Podcasts about luke there

Luke 6:17-38 Cast and drama. Luke, Tiberius, Zephaniah, Mrs. Zephaniah, Jesus, (Fading in, repeating closing line from the last episode). Luke: There there, now for…

Message 15 in the series "The Gospel Record of Luke" There is much power and authority in the words of Christ. So much that the devils and sickness obey. Then why don't we? Don't forget to download our app for more from the Riverview Baptist Church. http://onelink.to/rbcapp Find more at https://riverviewbc.com/ Donate through Pushpay https://pushpay.com/pay/riverviewbc

- Press the PLAY button to listen to the catechesis of the day and share if you like - + A reading from the holy Gospel, according to Luke + There was also a prophetess, Anna, the daughter of Phanuel, of the tribe of Asher. She was advanced in years, having lived seven years with her husband after her marriage, and then as a widow until she was eighty-four. She never left the temple, but worshiped night and day with fasting and prayer. And coming forward at that very time, she gave thanks to God and spoke about the child to all who were awaiting the redemption of Jerusalem. When they had fulfilled all the prescriptions of the law of the Lord, they returned to Galilee, to their own town of Nazareth. The child grew and became strong, filled with wisdom; and the favor of God was upon him. The word of the Lord.

- Press the PLAY button to listen to the catechesis of the day and share if you like -+ A reading from the holy Gospel, according to Luke +There was also a prophetess, Anna, the daughter of Phanuel, of the tribe of Asher. She was advanced in years, having lived seven years with her husband after her marriage,and then as a widow until she was eighty-four. She never left the temple, but worshiped night and day with fasting and prayer.And coming forward at that very time, she gave thanks to God and spoke about the child to all who were awaiting the redemption of Jerusalem.When they had fulfilled all the prescriptions of the law of the Lord, they returned to Galilee, to their own town of Nazareth.The child grew and became strong, filled with wisdom; and the favor of God was upon him.The word of the Lord.

7 Steps to Building a Smart Business Engine With Luke Fatooros We've all been in a spot in our business where we're trying to work out how to get from A to B or how to get to the next level. But what is the next level? How many levels are there? Luke Fatooros from Ideas Into Business shares with us the 7 steps to building a smart business engine to give you time, money, and freedom. Learn more on how to build a smart business engine at dorksdelivered.com.au Luke's Business Journey Why are there seven steps? What are the steps to building a smart business engine to give you the time, money, and freedom? Luke: Let me start with my $12 million mistake or failure. It's something that I don't recommend, but this was my first step into business. My first business was a store that my father and I shared with $800. We thought we were going to conquer the world, and the first 14 months were a living hell. We didn't know what we were doing. We had all the ambition and enthusiasm, and that was really what got us through the first 14 months. When we eventually learned a few things, such as how to distinguish myself from the competition, my first joint venture took off. After all that pain, it eventually became a $12 million, 65-staff business after five years. I was winning awards like Entrepreneur of the Year, Microsoft top companies, the Westpac finance. And then I lost everything. My partner had to go to the staff and tell them we had to close this business. What came out of that were life-changing lessons. There are three critical lessons I want to share with you, and this was how the seven steps were formulated. 1. Understand Cash Flow Luke: I had to learn how money works and how money flows. The first lesson was to stop trading time for money—I didn't know what that meant. I had to move from a limited earning structure to an unlimited earning structure. When I lost that business, I learned the difference between being self-employed and being a business owner, and I understood creating wealth in business. I realised that my business was worth nothing because it was strapped to me. We become burnt out when trying to build a business the wrong way. It took me 7 years to recover. 2. Work on Your Internal Structure Luke: By contrast, when I built my second business, a distribution business, I had three factories in China, the Philippines, and Korea, and I'm supplying five countries from a desk. That gives you a lot of flexibility with the way you can travel. You're not tied to a location, which is something that's becoming very important with our current times. Luke: If someone saw me with my notebook at my home office, they would think it's a joke, a hobby. But that business was valued at $3.5 million up to 3 years. It's not how fancy a business looks on the outside. It's how structured internally. When I was 12 years old, I was given the opportunity to make these number plate brackets. It sounds like such a boring product, but I was getting $6 a bracket. I was able to make one in 1.5 hours. I sped up my processes. By the time I was 13, I was making 10 number plate brackets an hour, so I was then making $60 an hour relatively. I went on to employ people, but the lesson that I learned was people are lazy. Don't tie things to money, and don't tie things to yourself. If you have a problem or a key person in your business has a problem, how do you overcome that? How do you make sure that you aren't the key person? How was that valuable to the next person that was buying it? 3. Build a Strong Foundation Luke: This comes to this thing called sequencing. You cannot step out of the engine. You cannot hand down management or the responsibilities with regard to the foundation of your business to anyone else. If you have a vehicle that's got a broken engine, you cannot paint it green hoping that the engine would work. That is what people do in business. They change the website or invest in social media marketing and think this is going to grow the business. That has to come at a certain point. Your sequencing is wrong. 7 Steps to Building a Smart Business Engine to Give You Time, Money, and Freedom 1. Optimise Your Mindset Luke: People have this business idea, but people focus on marketing strategies, negotiation, sales, systems, processes, etc. But there's a thing called you. We all have our own personal brands. People don't buy your products and services. They buy you. They buy the image that you are projecting. Every one of us projects a particular image that we think we need the world to see. Relay that to buying a Samsung phone or an iPhone. The image was around the inspiration and message that Steve Jobs had. Who's the owner of Samsung? Luke: Exactly. No one knows who arrived second on the moon. Every one of us has self-sabotaging patterns and limiting beliefs. We might think we're marvellous, but the truth is we're actually not. You want to be the best version you can be of yourself and your business. How do your customers want to perceive you? You have to pay attention to that. When I started my first business, we went from $1 million to $12 million in 5 years. That incredible growth, the prestige and recognition, and so much money coming to my life as a kid made me think I was invincible. It didn't do any good because even though I sort of earned the success, I didn't know how to handle it. I didn't have mental maturity. My ego was running my show—a self-sabotaging pattern. It doesn't matter how fancy you get into your marketing sales strategy. If you have this