. From an efficiency standpoint, we had six tables when we were going to do breakouts. People picked up their name tags, it had number one through six on it, so they know what table they would be going to at breakouts. We did a quick intro of every team member and what location they work at because we have had a lot of growth. Put names with faces, introduced Kelly so that everybody knew who he was. There's probably 11 people that didn't know who he was in person introduction and how that was going to be diving more into Dr. Deming. I made it very clear up front that this meeting, we're going to celebrate wins from 2025, but I made it very clear we're going to go through those quickly, not because they weren't huge wins, but because we had a lot of work to do to make sure we stay on that growth and excellence trajectory. 0:29:38.2 Travis Timmons: So we went through all of our wins for 2025. We reviewed our BHAGs, and then we got into the aim. In 30 minutes, we introduced everybody, we went over our wins for 2025, we reviewed our BHAGs, one of which is to be the best, leverage technology better than any physical therapy practice in the country was one of our BHAGs. Then I dovetailed that into, and we're switching softwares in a few months. Any questions? No. We go right into, here's what we're going to be working on today, referenced they're going to be using their homework, so they brought their homework booklets with them. We had PowerPoint slides so they knew what the directions were for the first breakout group. Kelly and I got there early and some of the leadership team got there early. We had the table set. We had the, I call it newsprint, up on tripods ready to go. You want to be prepared. They hit their tables because of the name tag. We had leaders assigned for each table. 0:30:50.1 Kelly Allan: And they were trained in advance. Yeah. Facilitators. Yeah. 0:30:53.5 Travis Timmons: We had leadership. 0:30:54.7 Andrew Stotz: So there was an intro period and then you said, "This is our aim and now go to your tables," or how did that... What were you telling them to do at the tables? 0:31:06.0 Travis Timmons: We told them the aim, reviewed the aim. To your point earlier, Andrew, overarching aim is maintaining our one-to-one care model. 0:31:14.0 Andrew Stotz: Yep. 0:31:14.7 Travis Timmons: Our aim of the meeting is how do we improve our arrival rate as an organization to greater than 85%? One of the ways we're going to accomplish that is making the entire system visible. We're going to go to our tables and we're going to work on... We had the fishbones drawn at each table, but we wanted them to fill in the fishbone as groups from their homework because everybody brought different ideas to the table. We wanted some conversation around that. 0:31:44.2 Andrew Stotz: That was a general fishbone. I think I remember later you talked about then breaking it down into separate fishbones, but that was just a general one to review what they'd done. 0:31:54.8 Travis Timmons: General one, work on the work together. To Kelly's point earlier, just the energy around working on ideas or, "Hey, I hadn't thought about that," or, "I didn't even know we did that in our system." Right. 0:32:07.0 Travis Timmons: Just understanding the complexity and really just getting the juices flowing on, here's what we're going to be working on because the next layer is going to be diving deeper into each one of those. 0:32:18.5 Andrew Stotz: How long was that period of going through the first fishbone and looking at their homework, discussing it together? How long did that last? 0:32:27.7 Travis Timmons: That one was a half hour because they'd already done the pre-work, so we assumed most of it was already going to be done. It was just kind of... 0:32:38.4 Andrew Stotz: Did you have them present any of that or that's just, "Go through that and that'll prep you for the next thing"? 0:32:46.0 Travis Timmons: We had them spend 25 minutes on that and then we saved room for five minutes for them to have kind of sharings or learnings or ahas. What did this experience teach you? Do you have anything to share? 0:33:01.9 Andrew Stotz: They're doing that within their group or they're doing that... 0:33:05.1 Travis Timmons: We went table by table and had them share with the entire team. Table by table, we had the team lead or anybody at the table, "Hey, what'd you think? What'd you learn?" 0:33:14.3 Andrew Stotz: Someone may say, "I didn't even realize that this impacts that and I just realized that now after seeing it." Okay. 0:33:24.0 Travis Timmons: Yeah. What are some of the things you heard, Kelly? I heard, "Oh, this is complex." 0:33:29.8 Kelly Allan: I also heard things like, "Well, I know how to handle this, but I need to define a process so that if I'm out, someone else can do it." Right? It's those kinds of little aha moments. Others were just, "Oh, is there a way for us to systematize that even further?" Again, it was that thinking about the system coming out in their comments. I think another part of the appreciation was really recognizing that a lot of people have to win. Deming talked about win-win being very stable and win-lose is not. They wanted to make sure the patients and the clients win, the physicians win, that the insurance companies are getting what they need, that the PTs and the Pilates people and the MAT people, etc., and the customer care coordinators are also having joy in their work. Because when you have a joyful staff, customers, clients really appreciate that. They just know there's something different. There's something different. 0:34:42.0 Andrew Stotz: And one question is, did you have any drift at that point where people started talking about other things that were unrelated but were key problems they're facing, or was setting your aim and doing the pre-work really kept them on track? 0:34:56.8 Kelly Allan: Great question. Yeah. 0:34:58.5 Travis Timmons: They were focused. They were focused the entire meeting. One of the things I learned it from Kelly or Ray, or maybe you taught Ray, I don't know, but we have a piece of paper we put up at every off-site, Andrew, we call it the parking lot. So that if somebody does have an idea that's outside of what we're there to tackle, we just have them go up and write it down so that they're heard, and it could be important, for sure, but we're not working on that today. We gotta stay laser-focused on what we're here for. So we have a parking lot, which has been super powerful, but nobody went to the parking lot the first half of the day at all. 0:35:39.2 Andrew Stotz: That's good. That's better than the woodshed. Excellent. 0:35:43.5 Travis Timmons: Speaking of the woodshed, this is one of my... I think this is one of the critical learnings, one of the many critical learnings I've had with Dr. Deming and the approach to leadership's responsibility. For me as the owner, at the end of the day, the buck stops with me, is to create joy in work, to create engaged teams where they can do fulfilling work. So you talked about the woodshed. It reminds me another one of my favorite quotes. A lot of owners or leaders talk about, "We have a lot of dead wood around here. Have a lot of dead wood on our team." The first Deming off-site I went to, Kelly said, "Well, there's only two ways that could have happened. Either one, you hired dead wood, and if you did, that's on you with your hiring process. Or number two, you hired live wood and you killed it. Either way, it's on the owner and leadership." 0:36:52.4 Kelly Allan: And I stole that from Peter Scholtes. 0:36:55.5 Andrew Stotz: Okay, got it. 0:36:57.0 Travis Timmons: But that struck me in terms of, okay, responsibility's on Travis to ensure we don't have that. Can't point fingers anywhere else. It's not people coming in with bad attitudes. So anyway. 0:37:15.8 Andrew Stotz: Okay, excellent. So now you've had the general fishbone discussion, you've had people present what were their key learnings from it. What happened next? 0:37:26.6 Travis Timmons: Just some quick aha's, anything from the homework, stuff like that. And then from there we did a couple-minute break and then we went right into the... 0:37:37.9 Andrew Stotz: It sounds like a HIIT, like a high-intensity interval training here. We did a couple-minute break. 0:37:44.6 Travis Timmons: We had work to do, man. People were there to get work done and get on to dinner. We had snacks and water in there they could grab real quick. Restrooms were close. And then agenda, we've gotta stay... And the team understands we have to do what we're doing, we have to be excellent in all categories. So the next thing we did, we came back together as a team, the entire team, and Kelly did the red bead experiment in preparation for the next breakout. Super powerful. For those that have seen the red bead experiment and how Dr. Deming used that to show how the willing worker shows up wanting to get all white beads, right? And the white bead, it's the white bead company, but there's red beads intermixed. No matter how hard they try, or Kelly offered a hundred-dollar bonus to somebody if they would just only bring out white beads the next time they put their paddle in, and it just had that visceral, in-the-moment realization that people show up wanting to do a good job. And issues, so the red beads were what we called cancellations impacting our arrival rate. Therapists want their patients to show up. Front desk wants, the client care coordinators want their patients to show up. Physicians want their patients to show up. So what do we need to do? It can't be bonus them if they show up or just try harder. What's not working? So that was a great... 0:39:23.4 Andrew Stotz: Why don't we go to that for a second. We're gonna have Kelly, maybe you can tell us a little bit about what you observed from that, and then we'll continue on with the rest of the structure. 0:39:36.2 Kelly Allan: Well, the way we set up the red bead experiment was very much focused on the real challenges and real issues that everybody at Fitness Matters faces in terms of this topic of increasing the arrival rate and how complex that is. I think the red bead experiment demonstrates for not only the people who are the willing workers and the people who are the inspectors and the person who is the scribe who keeps the spreadsheet, they realize that the numbers alone are not telling us what's going on. They realize that unless there's a system improvement, process improvement, and people working together to make those happen, you can bribe people, you can incent people, you can threaten people, you can send them home, you can give them a performance appraisal, you can do every kind of command-and-control management, but you haven't improved the system in which people work. There's still red beads. There's still red beads. We have to reduce the friction, we have to change the paddle. We have to figure out how it is we can help make it possible and easier for clients to want to show up so that they can get healthy and so that they can really appreciate what happens when they don't show up, how they are a part of the system. Once they become a patient, they're a part of the system of Fitness Matters. 0:41:18.3 Andrew Stotz: I'm just curious if there was also anything different. You've done the red bead experiment a lot of times with a lot of different types of companies. Were there any observations you had of the way they interpreted that that was either the same or different? What were some of your observations there? 0:41:37.7 Kelly Allan: Well, we planned it so that Travis and his leadership team could really do more of the debriefing so that they would have the context for the people in the audience as well as for the people on the stage, versus just a more generic, which is still powerful, to talk about how the system's in control and is this a common cause system or a special cause, what's really going on. Travis and his folks were able to then bring that context to the red beads, which I think made it especially powerful for this audience, for this group. 0:42:16.2 Andrew Stotz: Excellent. Travis, why don't you continue? 0:42:22.0 Travis Timmons: As Kelly shared, the leadership team debriefed after the red beads of the learnings and how that might be. The red beads were the cancellations that we currently have. Then we introduced, "Okay, now what we're gonna do is go do a deeper dive into the fishbones." There's five primary parts of our system, five bones. Each bone we're now gonna break out and work on the granular details. We did a fishbone for each of the larger bones. 0:43:01.8 Kelly Allan: Why don't you give a couple examples of the bones if you have it handy? 