self-sabotaging pattern, your business is just never going to make it. What I've learned over the years is the people who resist openness, self-development, and willingness to learn are the ones who desperately need this help the most. That's the self-sabotaging trait. That is a disaster in business. Optimise your mindset. The six inches between the ears is the most important six inches to measure on your body. 2. Optimise Your Niche Luke: There are lucrative niches, and the money is naturally flowing into those lucrative niches. The common mistake is when we have meat; we try to sell it to vegetarians. It doesn't matter how fancy your meat is; a vegetarian is just not going to buy your meat. That's not a lucrative niche for your product. My philosophy is to just follow the cash. What you want to do is you want to find customers who buy from you the quickest and the easiest. Out of 100 customers, there will be some of them who will buy from you instantly—they love you and your brand. I call these your real customers. I think this is where a lot of marketing companies get things wrong. They all say that this is your ideal customer, but that doesn't mean those people are actually going to buy from you. When you've been in a business, or you've been trading, and you look back at your history, you see that there's a group that just hands you cash. Shift your focus toward your real customers, not your ideal customers. I analysed why we struggled for 14 months with my first business. My business partner, Gary, was an engineer, so we thought we could do computer programming. We're going to write software to help businesses become efficient and more profitable. We thought this was just marvelous, so we took my $800 and launched the business. No one bought anything, and we couldn't understand this. We kept trying stuff, but the customers didn't want our stuff. Instead, they're looking for computer hardware. We quickly decided that we would give them what they were looking for. We got rid of the software, and we opened a little shop in the back of some shopping centre. No one went there. We started putting the computers where people could see them. We still had a lot to learn, but we started to see a little bit of light. If you are struggling in business, find where the money is flowing. Listen to your customers, what they are looking to buy, instead of ramming your product down their throat. Shift and sift to what the market really wants. My first business really took off because we've shifted and sifted out of selling computer software, which was a dead niche. You can't keep flogging a dead horse, right? You have to be smart enough to move across. How do you make sure you're not emotionally attached to that dead horse? Luke: If you are absolutely in love with your idea, that's a self-sabotaging trait, and you need help with that. My help was a hammer on my head, and now I'm very aware of self-development and problems in my own business caused by my own self-destructive traits. The people who ultimately fail are those who will not let go of their idea. That's ego, and that is a terrible self-sabotaging pattern. Did you fix that through reflection or having other people come in? Luke: Yes. I went through seven years of massive self-reflection and actually understanding that you need to get help in your life. I was not mature enough. I didn't have the structure to be successful in business, even though I was very good at business strategies. I've done a lot of self-work over the years, and the biggest thing is getting rid of the ego. That's not easy for most people. But if you can do that, you're on your way. Is there a certain size of the market that you need to start doing that? If you've been in business for a little while, say you've got a B2B business with 100 clients or a B2C business with 10,000 clients, how do you work out the numbers? Luke: If you've got a bit of history in your business, you can take the time to analyse your database and then categorise them into A, B, and C clients. Who are the people who are just paying you and not giving you problems? Who are the people who won't just buy from you, no matter what you do, it's just never enough? And then who are the ones who buy from you after some hard work. It's not about percentages, time, staff, or size. It's the process. Analyse, and then you'll be fine. 3. Optimise Your Sales  Luke: What do your real customers want to buy from you? I've been in business since I was 23. I've done probably every sales course under the sun, and I've never seen anything that's told me the two secrets that I believe you need to have to achieve success in sales. The first one is don't sell. That's a big one that I've had a lot of trouble grasping. I've realised you shouldn't be doing the sales courses. You are already the best salesperson if you're passionate about your product. Luke: I agree. What you hear is the secrets of closing—how do you trick people into this or influence people? Looping, straight-line persuasion, that sort of stuff. Luke: When someone is buying for you, what is that one thing they are subconsciously looking for? When they walk in, they scan you for one thing before they even want to hear your pitch about your product. It's trust. If I don't trust you, I don't care how fancy your Ferrari or whatever your thing is, I'm not going to buy from you. I'm going to try and find someone else who I feel comfortable with to give my money to. I've never heard a sales course ever tell me that. They all try to show how to influence, trick, close, overcome objections, etc. to get the money in the bank. I genuinely don't believe in that. Even if you do that sort of tactics, will they be long-term clients? Are they going to be happy at the end of the day if you use some psychological neurolinguistic programming thing? Are they going to be the type of client that's going to be a raving fan and going to be sitting in your A-grade pile? Probably not. It's better to build that rapport and relationship and to make sure that you can know, like, and trust the person. Luke: There are two ways that you can build trust to influence sales in the right way. The first one is your personal branding; the second is your hook product. Its purpose is to let your customers experience your value with the least amount of risk. And resistance.  Luke: For example, there are two pie ladies in the supermarket. One lady has a stand with flyers, and the other lady has a stand with a little microwave and pies. The first lady is handing out brochures, telling everyone how marvellous her pies are. The other lady bakes, and she has samples in the oven. People could smell their aroma. She puts some on a tray, cuts it up, and invites people over. The second lady is actually letting her customers try and experience. That's what you call a little hook, and there's no risk. They love it. The other lady is telling everyone how marvellous her pies are, but there's no experience. There's nothing going on there. And that's the two different ways people sell in the world. One of the things I found was my competition was garages. This was the early 1990s, so they sold computers in converted homes. It wasn't a mainstream retail thing. Customers would go in and then speak with some dude behind the counter who is unbelievably knowledgeable on computers, but the customers don't know what he's talking about—ROMs, processors, etc.—so it freaked them out. That's not a good customer experience, which is what customers really want. What I did was I put displays up even if we didn't have a lot of customers then. We had to prove our concept. We knew we were in the money, but we just didn't know how to be known yet.

- Press the PLAY button to listen to the catechesis of the day and share if you like -+ A reading from the holy Gospel, according to Luke +There was also a prophetess named Anna, daughter of Phanuel, of the tribe of Asher. After leaving her father's home, she had been seven years with her husband, and since then she had been continually about the Temple, serving God as a widow night and day in fasting and prayer. She was now eighty-four. Coming up at that time, she gave praise to God and spoke of the child to all who looked forward to the deliverance of Jerusalem.When the parents had fulfilled all that was required by the law of the Lord, they returned to their town, Nazareth in Galilee. There the child grew in stature and strength and was filled with wisdom: the grace of God was upon him.The Gospel of the Lord.

- Press the PLAY button to listen to the catechesis of the day and share if you like - + A reading from the holy Gospel, according to Luke + There was also a prophetess named Anna, daughter of Phanuel, of the tribe of Asher. After leaving her father's home, she had been seven years with her husband, and since then she had been continually about the Temple, serving God as a widow night and day in fasting and prayer. She was now eighty-four. Coming up at that time, she gave praise to God and spoke of the child to all who looked forward to the deliverance of Jerusalem. When the parents had fulfilled all that was required by the law of the Lord, they returned to their town, Nazareth in Galilee. There the child grew in stature and strength and was filled with wisdom: the grace of God was upon him. The Gospel of the Lord.

Luke Knox ’22 speaks with Joe Morgan ‘81 about what it takes to be a successful entrepreneur, and how his Holy Cross education prepared him to lead with integrity. Recorded on January 28, 2020 --- Transcript Joe: So, the experiences that I had at Holy Cross created tremendous friendships but also expanded my mind and allowed me to get into situations that are uncomfortable for me, but then find a place for me within that circumstance. And I think a lot of times that I see people that don't have that background, they get into a circumstance, they get fixed on their belief, and they can't participate in critical thinking. And critical thinking is the essence of what I believe Jesuit education's all about, is it puts you on a circumstance where you are given the tools, but then almost expected to participate in a broader discussion. And as soon as you get stubborn and dig in, unless of course you're in a debate, you lose the opportunity, I think, to take full advantage of the Holy Cross education. Maura: Welcome to Mission-Driven where we speak with alumni who are leveraging their Holy Cross education to make a meaningful difference in the world around them. I'm your host, Maura Sweeney from the Class of 2007, Director of Alumni Career Development at Holy Cross. I'm delighted to welcome you to today's show. Maura: This episode features Joe Morgan from the Class of 1981, a self-proclaimed poster child of Worcester higher education, Joe is a Worcester native who attended Holy Cross, WPI, and Clark University. After beginning his career as an engineer, he quickly rose through the ranks to serve as President of Sony Chemicals Corporation of America. From there, he pursued corporate roles at numerous private and public companies. At each stage, he used his influence in the C-Suite to lead with the values that he learned in his Jesuit Holy Cross education. Maura: Luke Knox from the Class of 2022 speaks with Joe about his decision to start his own company in November 2016 called siY. Be safe. Be inspired. Be you. As an entrepreneur himself, Luke speaks with Joe about best practices in business and management. Throughout the conversation, Joe touts the importance of leading with empathy in order to transform individuals, teams, and corporations. Luke: Welcome, everyone. I'm Luke Knox, a sophomore economics major. Today I have the pleasure of speaking with Joe Morgan, Holy Cross Class of 1981. Joe, it's great to have you on today. Thank you for coming onto the show. Joe: Thanks for inviting me, Luke. Glad to be here. Luke: No problem. Yeah. Luke: Starting off, you were a chemistry major when you were at Holy Cross, and in addition to receiving a Bachelor of Arts from here, you also earned your Bachelor of Science degree from Worcester Polytechnic Institute (WPI) and an MBA from Clark University. It sounds like you've been educated by really the top institutions of Worcester. Joe: Right. So, I often refer to myself as the poster child of higher education in Worcester. There's actually a little bit of extra data on those choices though. I started as a math major at Holy Cross. My dad was a math major, so dutiful son, I wanted to do what my dad did. But then I didn't like it, so I became a chemistry major. And then there was a 3/2 program with WPI, and I like scale, big scale instead of beakers and labs, so I didn't really like the experimental side of chemistry, so I went and got a chemical engineering degree at WPI. And then I needed a business degree in order to do what I do, which I'm sure we're going to talk about. Luke: Yeah, we'll get to that. That's great. Worcester, obviously, grew up in Worcester. Great schools here. It's nice to see that homegrown and experiencing all that Worcester has to offer. And I know that, from being a chemistry major at Holy Cross, now you're getting your MBA and you're running businesses, you're obviously a very highly motivated individual. And in your opinion, what would you say your personal mission is and how does that drive you in the work you do? Joe: Well, I think when I was growing up, my parents focused on a few things. One was faith, certainly, and the other was education. So they invested a lot of time in both of those. And when you have strong faith and then you've spent your time in education, you get exposed to a lot of thought process, honestly. And so what my mission is, and it does reflect back probably to my family, which is the third thing my parents focused on, is giving back to people that don't have the benefit of the things that you've been given. Joe: And so I spent a lot of time thinking about that with kid is really a passion for me. The impoverished is another thing I'm deeply passionate about. Joe: But I would say what's interesting now for me more so than ever before, I've run a lot of bigger companies, and now I have my own company, which we'll chat about. But we're at a time I think in our world and our country where we can't seem to get to a common agenda. And so, I have a mission or a passion now to help people see the possibilities of that. Because leadership is daily providing a platform for hope, but then wrapping it with reality. And that's what I spend my time on each day and more. Joe: There's a thing called The Bridge that I've developed with some folks, and we can chat a little bit about that, but that's the essence of my focus now is to help people see the possibilities, but deep down inside for me, it's the kids. It's just making sure that that next generation can see the possibilities of the future. And I don't think today in every case that is true, so that's something that me and others like me are spending