0:43:07.3 Travis Timmons: First bone is what we call initial contact. The first time a client has an interaction with Fitness Matters. Could be website, could be a physician referral, could be a neighbor talking to them, could be driving by. Initial contact, that's bone number one. How does that entire process work at Fitness Matters? Where's the friction point? Are there people that we don't even get into our door efficiently? They're not coming in set up for success, for example. Next bone would be setting them up for the evaluation. Third bone is evaluation day. Fourth bone is every subsequent visit up until discharge. And the fifth and final bone is discharge to ongoing wellness and how do we continue to stay connected? Those are the five bones as you flow through as a client at Fitness Matters, and the five major gates, if you will, is how we looked at it. 0:44:07.8 Kelly Allan: Every one of those is filled with complexity. There are a lot of little details to reduce the friction for the clients and for the system, for the patients in the system. I think that was an aha moment for people as well because a lot of them are in the quadrant four of unconscious competence. They've been doing this job well for a long time and they tend to forget the complexity. We have to identify the complexity so we can work on it and make it less complex, more streamlined, and so new people coming in can appreciate why Fitness Matters makes informed, thoughtful decisions about how they do things. It didn't just happen. These have been thoughtful things that have been worked on for years, but they can still be improved further and we can document them and make them more visible. When people saw all those little bones coming off the main bones, it's like, "Wow, there's a lot of little things that happen and we can impact almost all of those." 0:45:18.1 Travis Timmons: In some of the work we've already done on the bones to already have industry-leading arrival rate, but I think we can do better. We're one of the few, maybe one of the few medical appointments people have in their lives, not just physical therapy, but in general, that you go to do a medical appointment, do you know what it's gonna cost you out of pocket before you show up? Generally, you don't. We've swam upstream to make that visible to clients, so they already are coming in knowing what the cost is gonna be and are we providing that value? Just an example of, okay, can we swim further upstream with that and make it easier to pay and make it visible on their insurance deductible and all of that? 0:46:05.9 Kelly Allan: Well, and also, Travis, I think... I was just gonna say in terms of how many times have people been to a doctor's office, they've had to fill out a whole bunch of forms either online or in the office and then nobody ever looks at it. Something that Fitness Matters has been a leader on for a long time, which is how many of these questions are really required? How are we really gonna use that information? Let's not have seven pages. Can we get it down to four? Can we get it down to three? And increase... Because remember Deming's teachings are quality goes up as costs go down. Quality goes up as we have to commit less time. Quality goes up as joy in work goes up. Right? So that's that Deming structure of, no, quality does not have to cost more. In fact, Deming said if you're doing it this way, quality will cost less. And that's in part how Fitness Matters can compete against these big, big companies and win. I think, Travis, you've gotta share some of the statistics about what makes Fitness Matters an industry leader. What kinds of things are measured that you and others look at in the industry? 0:47:17.8 Travis Timmons: One of the big things in the physical therapy industry, Andrew, is what they call outcomes. They're measurable questionnaire by body part that you have a patient fill out at evaluation day and at discharge day, and it gives you a percentage of... In our industry, they call it functional ability. Are you 100% able with your shoulder or do you have a 60% disability with your shoulder? For example, across all body parts, we're 30 to 40% above national average on our outcomes. Not even close. Because of the efficiency, our patients show up. Again, the one-to-one care model is why it's our true north, and everything we do has to support that because of those industry-leading outcomes. Our no-show rate is one of the other things we define. Again, something we're working to improve upon, but we're already nation-leading. Our definition of a no-show is 24 hours notice up into a no-show. Most companies in our industry only call it a no-show if the patient just doesn't show up. With our definition of 24 hours notice or less, we're at 4% to 5%. National average of true no-shows, just not showing up, is 15%. 0:48:45.8 Andrew Stotz: Yeah, I can imagine even probably higher than that, but 15, yeah. 0:48:49.7 Travis Timmons: 15 to 20% depending on the research. Just two examples there. The Deming approach to system thinking, team engagement, getting rid of silos, operational definitions. To Kelly's point, we worked years ago on that initial client intake. I used an example several years ago around the time we were working on that project. My one son, got him an Apple iPad for Christmas. Other son got an Xbox 360. One product we got out of the box and turned it on, it was fully charged and ready to go in about 37 seconds. The other product took all kinds of unpacking, had to plug it in, and as soon as it came up, it said software upgrade required, and it proceeded to spend the entire day of Christmas downloading the update. We just use that as an example of how hard is this? We want that same experience for our clients. How do we make it an unbelievable healthcare experience for our clients? 0:50:10.1 Kelly Allan: Well, and Travis is being way too modest here, so I have to jump in. I don't know if I have the numbers exactly right, but Travis will correct me. Let's say you have an injury or you're recovering from surgery or whatever it happens to be, and the industry average is it's going to take 17 visits with a physical therapist for you to be at some level of functionality. At Fitness Matters, it might be 13 visits. Travis, is that too high? 0:50:42.3 Travis Timmons: 10. 0:50:43.1 Kelly Allan: 10 visits. 10 visits. So cut it in half. They're getting better in half the time. That's Deming. 0:50:52.9 Travis Timmons: Yeah. 0:50:53.3 Kelly Allan: Quality goes up, costs go down. Which is why Travis then can... Insurance companies also love them, right? It's like, wow, these people are getting better and they don't circle back just because they were... Operational definition is they're well. Discharged by somebody else, oh yeah, they had their 17, 18 visits, 19 visits, they're well. No, they're not. They come back or they go somewhere else and they're claiming insurance again. Fitness Matters, they learn how to stay well. 0:51:22.4 Travis Timmons: And that brings in another important thing that we've learned over the years, Andrew, with the Deming approach. Our data is industry leading, and we've worked hard at that. And we've got a great team that works within the construct that we've created through Deming. To get back to the unknown or unknowable quote that Dr. Deming would use, our marketing costs are low because patients go back to their physicians and say, "Hey, this is the best PT experience I've ever had." And after they hear that four or five times with us and they get complaints when they send them elsewhere, all of a sudden we start getting referrals from these doctors we've not even heard of before. 0:52:07.6 Kelly Allan: Yeah. Yep. 0:52:08.9 Travis Timmons: How do you measure that? What amount of marketing dollars would have to be spent to get in front of... Like, we doubled the number of physicians that referred to us in the last year. 0:52:23.6 Kelly Allan: Yes. That's a double, Andrew. Unheard of. 0:52:27.5 Andrew Stotz: Yeah. 0:52:28.1 Kelly Allan: Unheard of. 0:52:28.5 Andrew Stotz: Incredible. So you got amazing outcomes. Let's now wrap up about where did you get to at the end of this? What did you personally and the management team end up with? 0:52:45.9 Travis Timmons: So we had some do-outs. Our closing PowerPoint slide was within two weeks we would report back with one to two updated operational definitions and probably three PDSAs that we were going to tackle. That was kind of our promise back to the team, that we would look at all the work. We have paper everywhere. People got to vote. We had a one-page paper on potential PDSAs, and we gave them little stickers to vote on where they think we should put our time and energy and resources. Our takeaway, our product, if you will, three PDSAs. One that has two under it is the new software. We're gonna start doing online scheduling, automated waitlists. I won't get into all the details, but PDSA one has software change. PDSA two, there was a lot of feedback on, "Hey, it would be great if we had kind of a scripted conversation point for the client care coordinators for these four scenarios: first phone call, first in-visit, how we take payment and make their benefits visible to them, how do we take a phone call and handle a cancellation when they do happen to ensure that it's a positive experience." 0:54:12.4 Travis Timmons: And then how do we handle kind of a no-show? Another PDSA is we're gonna have those client care coordinators create their first version of what they think the best script would be, 'cause they're the ones that do it all day. Why would I try to come up with that? And then have them send it to us and do some feedback there. Then we updated our operational definition of canceled visits so that there was clarity across the system to make sure we're measuring what we want to measure, which is how many people show up to their visits each day. We reported that back to the team last Friday, actually, to make sure we hit the deadline we promised to them. And then we let them know we're also gonna be working on kind of a third or fourth PDSA—I kind of lost track there of how we're counting it under the software—but training the entire team on what does it mean to have client engagement and what is our operational definition of client connection and client engagement. So they know we're gonna be doing that on a location-by-location basis at the March monthly meeting. 0:55:26.4 Travis Timmons: That was our takeaway. A lot of product to come away with, and they're gonna have all of the context from the team off-site to understand what we're getting ready to tackle, especially with the software change. 0:55:40.1 Andrew Stotz: My first reaction to that is, oh, those seem like kind of things that you could have figured out some other way, or there's not that many things, or there wasn't some stunning breakthrough. Explain why you're happy with what you got versus you prepared, you did a lot of work, you got those things. Some of it may be that, hey, we need to go through a process. I may have known some of those conclusions, but if we don't have a process of going through that, first we have the risk of maybe I'm wrong in what I think. And the second thing we have is that we have the risk that it's just a business run by dictate rather than getting real buy-in. I'm just curious if you could explain a little bit about that. 0:56:30.7 Kelly Allan: You said the bad word. You said the B-word. 0:56:34.5 Andrew Stotz: Buy-in. 0:56:35.4 Travis Timmons: Understanding, Andrew. Not buy-in. 0:56:38.4 Andrew Stotz: We're looking for buy-in. No. Okay. 0:56:40.8 Kelly Allan: We change it. How do we get... The conversation changes when you say, "How do we get understanding?" Now it's about the why behind the what that leads to the how, versus buy-in, which means, "How are we gonna sell this to somebody?" Sorry, Travis, I couldn't resist. 0:57:02.8 Travis Timmons: No, it's 100% true. And to answer your question, Andrew, my first answer and probably the most powerful answer we already talked about earlier, but it's very important to reiterate and maybe close with, is because of our approach and the time and investment we spent preparing for the meeting, doing the meeting, the fact that there was zero concern or stress around us switching our software system. The amount of engagement that there's gonna be, 'cause there's gonna be work to be done by all team members in preparation for that software change. I am confident I'm not gonna have to do any motivational speeches leading up to that. I'm not gonna have to bribe people. They want this to work because they understand why we're doing it, they understand the value it's gonna provide, and they understand, now that they have deep understanding of our system, they understand why we need to do this to continue to excel. 