time on. Luke: And that same thought process intertwines right with the Holy Cross mission statement- Joe: Right. Luke: ... men and women for others. Joe: Right. Luke: And could you speak a little more about how that... being at Holy Cross and going by that motto, how that has also affected you and your life decisions? Joe: You know what? I was chatting this morning about this, is I think growing up in a Catholic education is a lot of memorization that takes place. And I think if you don't get stressed about trying to memorize all the things about Jesuit education and the mission and the vision and all, but just live it, let it penetrate you, then I think the possibilities of living what you just said comes to be. Joe: So, the experiences that I had at Holy Cross created tremendous friendships but also expanded my mind and allowed me to get into situations that are uncomfortable for me, but then find a place for me within that circumstance. And I think a lot of times that I see people that don't have that background, they get into a circumstance, they get fixed on their belief, and they can't participate in critical thinking. And critical thinking is the essence of what I believe Jesuit education's all about, is it puts you on a circumstance where you are given the tools, but then almost expected to participate in a broader discussion. And as soon as you get stubborn and dig in, unless of course you're in a debate, you lose the opportunity, I think, to take full advantage of the Holy Cross education. Joe: Now where that's taken me in my career, you mentioned WPI and the 3/2 program, I always say that Holy Cross helped me get every job that I have because I learned communication skills, I learned adaptation. WPI allowed me to advance in technical fields because of the process expertise that I was able to glean through that particular education. And that combination was really powerful for me. Luke: And going back to what you were saying about communication skills, I think when I was thinking about my own choices on where I wanted to go to school, I definitely wanted to go somewhere like Holy Cross where I could learn those crucial communication skills. And I know that being in business, being an entrepreneur, how like you were just saying, how really important being able to present yourself and effectively communicate with others, how important that is to not only sell a product, but to grow a business. I was wondering if you could speak more about that and how you've used your communication skill to further your career? Joe: On the communications side, simplicity is so, so important. I am sure as you've gone through your entrepreneurial journey you probably got way too complex at the start, and people have advised you to make it simple, simple, simple. The one-pager, whatever they've told you, and it's true. Because people can't absorb more than that generally. And as the entrepreneur, as the person with the idea, you know way more than they do, and you're trying to engage them just a little bit in what you do so that they'll help you, whether you want money or you want them to buy the product or you want advocacy, whatever that might me, on the communications side, simple, simple, simple. But then also be really clear on knowing your audience. What is it that you want from them or need from them or desire from them and focus only on that. Don't make it broader because you'll lose them. And I think a lot of entrepreneurs that I'm around, they get so passionate about what they do, they lose sight of why they're in this particular conversation and dialog. So that would be one thing. Joe: The other thing is the issue of courage. You have to be somewhat courageous to be an entrepreneur. That doesn't mean that you're necessarily saving lives or something like that. You might, depending upon what you do, but you really do have to have courage because as I'm sure, you can share this with the group too, the audience, is there's a lot of negative that comes from entrepreneurialism. You get a lot of feedback that hurts. And how fast do you respond to that is going to be important. Your resilience quotient is really, really important because if you get stubborn and say, "I don't really care what you said to me. I'm just going to continue to do what I was doing." Probably shouldn't take that approach. There's some value in every input that you get. Joe: The other, probably the third part of this is trust. Be really careful who you look to for trust. If someone doesn't have your interest in mind, it's really all about them, then you're probably not going to get good advice. So that's the other part. So, you want to focus on being courageous, learn a lot, but then your advice, and then always, always, always be simple. Luke: And I think it's super important as an entrepreneur, and I'm sure that you realize this as well, is that when you receive that, it always happens you're going to receive negative criticism. And I think me personally, in my own experience, I've taken that really, not as an opportunity to be bitter, but to be better and to realize, okay, it's really important to view every single opinion that's coming at me with, whether you have a product or a business or you're offering a service, anything like that, and to use it to every day learn more about yourself, learn more about what you want to do, your product, whatever, and use that to help you out in that business setting the next day. Joe: Right. Luke: Stuff like that. Joe: Well, I think, you're an entrepreneur, so when you start a business, it's probably your money. So- Luke: Yeah, it is. Joe: ... people that are around you, it's not their money. So it's easy to spend someone's money if it's not your money. And then time is all you have. So if you waste your time and waste your money, you're not going to have the opportunity to create something of value from your ideas. So really what's important is keeping it simple, but then taking the input from people that you trust and adapting quickly so that you can use whatever resource you have, which I think for... As I'm an entrepreneur too, you end up just with a little bit of time and a little bit of money, and if you use it right, you can turn it into more time and more money. If you use it badly, then it spirals. So, I'm sure you've experienced that. Joe: I think the other part of entrepreneurialism too is at some point you want whatever you're doing to grow, and at that point you're going to bring in other people. Learning how to trust other people is really a big deal, and I actually think that gets back to your first question about Holy Cross, is you believe in the mission, which I think we do or we wouldn't be sitting here, and you are a good judge of people, you always have to validate, you can bring people in far more easily than people that don't have belief in others. And you'll never be able to get the benefit of what your idea is if you can't eventually bring people into the conversation. Joe: I have been the intrepreneur a number of times working for entrepreneurs early in my career, and I actually never asked the question, but they trusted me enough to let me do the things on their behalf because they knew that they couldn't scale it beyond their own means. But I've also seen