0:58:13.9 Travis Timmons: I don't know what that's worth. That's unmeasurable. But I know had I just announced this and not had any process, not a Deming approach, just, "Hey, guys, Travis thinks we need to do a new software and we're gonna change how you document, how you schedule," I feel fairly confident how well that would've gone. That would be my answer, Andrew, is the power of being able to present that to a team. They're already asking me questions about, "Have you thought about this in our system?" We have a shared Word document across the team. What questions are coming up in your system thinking? "How are we gonna message this to all of our clients so that they know they're gonna get new emails for their home program?" Great question. I had not thought of that. That is unmeasurable, but I know we're gonna be successful when we switch softwares because of our approach via Deming. What would you add to that, Kelly? 0:59:14.7 Kelly Allan: I think that's the essential nature of what happens. When you set out with a clear, healthy, thoughtful aim, you have conversations around that with your leadership team and what they can do then to filter that and start to talk about that with their teams at their locations, and then you have time to reflect and continually improve that, you're really creating a racehorse. Most off-sites, and Andrew, you've been to these, I know, they start... It's the 17 things. I thought of this when you mentioned it earlier. We start out, we have a racetrack and we want to have a racehorse. But by the time most companies get to their off-site, they've put so much stuff on that horse that it's now a pack mule. It will eventually make it around the track, but if you're competing with Travis, his racehorse, that team's racehorse has been around that track past you many, many times. You may get there, but they're already onto another track by the time you get to the finish line. You're finished. 1:00:36.7 Andrew Stotz: Yeah. You may even be releasing kittens and he's got a horse. 1:00:42.0 Travis Timmons: Kelly brings up another great point there. The other thing that gives our team confidence, because of our system view, 96% of issues are due to systems and processes, not people, the Fitness Matters team is confident that there's gonna be hiccups with a software change. They're confident they're gonna be able to talk about it in a system view quickly, and they're confident we're gonna implement change to rectify that. That goes into one of the reasons why I got zero shocked looks or zero sidebar conversations the entire day. The only feedback I've gotten is, "Hey, we're excited about it. We think we need to do this. And have you considered this as part of our system change?" I don't know what else as a business you could want. 1:01:40.4 Andrew Stotz: Kelly, I was thinking about a good wrap-up from you is to help the listener and the viewer think about how can they apply this into their business. Let's step back a little bit from Travis and think about the work you do and give us some hope, give us some guidance about, can we do this? How? 1:02:04.6 Kelly Allan: Yeah. Several things come to mind. One is that when you first start to learn about the Deming lens, the System of Profound Knowledge, his approach, it seems, it's different. It is different and it can seem to be, oh my gosh, that's so different. We'll never be able to do that. But the point is, the Deming Institute offers a two-day seminar workshop and they can learn not to be incredibly proficient or masterful in two days of how to go back and do Deming, but they know how to get started and they do get started. And then it just becomes part of, again, the Deming magic is as you start to work on these things, your costs go down, your quality goes up, and sometimes you can raise your prices because of the quality and sometimes you just are more competitive at the existing price, but you're taking work and rework and waste out of the system through the Deming approach, which allows you the time. That's the big constraint in most companies. I don't have time to work on improvement. I gotta fix this. 1:03:29.9 Andrew Stotz: Yeah. Right. 1:03:30.9 Kelly Allan: So that's a fix that's gonna fail. That's a fix that's gonna fail. So I think the message is you just want to read The New Economics. If you get the third edition, start with the new chapter. It's like 40 pages and it sums up a whole lot of what we've been talking about. Then there's DemingNext videos through the Deming Institute. You can get your feet wet there. You can then, if you want, attend a seminar or read more things or reach out and have conversations with people. But you just have to try it so that you can see that the payback is there, that the joy in work is there. And in a war for talent, they wanna work for Deming. People wanna work for Deming-based companies because they're not about manipulating people. They're about joy in work. They're about reducing the friction. So you just gotta get started and don't be just because it's so different doesn't mean you can't learn it quickly. You can. 1:04:36.7 Andrew Stotz: Yep. And Travis is a great example of that. In our prior episodes, he talked about the journey, about the pain and all that. I think that's exciting. I'm gonna wrap it up. I just have to laugh because I've been out of the corporate world for a while, just doing my own thing. But I was thinking, you mentioned about buy-in and then you said it means you're selling something. And I thought that's funny. I remember my father used to say, he used to get so annoyed because he'd say, "Yeah, let's talk around this," which was a common thing back in those days. But then I was also thinking another thing that we were saying was onboard. Let's get people onboard with this. What if you're onboard? It pretty much means you're drowning. And I just thought about those types of things that when we talk about fear and work or fear in what we're trying to remove fear and stuff, part of it is the way we speak and the way we communicate. 1:05:41.1 Andrew Stotz: Travis, I feel like I want to leave you with the last word. So why don't you bring us home? 1:05:48.0 Travis Timmons: Yeah, I think I would follow on what Kelly said is I would just the amount of joy, the amount of stress this took off of me as a business owner and as a parent thinking about things differently. And the first time you start learning about Deming's teachings and the System of Profound Knowledge, it seems a little off. Seems a little like this just doesn't seem possible. I've had several people I've talked to about that. It just doesn't work that way. To Kelly's point, I would encourage just try a couple things, whether it be do you have clear operational definitions? Have you done a PDSA? Do you know how to do a PDSA? But the two-day seminars is where you kind of do the deep dive into like, oh, okay, I need to think about things differently. So anyone struggling with a business trying the latest and greatest book that's been out or the latest and greatest compensation model to create ownership thinking within your organization or whatever the buzzwords are, this is a long-term path to clarity and to just an understanding of how you can make your organization a place that has a positive impact on the lives of your employees and your clients. 1:07:17.7 Travis Timmons: And man, if you get that right, everything else follows. Sales, profit, all the stuff that a lot of metrics look at. If you get the point of your job is to have a positive place for your team to work and how do you do that? Deming is the way to do that. Everything else follows after that, in my opinion. 1:07:38.6 Andrew Stotz: And on that note, Travis and Kelly, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember, as Kelly and Travis have both said, go to deming.org, go to DemingNEXT. There's resources there so you can continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. I constantly repeat it because I love it, and that is: "People are entitled to joy in work."
Jason and Sterling react to the latest on NFL Free Agency and play Learned, Funniest, Best! See omnystudio.com/listener for privacy information.
On the Saturday March 7, 2026 edition of The Richard Crouse Show we’ll meet hip-hop artist, motivational speaker, author, and community advocate D.O. Gibson. He set a Guinness World Record for the longest freestyle rap. It’s wild. 8 hours and 45 minutes in 2003 at a Toronto car show, he tours internationally, and has sold tens of thousands of CDs independently, hitting #1 on U.S. college hip-hop radio charts. He runs his own label and does youth-focused work like his "Stay Driven" school tours, illustrated children's books (e.g., "The Story of How Young Duane Gibson"). He's also been recognized as a Top Outstanding Black Canadian and received awards for his impact. His latest single "Learned from the Greatest" is streaming everywhere, and the key tagline from his promo is: “I learned from the greatest — now it's my turn to pass it on.” The song leans into themes of legacy, mentorship, influence, and paying it forward—fitting for an artist who's been in the game for decades and now focuses on inspiring the next generation. Then, we get to know writer, actor, and graphic designer Ann McDougall. Her book A Ghost in the Room - provides a very Canadian history of ghosts and the paranormal by combining intriguing stories from individual museums with her own personal research into how believers, practitioners, and charlatans alike all engage with the spirit world today. She made it her mission to explore as many supernatural activities as possible first-hand! She researches Toronto’s Mackenzie House, the site of a well-documented ghost, the hoax that is nevertheless known to this day as “Canada’s most haunted house,” the first Canadian radio broadcast of a séance in 1936 and travels to a Niagara Falls Casino to see a celebrity TV medium who claims to speak to “the other side” live on stage among many other stories.
On the Saturday March 7, 2026 edition of The Richard Crouse Show we'll meet hip-hop artist, motivational speaker, author, and community advocate D.O. Gibson. He set a Guinness World Record for the longest freestyle rap. It's wild. 8 hours and 45 minutes in 2003 at a Toronto car show, he tours internationally, and has sold tens of thousands of CDs independently, hitting #1 on U.S. college hip-hop radio charts. He runs his own label and does youth-focused work like his "Stay Driven" school tours, illustrated children's books (e.g., "The Story of How Young Duane Gibson"). He's also been recognized as a Top Outstanding Black Canadian and received awards for his impact. His latest single "Learned from the Greatest" is streaming everywhere, and the key tagline from his promo is: “I learned from the greatest — now it's my turn to pass it on.” The song leans into themes of legacy, mentorship, influence, and paying it forward—fitting for an artist who's been in the game for decades and now focuses on inspiring the next generation. Then, we get to know writer, actor, and graphic designer Ann McDougall. Her book A Ghost in the Room - provides a very Canadian history of ghosts and the paranormal by combining intriguing stories from individual museums with her own personal research into how believers, practitioners, and charlatans alike all engage with the spirit world today. She made it her mission to explore as many supernatural activities as possible first-hand! She researches Toronto's Mackenzie House, the site of a well-documented ghost, the hoax that is nevertheless known to this day as “Canada's most haunted house,” the first Canadian radio broadcast of a séance in 1936 and travels to a Niagara Falls Casino to see a celebrity TV medium who claims to speak to “the other side” live on stage among many other stories.
Guess who I got to meet last week - Gina Gershon. That's right, the incredibly beautiful and talented actress, author, singer, and long-standing disruptor of polite expectations. You know Gina from unforgettable roles in Bound, Showgirls, Face/Off, Cocktail, and a career that has zig-zagged fearlessly between Hollywood glamor, indie grit, Broadway, and music. We talked about her work and life as recounted in her new memoir, 'Alpha Pussy: How I Survived the Valley and Learned to Love My Boobs' (a title that caught the attention of my 16 year-old son and, well, me). Gina shares stories about Prince, David Mamet, Paul Thomas Anderson, Robert Altman, Michael Mann, and Lou Reed. And she spills the beans about kissing both Tom Cruise and Jennifer Tilly (I'd go with Jen, personally). Oh, she also tells why it was so much fun to improv with Larry David on 'Curb Your Enthusiasm'. Need I say more? Okay, yes - just a little: What I took away from this interview is that artists like Gina who prioritize freedom above commerce sometimes miss out on millions of dollars and a degree of “stardom,” but they maintain their sense of self and Alpha vibe. Check it out. Please rate and review Reasonably Happy HERE (DO IT!) Read Paul's Substack newsletter HERE Buy Gina's book HERE.