entrepreneurs that don't trust anybody, and it's a problem because their idea's great, but who wants to work in an environment where you're not trusted? Where every day you think, "Oh my gosh, you've taken something from me?" That's not helpful. So what happens then is people leave. The really good ones leave and then they get marginalized and the business never really achieves what it set out to do. Joe: So that would be a piece of advice for you because I hope that what you're doing just explodes- Luke: Thank you. Yeah. Joe: ... but you're going to have to bring in other people when you do it, you know? Luke: Yeah. And we're kind of in that process right now where we're really building a team. And I know that one of your skills is being able to do that and build a successful team. And if you just had to list off a couple of big characteristics that every team regardless of what business they're in or whatever, what are those main characteristics that every team kind of needs to have? Joe: I thought you were going to ask me a different question, so I'm going to answer the one I thought you were going to ask me, and then I will answer... Joe: I think the first thing to build a team is you have to know what you are good at. So get a white board and write that down. Don't write it in a notebook. Put it on the wall and then walk past it for a few days and make sure that you're being honest with yourself. Don't put it in a notebook, close it, stick it somewhere that you'll never go retrieve it. Put it on a wall. And then let a couple people that you know that actually care about you look at it and say, "You know what, Luke, I don't agree with that. You think you're really good at that but you're actually not." And so move that to the other one which is, whatever the right term is, deficiency or something that I can improve. But be really clear on the three to five things that you're really great at, but then also compare that to what you're most passionate about. Joe: If you could spend the amount of time that you spend on entrepreneurialism, what part of that do you love the most? And if you could spend all your time doing that, because that's likely to equate to value. Once you get that right, now you can start filling in the spots. And don't think about it so much functionally, although eventually you have to have competency in the functions. Think about it in terms of behaviors and values. You've got to get people with the same values as yourself, and they have to be able to articulate that and then demonstrate it. So that's one. Joe: The second one is the behaviors which are different. Values are aligned in the sand. Integrity, think honesty, things like that. Behaviors are when faced with a pressure situation, I scream and yell. That's a behavior. Luke: Right. Joe: I'm guessing you probably don't want that around. Luke: No. Yeah. Joe: You want somebody that's going to get on the balls of their feet and participate and dig in. That's a behavior that you might want in your business. So I'd be really clear on who you are, where you like to spend your time, get the attitudes and the behaviors and the values right. Joe: Now you can talk about financial. So if you're going to scale your business, you're an economics major so you have some reasonable financial understanding, but you do have to have financial expertise in your business so people can cover your back so you can do all those great things you want to do. Joe: Without sales, we don't have a business, so that may be your strength, but you might be the idea person. You may be the product manager, whatever that strength is. So if you need sales and you need finance, make sure that you've got really strong people in the marketplace that you're in. Now you could have a pure online business in which case you need somebody with e-commerce expertise. Whatever that core thing is, get the best you can, and whatever you think you can afford, pay a little more. Because what tends to happen, I see a lot of times with entrepreneurs is you scale it back just a little bit, and you want people to feel like you do, but they're not going to because it's not their business. Luke: Good point. Yeah. Joe: So, don't ever be misguided by a person's individual passion to be an employee versus an entrepreneur. They're different. They're just different. So I think it's really about who the person is first, and then you get to the acumen. Because I'm on a lot of boards with people and I meet some people that are just misaligned on the behaviors and the values, but they're wicked smart. And I can tell you the wicked smart does not trump values and behaviors ever. Eventually that is going to catch up, and it's I would... that's kind of the pecking order that I would recommend. Luke: Yeah, values and behavior, definitely. Joe: Always. Joe: And it depends on what you need in your business too. I don't know the details of your company, but you have to be clear on what competencies are most critical to you. Luke: Great point. And then being a leader in those teams, I know in one of your most recent articles, you talk about having the ability to really fully understand what's going on in somebody's life and how that might affect them in the workplace and outside of it. Joe: Right. Luke: Being a leader in a team and definitely being a leader in a startup company, how do you think that, myself or you, how do you go about that with being compassionate and empathetic towards your employees, your partners, people in your company? Joe: Well, this gets to curiosity. I was asked recently in an article, what do truly curious people do? It's not questions. It's about answers. So you're asking me questions right now. You're curious about those, I can tell by this conversation. But if you were just asking questions and you don't really care what I say, we're not going to have a very productive conversation. Luke: Right. Joe: And you're not going to demonstrate any compassion. Or interest, actually. Joe: So, I think the most important thing is that first question or two that you ask in any interaction. Demonstrate that you actually about the person. So for example, we've faced some tragedy here at Holy Cross recently and I am quite confident that people that were closest to that, if you tried to have a conversation about something other than that circumstance, it would be very, very difficult for them. And you might have planned for weeks, months, maybe even six months, a year, to have a particular meeting with someone that might have been close to that situation, and you want to talk about your product. And you know what? They don't want to talk about your product. They're dealing with something that is just life changing and devastating to them. And if you have no ability to be sympathetic to that, then how are you possibly ever going to connect with them? Joe: And that's one of the things I've learned in my career is you can plan and prepare as an entrepreneur, as a business owner, for that sale or that interaction, but what happened just before that person walked in the room is going to affect whether that interaction that have been planning for is successful or not. And so we need to draw that out. We need to not take it personally if they're not involved in the meeting. Something awful might have happened. Joe: I'll tell you a small story. My daughter was sick, and she was diagnosed with mono when she was in high school. And I was in a board meeting and my office was attached to the board room. And I had a board member that was very high personality and I'm a high personality too, and so he and I would often get into these challenges of one another. And as CEO, I'm supposed to accept that, and generally I did, and I kind of facilitated it. But when I heard my daughter was sick, my energy and my life is driven by my children and my wife, and so when I heard that I was just really affected by it. And so of course I walked into the board room moments after that, and within 15 minutes he was, not attacking, but he was on me again, and to me that was a game-on moment. And my back went up and I leaned in, and it was one of the most intense interactions of my career. Joe: Did I say anything inappropriate? No. Could I have taken a different track? For sure. Could you have heard a pin drop in the room? Absolutely. And he and I went at it, and then afterward he finally asked me what was different about today, and I said, "Here's why." "So why didn't you tell me that?" I said, "You never asked a question. You've never asked me a question about me ever." Joe: And so that to me is one of the largest demonstrations. You can have tremendous people around you, but if you never ask them anything about them, how you possibly going to get the most out of the relationship? You won't. So that would be most advice is really get the questions right, and really care about the answers. And then once you know the answers, if the meeting that you were going to have isn't possible now, talk about the other thing. Go there. Joe: I will say this though. There's a lot of conversation about empathy right now. I think empathy is one of the most difficult things. Pure definition, I see the world as you do. I think that's really, really hard, but I do think if you listen to people and have the right conversation, you can get closer and closer to their life experiences. But I think empathy is one of the most challenging things in the world. Luke: And it sounds like from what you're saying, a huge part in working with clients or working with your team is having a relationship with them- Joe: Yeah. Sure. Luke: ... and like a pure relationship. And I definitely agree with you that that understanding and that ability to emphasize with people, granted it is very difficult to do that, but putting your effort into that shows and people definitely can appreciate that. Joe: So for you, what is your favorite place on campus here? Luke: My favorite place? Probably Cool Beans. Joe: Cool Beans. Why? Luke: It's just a place where usually I'm studying in the science library or Dinand, and it's just like a place where go back, get a coffee, kind of decompress and just kind of enjoy myself for a little bit before I go back to studying. Joe: So it's comforting to you, right? Luke: Yeah. Definitely. Joe: It allows you... Do you think better there? Luke: Yeah. I do. Joe: So that's really interesting question, isn't it? Luke: Yeah, it is. Joe: So if I want to have a- Luke: It is. Yeah. Joe: ... really interesting conversation with you, that would be the place we should go. Luke: True. Joe: We shouldn't go where I want to go. If I want to have a conversation about you, then I need to find where you're most comfortable. And then let's go there. Joe: So here's an interesting thing. When I was first a manager, there were all these books about management, leadership, and... I had some managers that, "We're going to adopt this book." You know what? That's not really what we should do. Think about Holy Cross. When you read all these books we read, you're only two years in and I was here for four years. I didn't commit to memory everything I read, but I adapted my life to certain principles that I learned, and then I paid attention to the professors who have read far more than I ever would read about a specific topic. I wasn't trying to memorize all of it or have my life guided verbatim with everything I learned. It was really about this will help me shape it. Joe: So there was this thing called manage by walking around. So, okay. We're going to manage by walking around, which was about visibility. People would get feedback that managers weren't visible, so we have to be more visible. So what managers would do... I wasn't a manager. I was becoming a manager. They would just appear. So what would your reaction be if you're in the middle of doing something and a person that you never see suddenly appears? What would your reaction be do you think? Luke: I would probably be first, like if it was my boss or something that came over, I would definitely make sure I was really paying attention to everything I'm doing and doing it the best I can, and then try to get some type of one-on-one interaction with them if I never see them and kind of put a face to their name. Joe: So you're taking the burden of that. It's supposed to be them making you feel good, and you're feeling like you have your change your behaviors- Luke: Work harder and- Joe: Yeah. Exactly. Luke: ... yeah. Yeah. You feel on the spot. Yeah. Joe: Precisely. I was annoyed because I don't... they weren't adding any value to me. So I thought that was really... to be honest with you, I thought that was stupid, a really stupid guiding principle. So I think management by walking together is better. Joe: So what I do and have done is I go get somebody and say, "Let's go take a walk." And it's fascinating what happens when you take a walk with someone versus sitting in a small space with someone. There's a lot going on. You can point out things, say, "Hey." It's just more comforting, more casual, and so that's the way I began doing it. And I learned so much about people getting, again, closer to empathy by walking with them as opposed to walking into their environment and hovering over them and making them feel like I was participating, when in fact, I really wasn't. Joe: I didn't do it but once or twice. I thought it was foolish, and then I did this other thing. It was really great. So that's how I did my one-on-ones and my up-to-speeds and all that stuff with people, which was great. Luke: Because sometimes in my opinion, it can feel like if you have a boss hovering over you, it almost feels like they're micromanaging you. And that kind of makes you feel a little degraded and kind of, "Hey, I can do my job. I don't need him watching over me." Joe: Right. Luke: And I think that's a great idea of walking around with whoever is in your company and really, like I was saying, building that relationship with them. Joe: Mm-hmm (affirmative). Yeah, because it's... You break barriers that way. Joe: I had a guy that worked for me, 6'7", and I used to get feedback that he would be intimidating sometimes. He's the nicest guy, and what he would do is he would walk up to someone when they were sitting at their desk and he'd lean over them. He was like Godzilla. And they would be so intimidated by his size, but he was the nicest guy. And all I told him to do was just sit down. Just sit down with them. And then he... And that barrier went away. It was fine. But he just, he wasn't intimidating, but