A Poetic Invitation to Face Our S**tMarie Ida Sequence: Writing Prompts to Love Our MothersHello Wonderful Reader,The mother-daughter bond is just about the last thing I wanted to share about this week. I only wanted to give you a taste of Elsa von Freytag-Loringhoven because next week we'll be working with another poem by her in a “Fantasy”-themed Intimacy Writing Workshop (which I'm very excited to teach!)I found her poem “Marie Ida Sequence,” and I liked it. But once I sat down to illustrate, I got the message: she's talking about her mother, their resemblance, and her love for her. Her mother, Ida-Marie, who died of uterine cancer when Elsa was only 19 years old. Her mother, who had suffered from mental illness and spent time in a sanatorium in Stettin, Germany (theartstory.org). Her mother, who had been stuck in an abusive, violent relationship with her father, and contracted syphilis because of him (Elsa blamed her father for her mother's death).I'm not going to lie, the complexity of it makes me feel a bit better about myself. I'm going through a difficult time with my own mother. I am trying to accept her for who she is, while she cannot do the same for me. My boundaries are met by her silence. I'm still an afterthought in her web of family gatherings, always wanting everyone to be close while still not really knowing what closeness means. It's f*****g complicated, and not fun to think about.Still, the clear images in the poem captivated me. The slate-green eyes, the copper hair. Maybe that's what writing is about sometimes. Facing the dark s**t. Processing the stuff we'd rather not look at. In fact, in the research from UT Austin that I base my workshops on, they say that there are more mental and physical health benefits from writing about your most traumatic and difficult experiences than from writing about neutral topics.So, here's to facing our s**t.Love,Tash
The Abundance Journey: Accelerating Revenue With An Abundance Mindset
Did you know that over 75% of women in midlife report feeling burned out, disconnected from purpose, and unsure how to realign — even after years of personal development work?In this dynamic and deeply activating conversation, Elaine Starling, The Abundance Ambassador, welcomes transformational life and business coach Laura Cardwell to explore why burnout isn't just physical — it's emotional, mental, and ultimately spiritual.Laura shares how midlife is not a breakdown… it's a breakthrough. Not a decline… but what she calls a “Second Spring.” Together, Elaine and Laura explore nervous system regulation, Divine alignment, curiosity as a spiritual pathway, and why abundance isn't about “more” — it's about harmony, flow, and presence.This episode will help you recognize burnout as a wake-up call and guide you back into grounded, radiant alignment.Topics Covered0:00 – The Burnout Reality for Midlife WomenWhy success and exhaustion often coexist4:30 – Conscious Breath & Spiritual GPS AlignmentThe I AM / CONSCIOUSNESS practice and setting Intention9:15 – From Proving to ServingLaura's personal burnout story and spiritual turning point16:00 – Defining Abundance as Harmony & FlowWhy abundance isn't about “more”20:30 – Nervous System Regulation & True SafetyInternal safety as the foundation for purpose24:45 – Burnout as a Spiritual Wake-Up CallAlignment, resonance, and Divine evolution30:00 – Breath + Curiosity: The First Two Baby Steps34:00 – Blessing as a Daily Alignment Practice35:45 – Laura's Vitality Reset & Burnout Support ToolsKey Takeaways
Peter Giddings of the Offshore Wind Growth Partnership joins to discuss the UK’s industrial growth plan for offshore wind, the five priority supply chain areas being targeted, and how OWGP helps businesses scale from small suppliers into globally competitive manufacturers. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering Tomorrow. Allen Hall: Peter, welcome to the program. Peter Giddings: Thanks for having me out. Allen Hall: The UK right now is just a global leader in offshore wind, which I think a, a lot of us in the United States don’t even realize that, but the UK is a. Giant leader in offshore wind. Uh, but we keep hearing about the supply chain constraints that are threatening some of the timelines here. What are some of the fundamental problems that the UK offshore wind supply chain has today? Peter Giddings: We are in a great situation for supply chain, but the 2000 companies, some of them with 25 years experience. At the scale where we can deliver the four gigawatts a year for the next five years that we need to hit our 2030 deployment targets and to keep that deployment rolling. So we are [00:01:00] brilliant at the UK of planning, developing and deploying wind farms. We have a really strong maintenance base. We do some great supply chain work, and IWGP Offshore Wind Growth Partnership has helped those businesses grow, but we don’t have as much capacity as we would like. For the major items. So we have a great set of facilities making blades. We have good facilities, uh, great facilities in JDR making cables, but we don’t capture as much of the manufacturing value of our deployment as we would like. That means we create fewer jobs, we create less economic benefit, and those developers are exposed to more supply chain risk. Specifically, we want to build globally competitive supply chain capacity. We, we we’re, we’re not a charity. We are building businesses that can win contracts. They are attractive to the procurement teams and they’re sustainable, they grow, right? Competitive capacity is what we’re after. Um, and that’s, that’s really what [00:02:00] we’re after. Allen Hall: And if the UK doesn’t really address these problems now, what does that look like for the supply chain? Because you’re talking about moving from roughly 16. Gigawatts in the water to approximately 50 gigawatts, 45, 50 gigawatts by 2030 and beyond. So that’s, you know, it’s roughly a tripling of the amount of capacity in the water supply chain becomes then really critical to that and in order to feed that. But what happens here, if the supply chain has not grown locally, Peter Giddings: it’s a missed opportunity. I mean, the businesses that are here today would be an incremental growth. And that’s not bad. That’s an okay outcome. But if your deployment is a huge opportunity and you get an okay outcome, that’s not acceptable. That’s not a way to run an industry, right? We have this massive opportunity in front of us. There’s a huge amount that we could do that the UK is great at that the opportunity is to stretch [00:03:00] and help communities all around the coast have. Hundreds, thousands of jobs that are there. They’re stable, they’re good quality, and they are prosperous. It’s a real community initiative. Those towns, which are probably seeing a decline in oil and gas revenue or are strapped to tourism or kind of don’t have an industry, those towns, those people as humans are gonna have a much better future. There’s a, actually a really nice exemplar, um, it’s not. The biggest component, but Cable protection Systems is something that the UK is already globally renowned for. If you open up a tender pack, if you’re allowed to in other markets kind of anywhere, and you look to the CPS package, you would more than likely see a couple of, if not all four of CRP techmark, sub C and Balmoral, right? They, they serve the UK market real well, but they are globally renowned. [00:04:00]That’s, that’s one example. We are looking to do that for the priority sections of the industrial growth plan. You know, we’re going to pick and are picking the areas of the supply chain where we think the UK can be genuinely competitive and we have something to offer. A developer is not gonna choose a substandard product that’s a bit more expensive, but we can build up supply chains that offer fantastic products. Cable protection systems, and we can capture big market share there. Develop a product that can be exported, or if it’s a bit too far to ship, develop a business which can open up a new base. You know, so we, we get that, um, combination of local demand being served. And when I say local, I mean like the North Sea in Baltic and that global opportunity. So it’s, but it’s not gonna be everything. You know, people might. I might get a little bit heat for this, but [00:05:00] if you spread the jam too thin, it doesn’t taste very good. You haven’t committed to win a few things rather than come second and third everywhere. We have to choose what we win at. Allen Hall: Let’s get into the industrial growth plan, ’cause I wanna understand that a little bit better and how OWGP. Fits in that as the delivery body. Right? So you have this industrial growth plan, OWGP is, is sort of administering it and, and taking action on it. How does this system work and, and why is it different than other attempts at supply chain development? Peter Giddings: Uh, a couple of years ago, 2023, um, most of the major institutional stakeholders came together and said, oh, that we see this big opportunity coming. We want to make sure that the UK benefits from having all that deployment. So if you’ve got a bunch of demand and you [00:06:00] don’t have much supply, you don’t have as much supply as you want, that’s an obvious gap to fill. And the Crown of State, the Crown of State Scotland, the departments from government, the Offshore Wind Industry Council, a consortium of developers in the uk, uh, came together. Um. And funded a piece of work that allowed, um, a team to bring in lots of industry input. Look at what the big opportunities were in the market. So where is there substantial value? Where is there substantial demand? And match that up to where does the UK have capability and where could we grow a competitive advantage? So. What prizes are worth winning? What prizes can we win? And we’ve matched those up and there’s kind of five priority areas that we’ve selected. Um, it’s kind of the first things we’re gonna go after. Um, [00:07:00] they’re, they’re quite broad, those five. It’s advanced turbine technologies, deep water foundations, cable and electrical systems, uh, smart environmental services, and, uh, smart operations and maintenance. If you kind of open those boxes up, there are some very specific supply chains that are prioritized. So I’ll take the one that, uh, is the first one that we’re looking at. Advanced turbine technology. Uh, we talked just before we started recording, um, that the UK has real strength in blades. Blades is a big opportunity. We have a really well established composite industry. We have a great facility up in Hull. We have an r and d base and an onshore, um, factory on the isle of White with Vestas. And I think the thing we don’t really say is we have chief engineer for blades of Vestas in the UK structures lead. The r and d team is 140 strong down on the island [00:08:00] and we have a really productive facility in Hull. Um. That is putting product out, has been making, um, recyclable blades, is making the one 15. We have depth, so it’s a good opportunity. We have strength, we have a massive innovation ecosystem, so that’s a really obvious win. And we’ve been through the rest of the supply chain taking cables, good capacity, excellent experience from oil and gas, and so that’s a priority area. Okay. Going through those supply chains, finding big opportunities that the UK has, the ability to win contracts in, and then mapping out what do you need to do to make that capacity happen? How much capacity, at what cost, with what performance? And that’s, that’s kind of the OWGP role is owning that plan, bringing input from industry, [00:09:00] bringing input from experts. Turning the ambition of we want to have the ability to supply 50% of UK demand and export into a tangible plan of, cool, these businesses need this investment by this time to stand up a facility so they’re ready. It’s not just a blade factory. Right. That’s, um, that’s important. It’s the 20 businesses that sell product, that sell services into that. We talk about pyramids, right? You’ve got one facility at the top and a big wide base with lots of people who are employed in that big wide base. And I think, you know, it’s natural. Everybody looks to the top of the mountain. We’re looking to build the whole thing, and that’s a really powerful reason for industries to stay for the long term. So I think tracking back to your [00:10:00] question. What’s our role? We own that plan. We bring together the expertise and convert it into a set of measurable steps really. And that kind of second part is coordinate. Everybody needs to be playing the same game, aiming at the same targets. And that’s a really important part. Allen Hall: Well, I think for a lot of people outside the UK, it’s hard to envision the amount of industry that exists. In the UK you’re about 70 million people, so you’re roughly maybe a quarter of the population size of the United States roughly. But you’re, you, you have internal industries there and other areas that have that supply chain growth. So you’ve watched it in aerospace, which is one I’m familiar with, but in other industries, you, automobiles and a number of other areas, uh, you have that supply chain. So you know how to, the UK knows how to do that, but, but that hasn’t really necessarily happened in offshore wind, which I think is where the [00:11:00] opportunity is because I think watching. Being around this industry for as long as I have. One of the key elements is that, uh, the, the smaller businesses are sort of tier twos or tier threes that make the tier ones possible are kind of forgotten about. But the UK historically has looked at tier two and tier three as being the fundamentals to a successful product delivery and, and a, a global marketplace. Is, is that where the initial focus is? Because just listening to. And going to your website, uh, which I encourage everybody to do, you see where there’s smart decisions being made to create that base and what does that look like? And when you’re trying to attack that base on offshore wind, obviously cables and turbine technology, anything to do basically with being in the water, which the UK is great at. Do you see that being a relatively quick exercise because the UK has done it before in other industries? Or [00:12:00] is this problem just a little bit different because of the scale of it? Peter Giddings: It’s really similar to, uh, the way supply chain’s been supported in aerospace, for example. Um, the Airbus has a deep supply chain in the UK and has a very strong voice into government. Their supply chain is supported. They’ve built that base. Um, and so from the outcome, that’s gonna be pretty similar? I think so. We, we have a template. I’ve worked in aerospace, many colleagues, um, that we’re, we’re calling on have, um, I guess the difference is, uh, maturity of industry. So the developers are very mature businesses. They’re global. They have been big for time. They know how to do supply chain development from oil and gas, where you build enormous unicorns. Exactly. Once, [00:13:00] then move on. You know, an oil and gas project is, is a one time deal. It’s tremendous, but you don’t have to make a hundred of them and it’s slightly different. So you end up with a, a single point, and if you are. Experience and your, um, relationship with government sits with developers that can create some really, um, it, it takes time to build up your supply chain so that they have the same experience of running, um, large development programs. They have the stability as businesses to kind of build through. It’s really important to remember that turbine OEMs and the tier ones haven’t had 30 years of stable business modeling wind. Because 30 years ago, wind wasn’t really a big industry, right? They have had plenty of success scaling their business, and we’re just entering the phase now where you can, um, pretty credibly say that wind is [00:14:00] a global business with a long-term future. And it needs to find the right way for those OEMs, those big tier one manufacturing businesses to support their business in the long term. That is, I would say quite new. Um, hopefully I don’t get pilled for saying that, but Airbus, spin Airbus for 2, 3, 4 generations. Right. So they know their game. Same with roles, same with, you know, Nissan and Toyota. It’s, it’s gonna take a little minute for the manufacturing part of the wind industry to settle and learn what works. We think OWGP and our partners, GB Energy, crown State, we think. We have a good starter for 10. You know, it’s modeled off what we’ve done in other industries. It provides stability, provides capital and a plan. I think that’s a really good mix. Um, [00:15:00] and I think it’ll just take a bit of time to mature those relationships and get everybody comfortable. Um, the developers have been really supportive. The OWGP money comes from. A developer contribution. So they are playing their part. Absolutely they are. We need to find the right way for manufacturing businesses to scale and then start pumping in innovations into that capacity so it stays competitive. You know, it’s a build capacity that’s competitive today. Feed it with innovation so it stays competitive and gets better and better and better. Allen Hall: How far off the technology chain do you want them to be before you consider them to be part of the supply chain Peter Giddings: today? Uh, 21st of January, 2026. There is good money for people that are within about a year of getting their technology to market. So that’s the, the approximate. Um, you’ll notice I dodge TRLI don’t think it’s super helpful. Um, time to market is, uh, is, is [00:16:00] really a good indicator. Yeah. Alan’s, give me the thumbs up of someone that’s done a TRL assessment or two. Um, we, we are looking for businesses that are commercially. Viable. They have relationships with customers. Um, they’re trading the earliest currently, and it’s currently, um, is like a year, maybe two years to market at the outside and up, um, we’re working with. And so that’s not just OWGP, that’s across the funding streams that are available. Um, and there are many we are working with and hopeful in the next week or two to have, um. A positive result from the UK government on earlier stage innovation funding so that we can align the early stage innovation at the problems that really count for making businesses competitive. You know, to be super clear, that’s not gonna be OWGP Cash. Our hope is that it’s OWGP derived questions [00:17:00] delivered by the innovation institute’s offshore renewable energy catapult, the high value manufacturing catapults. Academia, innovative businesses. Those guys do the innovation and we work together with them and with industry to really find the questions that count and we can focus our attention on commercializing that and scaling up the things that are commercial. Allen Hall: Peter, walk us through how a UK supply chain company actually engages with OWGP. Uh, what does that. Uh, look like. And what are the, sort of the different options to, to engage with OWGP? Peter Giddings: So I, I think the first thing to say is you, you don’t have to be UK today. We would love to attract businesses from overseas. Um, you can start a UK entity quite quickly. The first people, first place people tend to engage is in our, um, business, uh, support services. So we help, uh, businesses orientate themselves commercially. Understand how the contracting works, understand who [00:18:00] their, their pot potential customers are. Um, and that’s, yeah, it’s on our website. It’s Business Transformation Services, the West Program, wind Expert Services. There’s a t in there, there’s something else. Um, but that’s really the entry point for businesses that need to orientate themselves in the UK market. And we, and that. Intensity and the, the depth of the commercial support kind of ramps up through base and up to sig sharing in growth. Um, and you’ll also see us in the next year or two, um, take a, a more proactive approach to supporting businesses commercially. Um, I’m actually down with a, a fantastic business in the blade supply chain, um, composite integration in Saltash, helping them build a strategic, um, business plan. So a little more than just going, oh, this is where you get your contract. Actually helping them model what a future bigger business would look like and what they will need to do to, to reach it. You know, commercial support is growing for us. I think it could be really important, right? It’s [00:19:00] new for us, so, you know, we’ll learn. But the first point of call, go to the website, get in touch with the team, um, and often people choose that commercial support, the business transformation. We also run grant funding. Um, we have innovation calls. Um, we have a whole range of different calls going from innovation up to development into Dev X. So manufacturing, um, facility support program, they’re all grant. You can choose to pay them back. You do need to be UK entity, but you need to be quite close to market that one to two year zone with commercial traction. Um, and again, information is available. There is a team of people. Who are really great at taking those triaging, figuring out what’s right for you, what’s not, and if it’s not something from us, we do and we are delighted to pass you on to other people. You know, if you talk to us, we will make sure you find a home.[00:20:00] I think that’s really important to say. Allen Hall: I think that’s very critical and one of the more difficult. Periods for, uh, it’s a smaller company to become bigger and be part of this massive supply chain, is that sort of 1 million pound, the 5 million pound kind of business, which has a technology which has proven itself and is delivering something or very close to delivering something. That transition is incredibly hard and getting some help there and some advice even would make the transition so much shorter and more efficient than what it typically is. That’s what OWGP does. So it’s not just the money. Obviously money helps everything generally. It’s the context, it’s the advice, it’s the knowledge that, uh, OWGP brings to the table that helps you grow your technology, your small business, into that mid-tier business and takes that mid-tier business into that gigantic world leader business. Those are the things that are, [00:21:00] are so hard to quantify, to put some, uh, some people in place. Boy, OWGP can really ramp up and has, the UK in general has done this many, many times. So I, I, I just encourage everybody who’s listening to this podcast to think about OWGP as a contact point and reach out. And Peter, how can they do that? What are the first steps to contact OWGP? Peter Giddings: It’s always best to come in through our website. So my contact details will be in the, um, in the show notes, but you, you can look at the different programs there are contact US buttons all over it. Um, it also gives you sight of the industrial growth plan, um, and the priority areas. We are trying where we can to focus our efforts on those priority areas, and we would absolutely be delighted to hear from businesses active in the IGB priorities. Um, if you are, if you are not in one of those, you’re not excluded, come talk to us and we, we are supporting ambitious [00:22:00] businesses. We’re just focusing most of our efforts on the ones that are aligned to priority. We’re, we’re on your team. We would like to hear from you. Um, yeah, do, do start with the website. Hit one of the contact buttons you’ll come into to one of the team and we will connect you in. Um, I think that’s probably the, the best way Allen Hall: and the website is ow gp.org.uk. Very easy to get to. You can just Google it and it’ll come right up. There’s a ton of information on that website. Peter, thank you so much for being on the podcast. I really appreciate this. Learned a lot and very excited for what the UK is about to do. Peter Giddings: I’m looking forward to talking to you again.