he... intending to be intimidating. Luke: And building that relationship and how have you as a leader within the company that you're starting right now, siY, how have you adopted those same principles into, hey, now you're the CEO. Now you're running this company. You're at the very top. How have you done that as the head of this company? Joe: The truth of that is when you're running a big company like I've had the fortune of doing, you have a platform. I have employed large numbers of employees that work for me and if there's something that I want to convey, get across, I have resources all over the place. I don't have that now. I have a virtual company essentially. And so, I have a large group of executives that I have great regard for that work as part of my network. I have some other people that subcontract work to me. So my influence has to be demonstrated in a very, very different way. Joe: So I'm on the front end of the business creating demand for what we do at siY, and then engaging these folks as independent people. But they buy into the mission. It goes back to what I said before, we have values in our company, we have behavioral expectations, and then we have a vision to create environments where dialog leads to impact. It's not to create a dialog, but it's actually to have an impact. And everybody agrees with that. Joe: So we go together in our own walks of life, not associated entirely to siY, but when we come together, that's who we are. So it's a very different experience for me, but one that has yielded so many incredible situations that I wouldn't have otherwise been able to do. Luke: At siY, could you tell me a little more about what you do? Joe: Sure. Luke: How you got the name? Joe: Let me tell you the story on the name because I think that really kind of demonstrates my career journey. When I came out of WPI, I was a chemical engineer. That was 1983. Market wasn't so good. Economy was rough. So I ended up taking a job as a buyer. And I figured, my father always said, "You may not be the biggest," which I'm not, "you may not be the smartest," I'm not, "but no one should ever out work you." So I figured if I get a job, I'll just work really, really hard and then I'll create opportunities for myself. Which I was fortunate to do. Joe: And the first big job I got was a safety engineer. So, I was working at a chemical plant focused on safety. And what I found was that the mechanism of creating a safe environment for people was vital to being successful in business, but attitudes and behavior were so important in order for that environment to actually be created. Joe: So the first part of be safe was physical safety. And then I experienced that, and then I also had experiences as a manager, and I realized that emotional safety is also very important. Going back to that conversation we had just a few moments ago, people have stuff going on in their lives. It's actually okay to cry and laugh. Don't judge people because they have emotion. Actually try and help them leverage their emotion in a positive way. So emotional safety was really, really important. I always say every person who's ever worked for me has cried at some point, not because I'm yelling or mean to them, but because they have something going on in their life and they need to express it. Joe: The other one is people are really, really smart and they have a lot of experiences. They may be different experiences, but I respect you, Luke, for what you've done already. And those experiences that you have and your intellect, I need to learn from you just as you're learning from me. But a lot of people don't do that because you don't have my experience. You don't have gray hair yet. So therefore, your experiences aren't really relevant. Not true. Absolutely not true. Luke: Right. Joe: So the other one is intellectual safety. I need to create an environment where you can feel that whatever experience and intellect you have can be applied. So those are three parts. Joe: I started with a triangle, and then I realized cyber safety is very, very important in the world we're in today. Having had my identification stolen, I know that personally. So now I call that the safety diamond. So physical, intellectual, emotional, and cyber safety. So we talk about that. So be safe. Inspired is... I'm not an alarm clock. You have to get out of bed in the morning, but then I'm going to ask you one question. What are you most passionate about? That question I ask you, if you could spend all of your time doing something, what would it be? And once you tell me that, if you're willing to tell me that, let's focus on that and I'll inspire the hell out of you to be able to go after that dream. I will push you in ways that will allow you to live that dream. That's the inspired part. Joe: And then you, in my company it's YOU, there's something about you, maybe more than one thing, that's truly unique. It's not that you're an economics major. There's a lot of economics majors. There's something about you, and let's find out what that is and let's celebrate that. So create a safe environment, find your passion, inspire you to continue to peck away at that every day, and then celebrate what's unique about you, that's be safe; be inspired; be you. Joe: The logo of my company is a wave. I grew up going to Maine in the summer. Surfed a little bit. Always found that the whole surfing thing, you have to work really, really hard. You have to be strategic to choose when to go. Sometimes it works. Sometimes it doesn't. And if it doesn't work, then you... some people get mad and they leave, but you just go back out until you get that. And when you get that wave, it is the best feeling in the world. Luke: It's great, yeah. Joe: It is absolutely one of the best feelings ever, and that's why the wave's there. And the blue is the eyes of my kids. And so every time I look at it, I see my children, which is the source of a great deal of energy for me. Luke: Totally. Joe: So that's why that's where that is. And my daughter designed it for me. And she's a Holy Cross grad. Luke: Oh nice. Joe: So, be safe; be inspired; be you; that's how that all came together, and where that comes to live is we do advisory work for small to mid-sized companies, and we help them... we bring people with experiences that they normally wouldn't be able to access due to the size of their company, and we help them do things with strategy, culture, and... sometimes it's the finances and the business, but it's always strategy and culture. But everything we do starts with people. And if we are not allowed to interact with the people, we can't do business with them because that's where it all starts. So, that's what we do. Luke: That's nice. Yeah. A consulting firm for- Joe: Yeah, we do advisory consulting. Luke: Yeah, for those small companies who might not be able to access- Joe: That's right. Luke: ... the resources of a large consulting firm like McKinsey or something like that. Joe: Right. With have the skills of companies, the larger companies, but we do it at a point where, price point, and also a participation point that's a little different. Luke: And back to what you were saying about... personal interaction and culture, do you mean the culture within that said company? Joe: Yes. But