Apostle Jerry Boykin of Bethlehem Temple Church Of A New Beginning ministered from Proverbs 4:27 during our Spring Revival on how we must allow the Lord to shift us from prep to purpose as a Learned church. Apostle Boykin gave us three keys to preparing which was 1) divine timing, 2) preparing for spiritual growth 3) character formation. I believe you will be blessed by the message. Scripture: Proverbs 24:27 - Prepare your outside work, Make it fit for yourself in the field; And afterward build your house. Hit the notification bell so that you do not miss our most recent video. From your mobile device, to sow a financial seed into the ministry you may visit us at occvr.org and click the menu tab to locate the donate button. The donate button will provide two options for online giving. You may utilize “Text To Give” in which you will text “give” to the phone number 770-692-2225 to setup your monthly gift or one time financial gift. The additional method for online giving is simply click on the paypal “donate” button. Thanks to our generous partners in ministry, we are able to continue spread the Gospel of Jesus Christ with our local and foreign outreach ministries. For further information on Overcomers Christian Center including address, service times, and other information please visit occvr.org. Also you may visit us at the following: Facebook: @occvr Podcast: The Overcomers
Apostle Jerry Boykin of Bethlehem Temple Church Of A New Beginning ministered from Proverbs 4:27 during our Spring Revival on how we must allow the Lord to shift us from prep to purpose as a Learned church. Apostle Boykin gave us three keys to preparing which was 1) divine timing, 2) preparing for spiritual growth 3) character formation. I believe you will be blessed by the message. Scripture: Proverbs 24:27 - Prepare your outside work, Make it fit for yourself in the field; And afterward build your house.
Hunter Farrior started Spring Legion Turkey Hunting in 2019 from a trailer in Learned, Mississippi — no internet, no warehouse, no plan. He joins the Mississippi Outdoors Podcast to tell the story of how it all happened.Hunter talks about accidentally publishing his first book during quarantine, accidentally selling his first hat before he even knew how to ship it, and somehow ending up with an 18-wheeler dropping pallets at his residential address. He explains what separates turkey hunters from everyone else, what woodsmanship really means, and why he hunted the same turkey 83 times.Spring Legion now ships gear, apparel, and books to turkey hunters across all 50 states and beyond — and it all started because Hunter wanted to preserve the heritage and tradition of turkey hunting in a digital age. Great episode for any turkey hunter who's ever felt like the obsession is a little out of control. Hosted on Acast. See acast.com/privacy for more information.
Today on The Gist, Actress Gina Gershon joins the show to discuss her candid new memoir, Alpha Pussy: How I Survived the Valley and Learned to Love My Boobs. She shares the hilarious story of how a tequila-fueled comedy roast landed her a memorable role on Curb Your Enthusiasm, and drops actionable advice on dodging Hollywood predators, setting ironclad boundaries, and surviving the entertainment industry on her own terms. Bound, Showgirls and more are discussed. Plus, how the concept of 'imminence' is playing too literal a role in discussions of the war in Iran. And in the Spiel, the steelman answer to the question: 'What is the Trump administration's reason for going to war? Produced by Corey Wara Video and Social Media by Geoff Craig Do you have questions or comments, or just want to say hello? Email us at thegist@mikepesca.com For full Pesca content and updates, check out our website at https://www.mikepesca.com/ For ad-free content or to become a Pesca Plus subscriber, check out https://subscribe.mikepesca.com/ For Mike's daily takes on Substack, subscribe to The Gist List https://mikepesca.substack.com/ Follow us on Social Media: YouTube https://www.youtube.com/channel/UC4_bh0wHgk2YfpKf4rg40_g Instagram https://www.instagram.com/pescagist/ X https://x.com/pescami TikTok https://www.tiktok.com/@pescagist To advertise on the show, contact ad-sales@libsyn.com or visit https://advertising.libsyn.com/TheGist
Gina Gerson's new memoir is ‘AlphaPussy: How I Survived the Valley and Learned to Love My Boobs,' it is a fascinating collection of true stories that explore the themes of experience, survival, and the art of figuring it out as you go.
Mick Shaffer joins the show to discuss bowling, college basketball and play Learned, Funniest, Best!See omnystudio.com/listener for privacy information.
LCF Community Costumes 2026 - Learned to stick velcro on by London College of Fashion
Are you worthy of God's love or of abundance or do you have to do something to become worthy? I discuss this in detail along with a concept of creation. A glimpse into the contemplations that bounce around inside this melon of mine!Enjoyed the episode? Learned something new? Please follow, subscribe, or leave a 5-star review on your favorite podcast platform. Your support makes an enormous difference by helping us reach more listeners and it means the world to me.
Ten Big Truths We've Learned from 300 EpisodesOur episode today is a special one. It's our 300th -- and wait till you hear just how few podcasts reach that milestone. You'll likely be shocked.You'll also be inspired by what we discuss — 10 phrases that help you turn your trials into triumphs that were birthed from those 300 episodes. They form the key phrases Beyond the Crucible uses to help you move past your worst day and into your greatest opportunity.And you will not want to miss the surprise the entire podcast team has in store for Warwick to mark this occasion.So, put on your party hats — here we go!To see the episode featuring Ruza Markovic discussed in this episode, visit www.youtube.com/watch?v=z9YnZZxKARgTo see the episode featuring Stacey Copas, visit www.youtube.com/watch?v=6A7_W2XJXI8To see the episode featuring Mike and David Charbonnet, visit www.youtube.com/watch?v=93VmpxL_tJoEnjoy the show? Leave a review on your favorite podcast app and leave a comment at our YouTube channel. And be sure subscribe and tell your friends and family about us.
Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Dr. Justin M. Lee. Purpose of the Interview To showcase Dr. Lee’s journey from a young real estate agent to a multi-industry entrepreneur. To inspire listeners with strategies for wealth-building through real estate, construction, and logistics. To encourage financial literacy, ownership, and collaboration within underserved communities. To issue a call to action for minorities to explore opportunities like Amazon DSP and real estate investment. Key Takeaways Early Career & Education Started young in real estate, embraced discomfort in rooms dominated by older professionals. Leveraged millennial tech skills (social media marketing) to help veteran brokers grow. Earned a doctorate degree and became a licensed real estate broker. Social Media as a Business Tool Built a strong presence on TikTok (90K followers) and other platforms. Helped older real estate firms thrive by creating digital visibility. Emphasized that “business must look as good online as in person.” Financial Literacy & Homeownership African-American communities often lack foundational financial knowledge. Key barriers: misunderstanding credit, fear of debt, and lack of exposure to ownership benefits. Advocates teaching the difference between good debt (real estate) and bad debt (consumer credit). Real Estate Process Initial onboarding: credit score, income, tax filing. Connect clients with lenders, secure pre-approval, then negotiate and close within 30–45 days. Uses property tours as motivation even for those not yet approved. Pooling Resources for Wealth Industry dominated by white men and foreign investors who use syndication. Dr. Lee created a private family fund with fraternity brothers and friends. Acquired 150+ apartment units and commercial properties by pooling resources and forming LLCs. Amazon DSP Opportunity Owns an Amazon Delivery Service Partner business (42 trucks, 200 employees). Offers minorities a chance to apply for DSP with $10K grant. Taught him true CEO skills: HR, payroll, compliance, and scaling operations. Construction Business Entered construction after experiencing exploitation in fix-and-flip projects. Learned the business side (permits, change orders) and got licensed. Built major projects like a 10,000 sq. ft. restaurant in Atlanta. Advocates for Black representation in construction, an industry dominated by whites and Hispanics. Personal Background Raised in New Orleans during Katrina by a single mother and grandparents. Mother invested FEMA checks into real estate, teaching him property management and renovation skills early. Believes knowledge is power and emphasizes planning and consistency. Notable Quotes On embracing discomfort:“I learned to embrace the uncomfort and make it one of my biggest strengths.” On social media:“You have to make your business look the same way online as in person.” On financial literacy:“Real estate is always going to be good debt. Bad debt is the Macy’s card.” On collaboration:“Pooling resources shows how far we can go and how fast we can go—but together.” On planning:“If you don’t plan, you plan to fail. All you have to do is stick to the plan.” #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.
Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Dr. Justin M. Lee. Purpose of the Interview To showcase Dr. Lee’s journey from a young real estate agent to a multi-industry entrepreneur. To inspire listeners with strategies for wealth-building through real estate, construction, and logistics. To encourage financial literacy, ownership, and collaboration within underserved communities. To issue a call to action for minorities to explore opportunities like Amazon DSP and real estate investment. Key Takeaways Early Career & Education Started young in real estate, embraced discomfort in rooms dominated by older professionals. Leveraged millennial tech skills (social media marketing) to help veteran brokers grow. Earned a doctorate degree and became a licensed real estate broker. Social Media as a Business Tool Built a strong presence on TikTok (90K followers) and other platforms. Helped older real estate firms thrive by creating digital visibility. Emphasized that “business must look as good online as in person.” Financial Literacy & Homeownership African-American communities often lack foundational financial knowledge. Key barriers: misunderstanding credit, fear of debt, and lack of exposure to ownership benefits. Advocates teaching the difference between good debt (real estate) and bad debt (consumer credit). Real Estate Process Initial onboarding: credit score, income, tax filing. Connect clients with lenders, secure pre-approval, then negotiate and close within 30–45 days. Uses property tours as motivation even for those not yet approved. Pooling Resources for Wealth Industry dominated by white men and foreign investors who use syndication. Dr. Lee created a private family fund with fraternity brothers and friends. Acquired 150+ apartment units and commercial properties by pooling resources and forming LLCs. Amazon DSP Opportunity Owns an Amazon Delivery Service Partner business (42 trucks, 200 employees). Offers minorities a chance to apply for DSP with $10K grant. Taught him true CEO skills: HR, payroll, compliance, and scaling operations. Construction Business Entered construction after experiencing exploitation in fix-and-flip projects. Learned the business side (permits, change orders) and got licensed. Built major projects like a 10,000 sq. ft. restaurant in Atlanta. Advocates for Black representation in construction, an industry dominated by whites and Hispanics. Personal Background Raised in New Orleans during Katrina by a single mother and grandparents. Mother invested FEMA checks into real estate, teaching him property management and renovation skills early. Believes knowledge is power and emphasizes planning and consistency. Notable Quotes On embracing discomfort:“I learned to embrace the uncomfort and make it one of my biggest strengths.” On social media:“You have to make your business look the same way online as in person.” On financial literacy:“Real estate is always going to be good debt. Bad debt is the Macy’s card.” On collaboration:“Pooling resources shows how far we can go and how fast we can go—but together.” On planning:“If you don’t plan, you plan to fail. All you have to do is stick to the plan.” #SHMS #STRAW #BESTSee omnystudio.com/listener for privacy information.
Cody Dover went from 4 deals in six months to 120 in a year — then intentionally scaled back to 80 while keeping the same gross revenue. In this episode, he breaks down the mindset shift that changed everything, how building a real sales pipeline paid off months later, why inbound marketing replaced outbound, how he works with a tight VIP buyer list, and what it actually takes to do fewer deals for more money. If you want to scale without burning out, this conversation lays out the strategy behind it. KEY TALKING POINTS: 0:00 - Intro 0:22 - Cody Dover's Business 1:22 - His First Deal 3:28 - Creative Financing & Wholesaling 5:39 - How They Found Their First Multi-Family 6:38 - Generating Leads 8:32 - Being Seller-Focused & Mindset 11:11 - Building Your Network 12:26 - Doing Less Deals For More $$$ 16:56 - Having Buyers Lined Up 20:00 - The Type Of Buyers They Work With 21:26 - Their Business Today & Partners 22:41 - Where To Find Cody & His Next Moves 24:33 - Big Lessons He's Learned 25:45 - How DealMachine Can Help 27:10 - Outro LINKS: Instagram: Cody Dover https://www.instagram.com/cody.dover/ Website: Little Rock Property Buyers https://propertybuyersar.com/ Instagram: David Lecko https://www.instagram.com/dlecko Website: DealMachine https://www.dealmachine.com/pod Instagram: Ryan Haywood https://www.instagram.com/heritage_home_investments Website: Heritage Home Investments https://www.heritagehomeinvestments.com/
Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Dr. Justin M. Lee. Purpose of the Interview To showcase Dr. Lee’s journey from a young real estate agent to a multi-industry entrepreneur. To inspire listeners with strategies for wealth-building through real estate, construction, and logistics. To encourage financial literacy, ownership, and collaboration within underserved communities. To issue a call to action for minorities to explore opportunities like Amazon DSP and real estate investment. Key Takeaways Early Career & Education Started young in real estate, embraced discomfort in rooms dominated by older professionals. Leveraged millennial tech skills (social media marketing) to help veteran brokers grow. Earned a doctorate degree and became a licensed real estate broker. Social Media as a Business Tool Built a strong presence on TikTok (90K followers) and other platforms. Helped older real estate firms thrive by creating digital visibility. Emphasized that “business must look as good online as in person.” Financial Literacy & Homeownership African-American communities often lack foundational financial knowledge. Key barriers: misunderstanding credit, fear of debt, and lack of exposure to ownership benefits. Advocates teaching the difference between good debt (real estate) and bad debt (consumer credit). Real Estate Process Initial onboarding: credit score, income, tax filing. Connect clients with lenders, secure pre-approval, then negotiate and close within 30–45 days. Uses property tours as motivation even for those not yet approved. Pooling Resources for Wealth Industry dominated by white men and foreign investors who use syndication. Dr. Lee created a private family fund with fraternity brothers and friends. Acquired 150+ apartment units and commercial properties by pooling resources and forming LLCs. Amazon DSP Opportunity Owns an Amazon Delivery Service Partner business (42 trucks, 200 employees). Offers minorities a chance to apply for DSP with $10K grant. Taught him true CEO skills: HR, payroll, compliance, and scaling operations. Construction Business Entered construction after experiencing exploitation in fix-and-flip projects. Learned the business side (permits, change orders) and got licensed. Built major projects like a 10,000 sq. ft. restaurant in Atlanta. Advocates for Black representation in construction, an industry dominated by whites and Hispanics. Personal Background Raised in New Orleans during Katrina by a single mother and grandparents. Mother invested FEMA checks into real estate, teaching him property management and renovation skills early. Believes knowledge is power and emphasizes planning and consistency. Notable Quotes On embracing discomfort:“I learned to embrace the uncomfort and make it one of my biggest strengths.” On social media:“You have to make your business look the same way online as in person.” On financial literacy:“Real estate is always going to be good debt. Bad debt is the Macy’s card.” On collaboration:“Pooling resources shows how far we can go and how fast we can go—but together.” On planning:“If you don’t plan, you plan to fail. All you have to do is stick to the plan.” #SHMS #STRAW #BESTSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.
Mick Shaffer joins the show to discuss the United States winning the gold medal over Canada and play Learned, Funniest, Best.See omnystudio.com/listener for privacy information.
What if you could diagnose exactly where you are on the happiness scale—and why? In this groundbreaking episode, Harry Loyd unveils his brand-new "Subjective Life Quality Index"—a 7-stage chart that maps human happiness from rock bottom (0) to enlightenment (10+). Dr. Alex Loyd calls it "as good, if not better" than Maslow's Hierarchy of Needs, Erikson's Stages of Development, and Kübler-Ross' Stages of Grief. This is the chart's first public presentation. You're seeing it before it's even digitized. ✓ What You'll Discover: ✓ The 7 stages of subjective life quality (0-10+) and where most people get stuck ✓ Why "waiting on the world" (7) is a transitory stage you can't stay in ✓ The "empty cup" trap (5-6): dependency, anxiety, and the "I'll be happy when..." cycle ✓ Why most people are stuck at a 5 (the dependent/anxiety zone) ✓ The honeymoon effect: why happiness from worldly things only lasts 5 minutes to 6 months ✓ Learned helplessness (3-4): the depression zone and why it's sustainable (which makes it dangerous) ✓ Destructive behavior (1-2): hedonism, materialism, narcissism—when desires become needs ✓ Rock bottom (0-1): disillusioned—but why this stage can actually move you UP ✓ The two paths from "waiting on the world": deserving vs. contending ✓ Jacob (8): when pain becomes meaningful and suffering minimizes ✓ The High Road (10+): enlightenment, fulfillment from BEING not achieving ✓ Fragmented intent: the "last enemy" that keeps you from staying at 10+
Send a textIn this special February compilation episode of AI and the Future of Work, we explore what it truly takes to build AI companies designed to last.While AI innovation moves fast, enduring companies are built on fundamentals. Clear problem selection. Thoughtful product design. Ethical intent. Leadership under uncertainty. And the resilience required to keep going when the market pushes back.This episode brings together insights from founders and operators who have built, scaled, and sustained AI-driven companies across different stages and industries. Their stories reveal a shared truth. Long-term success depends less on hype and more on discipline, courage, and trust.Featured GuestsEric Olson, CEO and Co-founder of Consensus - Listen to the full conversation here: https://www.buzzsprout.com/520474/episodes/11574063 Rich White, Founder of UserVoice and CEO of Fathom - Listen to the full conversation here: https://www.buzzsprout.com/520474/episodes/11911533 Dmitry Shapiro, CEO of MindStudio - Listen to the full conversation here: https://www.buzzsprout.com/520474/episodes/14866979 Daniel Marcous, Founder and CTO of April, former CTO of Waze - Listen to the full conversation here: https://www.buzzsprout.com/520474/episodes/12679210 George Sivulka, CEO of Hebbia - Listen to the full conversation here: https://www.buzzsprout.com/520474/episodes/16572788 What You'll LearnWhy founders must act before certainty appearsHow solving real pain leads to stronger, longer-lasting companiesWhat ethical intent looks like in practical AI system designWhy trust, accuracy, and discipline matter more than speedHow resilience shapes leadership through uncertaintyWhat separates durable AI companies from short-lived experimentsInspired by something you heard in this episode?Share your favorite insight on social and tag us. We'd love to hear what resonated with you. And don't forget to subscribe to AI and the Future of Work for more conversations with the founders and leaders shaping what comes next.Other special episodes: Lessons from Four Unicorn CEOs Disrupting Massive Markets with AI (Special Episode)Artificial General Intelligence: Can Machines Really Think Like Us? (Special Episode)Ethical AI in Hiring: How to Stay Compliant While Building a Fairer Future of Work (HR Day Special Episode)AI and the Law: How AI Will Change Legal Careers (Special Episode)AI and Safety: How Responsible Tech Leaders Build Trustworthy Systems (National Safety Month Special)Lessons from Leaders: How AI Is Redefining Work and the Human Experience (Labor Day Special Episode)365: What We've Learned from 364 Expert Conversations (Special Episode)
❤️ Connect with your spouse at the Money and Marriage Getaway. Grab your tickets today! Dr. John Delony and I are answering your unfiltered questions about money, marriage and everything in between—from conflict and communication to retirement and parenting. This episode is full of practical wisdom to help you and your spouse build a stronger marriage on purpose. Next Steps:
Hello Spirit Talkers
Six years ago Ted released Part 1 and Part 2 of the Ted in Your Head podcast episodes “Turning 60, What I've Learned.” Apparently, he's still learning! Now, 6 years later, here is “66 Years Old: 12 Things I've Learned.” Maybe you've learned these things too. If so, reminders are always good. If not, these 12 things might be helpful. Whether you're 26 or 96, you're sure to get something valuable from this episode. tedinyourhead.com
Jason and Sterling further react to Kansas State firing basketball coach Jerome Tang! They also play Learned, Funniest, Best!See omnystudio.com/listener for privacy information.
Teach and Retire Rich - The podcast for teachers, professors and financial professionals
Section 125 plans are a great way to save money for health care, dependent care, dental care and disability insurance on a pre-tax basis. American Fidelity, which sells high-cost 403(b) products, runs many of these plans for school districts. In many cases educators must meet with an AF rep in order to get the pre-tax benefit. During these meetings AF sales reps try to sell a blizzard of services. We discuss what employees and employers should do. Learned by Being Burned (short pod series about K-12 403(b) issues) 403bwise.org Meridian Wealth Management
Send a textIn this episode of Evolve Ventures Tech, we challenge the belief that staying quiet keeps us safe. We examine how past experiences, emotional conditioning, and unspoken fears shape the way we show up, speak up, and protect our needs. Through a clarity-forward, psychologically grounded lens, we explore self-advocacy, emotional intelligence, and what it really takes to reclaim our voice without collapsing or overcompensating.This is about moving from self-silencing to self-respect. Enter with honesty. Engage with intention. Walk out with your voice intact.Here are the related episodes, each one builds on today's conversation:#407 | The Fear of Finally Using Your Voice - https://apple.co/4r3RRe6#444 | Why Your Deepest Insecurities Hold the Key to Your Greatest Growth - https://apple.co/4qymY0CLearn more about:
The Abundance Journey: Accelerating Revenue With An Abundance Mindset
What happens when a life that looks “perfect” on the outside quietly drains you on the inside?In this heartfelt conversation, Elaine Starling welcomes transformational coach Kathleen Connor, whose journey from chronic self-sacrifice to radiant self-devotion reveals why remembering yourself is not selfish — it's sacred.Kathleen shares the wake-up moment that changed everything, the subtle signs of depletion many women ignore, and her powerful Recognize → Reject → Replace → Repeat framework for breaking free from invisible roles. This episode is an invitation to return to center, reclaim your energy, and rediscover who you are beneath the roles you've been living.Topics Covered0:00 Why so many women lose themselves in service — and how it quietly erodes joy2:30 Kathleen's wake-up moment and the cost of constant giving5:55 Centering through breath, Intention, and Divine connection10:00 The physical and emotional signs you're externally referenced14:50 What abundance really is — and why it begins with energy17:20 Nourishing Love vs. conditional love19:50 Exhaustion, resentment, and the hidden signals of misalignment25:55 The Recognize → Reject → Replace → Repeat Method29:45 Simple daily practices that rebuild self-trust and devotion34:15 Kathleen's Emotional Baseline Assessment and next stepsKey Takeaways
Hello to you listening in Long Beach, California! Coming to you from Whidbey Island, Washington this is Stories from Women Who Walk with 60 Seconds for Wednesdays on Whidbey and your host, Diane Wyzga. Might there be an antidote to what feels like escalating badness and madness in the world? Yes! The good in our lives. Some may say I'm a Dreamer, but I'm not the only one.Inviting the good - even if we do it grudgingly - has the power to lighten and brighten our life. Donald Altman created a particularly useful approach for creating a positive attitude toward life. Of course it's called G.L.A.D. Click HERE to learn more:Practical Tip: At the end of your day record a wee bit of Gratitude granted, a Lesson learned, an Accomplishment accomplished, and a Delight that delivered wonder, curiosity, maybe even discovery. Take a chance, give it a go; the GLAD is guaranteed! You're always welcome: "Come for the stories - Stay for the magic!" Speaking of magic, I hope you'll subscribe, share a 5-star rating and nice review on your social media or podcast channel of choice, bring your friends and rellies, and join us! You will have wonderful company as we continue to walk our lives together. Be sure to stop by my Quarter Moon Story Arts website, check out the Communication Services, email me to arrange a no-obligation Discovery Call, and stay current with me as "Wyzga on Words" on Substack.Stories From Women Who Walk Production TeamPodcaster: Diane F Wyzga & Quarter Moon Story ArtsMusic: Mer's Waltz from Crossing the Waters by Steve Schuch & Night Heron MusicALL content and image © 2019 to Present Quarter Moon Story Arts. All rights reserved. If you found this podcast episode helpful, please consider sharing and attributing it to Diane Wyzga of Stories From Women Who Walk podcast with a link back to the original source.
Co-founder and former Three Dog Night frontman Chuck Negron (1942-2026) discusses the collectible records of his career, the early releases on small labels, the rare and recalled albums of Three Dog Night and mega-smash excesses and turnaround of his life and career. Interview from July 2022 Topics Include: Chuck's autobiography Three Dog Nightmare . Basketball was first passion growing up in Bronx schoolyards. Made first record "Oh Baby" in 1958 at age fifteen. Early releases on tiny Bronx Records label extremely rare today. Progressed through Rondelles, Marlinda, and Heart Van regional California labels. "I Dream of an Angel" became regional hit across central California. Columbia Records offered deal while playing college basketball at Hancock. Chose to finish basketball season, damaging initial Columbia Records excitement. Learned hard lesson about commitment after squandering early industry enthusiasm. Bill Sharman offered Cal State LA scholarship but chose music. Left school permanently, ending high-level basketball career for music industry. Three Dog Night formed with three lead singers sharing spotlight. Band's strategy: find great songs, not write them themselves exclusively. "One" by Harry Nilsson became breakthrough hit launching massive success. Achieved 21 consecutive Top 40 hits selling over 60 million records. "Joy to the World" became worldwide number one, band's biggest success. "Black and White" addressed racial integration as mainstream social statement message. Hard Labor's controversial birthing cover recalled after hundreds of thousands distributed. Now hosts weekly WhatNot show selling rare Three Dog Night collectibles. At 80, credits basketball training for vocal stamina and survival. High resolution version of this podcast is available at: www.Patreon.com/VinylGuide Apple: https://tinyurl.com/tvg-ios Spotify: https://tinyurl.com/tvg-spot Amazon Music: https://tinyurl.com/tvg-amazon Support the show at Patreon.com/VinylGuide
Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Bamidele Farinre Founder of No Ceiling Consulting, a biomedical scientist, STEM expert, agile project manager, and advocate for professional development, mentorship, and removing internal and systemic limitations (“ceilings”). They discuss her STEM background, the evolving role of AI in science, the meaning of “no ceilings,” navigating personal and professional barriers, mentorship, setbacks, agile leadership, and how individuals—especially people of color—can create opportunity even in the face of bias and structural limitations.
Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Bamidele Farinre Founder of No Ceiling Consulting, a biomedical scientist, STEM expert, agile project manager, and advocate for professional development, mentorship, and removing internal and systemic limitations (“ceilings”). They discuss her STEM background, the evolving role of AI in science, the meaning of “no ceilings,” navigating personal and professional barriers, mentorship, setbacks, agile leadership, and how individuals—especially people of color—can create opportunity even in the face of bias and structural limitations.
Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Bamidele Farinre Founder of No Ceiling Consulting, a biomedical scientist, STEM expert, agile project manager, and advocate for professional development, mentorship, and removing internal and systemic limitations (“ceilings”). They discuss her STEM background, the evolving role of AI in science, the meaning of “no ceilings,” navigating personal and professional barriers, mentorship, setbacks, agile leadership, and how individuals—especially people of color—can create opportunity even in the face of bias and structural limitations.
What if nearly losing everything taught you the secret to building a thriving real estate business without sacrificing your life? In this episode, I sit down with Michael Coxen, a Las Vegas broker who went from being bedridden at 115 pounds to running a 20-agent brokerage while maintaining $20-25 million in personal production.We unpack how Michael built his career by accident through a wedding invitation business, discovered the power of asking questions over selling, and learned why focusing on process beats chasing outcomes every time—lessons that became crystal clear when ulcerative colitis nearly ended his career.Inside this episode:The FORD method that turned wedding vendors into real estate clientsWhy saying yes to every meeting for 10 years changed everythingHow Tai Chi in a pool with seniors led to running a brokerageThe 3-item daily success list that beats comparison trapWhy great agents explain the market while good ones just understand itConnect with Michael: Website: magenta.realestate Join his brokerage: joinmagenta.realestate Coaching: michaelcoxon.com Social: @michaelcoxonWhether you're struggling with work-life balance, rebuilding from setback, or looking to scale without losing yourself, this episode reveals why true success comes from defining it on your own terms. Subscribe, share, and follow for more conversations with agents who've discovered what really matters.The Neighborhood Realtor is proudly sponsored by Treadstone Funding and Neighborhood Loans. For more tangible tips in real estate marketing, check out Matt's book, The Tangible Action Guide for Real Estate Marketing available on Amazon.
Incogni advertisement“Use code [YOUR-UNIQUE-CODE] at the linkbelow to get an exclusive 60% off an annualIncogni plan: https://incog-ni.com/your-unique-code” Your URL is: https://incogni.com/earthancientsDestiny: Ronnie Pontiac, The Rosicrucian Counterculture (show notes)A cultural exploration of the esoteric movement and its historical impact and legacy• Examines the Rosicrucian involvement of figures like Rene Descartes, Robert Fludd, John Dee, Elias Ashmole, and the alchemist pirate Prince Rupert of the Rhine• Traces the saga of Rudolf II, Holy Roman Emperor, and his countercultural successors Frederick and Elizabeth, who triggered the Thirty Years' War• Shows how Rosicrucianism inspired the English Revolution and explores the Rosicrucianism of John Winthrop the Younger, Connecticut's founderSince the appearance of Rosicrucian manuscripts in 17th-century Germany, historians have questioned the authorship, intent, and significance of this esoteric movement. In this book, Ronnie Pontiac shows how Rosicrucianism's underground influence in the early-modern period continues to the present, providing the important historical context of this invisible society.Pontiac looks at the esoteric culture around Holy Roman Emperor Rudolf II and his court, including figures like John Dee, Tycho Brahe, and Rabbi Loew, the legendary creator of the Golem of Prague. Despite occultists' fascination with Rudolf 's successors, Frederick and Elizabeth, at the start of the Thirty Years' War—and Rosicrucian efforts to make Frederick the first Protestant Holy Roman Emperor—the esoteric renaissance in Bohemia was short-lived. However, this wasn't the end of Rosicrucianism.Pontiac explores the movement's impact on Oliver Cromwell and the English Revolution as well as individuals such as Robert Fludd, René Descartes, Elias Ashmole, Moritz the Learned, Paracelsus, and William Shakespeare. He then details the movement's arrival in the New World, including the Rosicrucian activities of Connecticut's alchemist governor, John Winthrop the Younger. Looking to the present, Pontiac shows how both pop culture and the modern psychedelic counterculture are informed by Rosicrucian ideas, showing the enduring legacy of this esoteric movement.Ronnie Pontiac worked as Manly P. Hall's research assistant for seven years. A producer of award-winning documentaries, he is the author of American Metaphysical Religion and coauthor with Tamra Lucid of The Magic of the Orphic Hymns and the 10-part YouTube video series The Unobstructed Way.Become a supporter of this podcast: https://www.spreaker.com/podcast/earth-ancients--2790919/support.
It's my 52nd birthday! I'm sharing 5 things that I've learned in my five decades! Mostly about decluttering, but also about life. Dana’s new children’s book is coming Feb. 17th! Preorder now! https://www.aslobcomesclean.com/book Want to be a patron of the show? Find out how at Patreon. My YouTube Channel! Want to find a decluttering coach?? […] The post 493: 52 Things I’ve Learned at Age 52 (Just Kidding. 5.) appeared first on Dana K. White: A Slob Comes Clean.
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