that's a great question because culture is all about interactions. And so, interactions are not just the employees or the team or whatever the term is for the company; it's really whoever you interact with. So there's a supplier interaction. There's a customer interaction. There's a community interaction. And if it's a privately held business, there's a family interaction. So you have to be concerned and confident in all of those things. Joe: We take an operator's view. So we try and sit on the side of the table of the owner or the leaders, and that's how we come at it every day. We don't come in with a mechanism, we're going to say, "This is how you do it." We're going to adapt our business to... or excuse me, our approach to what is most appropriate for the company that we're doing business with. And we're not for everybody because not everybody wants to share everything about what they do. Luke: Very true. Luke: So essentially, reiterating, you go in. For each different client you work with, do you attack that operation differently? Like so for company X, you might advise them this way, but then for this company, you're doing it in a different way. Do you approach each person you work with the same, or do you kind of take it as a case-by-case scenario? Joe: I would say... That's a great, that's a very good question because I think there has to be somewhat of an approach that's consistent- Luke: Sure. Yeah. Joe: ... or you can never scale it. So there is a... It always starts with an assessment. So, I always meet with the CEO. I would say 9 out of 10 times I interact with the board, if there is one. Most of the time there is. And then I talk to the most senior leaders of the company. And then I walk the business with them, going back to my walking thing. I want to see the business myself. Because sometimes people describe the business to you in a room, and then you go out, and like that is not at all what's going on here. So you get a really good sense right away how people react to people. Joe: So for example, I have had numerous situations where a CEO would tell me, "I am absolutely connected with the employees of the company." And then they walk out there, and everybody turns away as they walk in. And so that's not... So they're missing something there. Joe: So it's really, the assessment is, tell me about your business. Let me talk to some people so that I can balance it. Let's go for a walk. And then let's come back. I'll give you some observations and some thoughts on it. And from there, let's build a plan. What is it that you need to do? Joe: And it could be that we help people kind of restate their vision. We help people understand the value system that actually exists within their business. Have they been consistent there? And spend some time on the truths of the company. What is it that is actually going on here? And then from there, I would say that all the time there's a transformation happening in the business. Joe: If you go back to the first question you asked me about Holy Cross and the Jesuits, that it's evolution. It's about evolution, evolving as people. And that's what happens in companies too. You may have a great idea as an entrepreneur but it's not going to last forever. In fact, in your lifetime- Luke: Very true. Yeah. Joe: ... ideas come and go far more quickly than they did when I was starting at your age. So, we have to be aware of those changes, and we spend a lot of time with preparing the company for a transformative change. Joe: So for example, if you have a product that's been great, you've made money, and then suddenly it's starting to decline, well, it could be that the team that you have around you is really good for that, but where you need to go, it's not. So we come in as a third party and help you see the things that you wouldn't otherwise see. Joe: Because it's hard. Change is very difficult, especially when it becomes personal. Sometimes people aren't the right people and you have to help them see that, and if they can change, great. If they can't, then maybe you need to get someone different. So we do that too. We help people do it. Joe: But we try and work with companies that are probably between 50 million and a billion and a half to two billion in size. And we always work with the most senior people in the company. And we get in early, and then we help create plans, and generally we'll stay for maybe six months, and then if they want us to operate, we will, but generally, they don't. Joe: And then I have a lot of clients personally that I work with the CEO in an advisory capacity and I'm kind of a confidant to them. So we spend time talking about the business and I get to help them. Because CEO jobs are very lonely, and so they don't have anybody to talk to, so I become that person for them. So, that's just Joe Morgan. It's part of siY, but it's not the total focus. Luke: And going back to your Holy Cross education, were there any times when you were at Holy Cross or any other school in Worcester where you thought about wanting to do that in the future? Wanting to be in this line of work that you're currently in? Joe: I'll tell you, my parents were schoolteachers so we didn't talk about business. But if I was honest about it, if I go back to my first job, if I had been aware of what I was actually doing, I think the answer would have been yes, but I wasn't. I worked. I made money. I wanted... My wife and I went to Holy Cross. We got married in 1983. We've been married for 36 years. Love of my life and my best friend. Very, very fortunate. But I thought about I need a job. I'm going to advance. Hopefully as I advance, I'll get more responsibility, but I don't think it was until I got exposed to presidents of companies that I realized there was a better way. And it was at that time when I was in my late 20s where I thought, "I think I can do this better." Joe: Now, I had great mentors that were around me that taught me different things. Like my father-in-law is a finance guy. I remember when I was just out of Holy Cross, my wife Amy and I went down to visit her parents in Washington, DC, and I went to his office. The people loved him. They absolutely loved him. But they would do anything for him too, and they worked incredibly hard. And I thought, "Why aren't all the executives like that?" Luke: Right. Interesting. Joe: Because wouldn't it be great if they were? Luke: Yeah. It would be. Yeah. Joe: And they're not. They're just not. And he was just such a great guy. Joe: And then I worked for an entrepreneur, and he said, "I need you to go do things that I can't do in the role that I'm in, but I have your back." And I thought, "Wow. He trusts me. What a great thing. I'll go do anything now that I know that." I had another mentor, he taught me about people. He said, "It's all about the people, Joe." And he communicated and he... I've told this story before, but when you're interviewed, he'd say, "Cross your legs," which I'm doing right now. And I did. And I had short socks, and you could see skin. The next day... You'll never have this in your career, interoffice envelope. You ever heard of that? Luke: No, I haven't. No. Joe: So it's an envelope that you write someone's name on and then you put it in the mailbox, and it gets delivered. Luke: Okay. Yeah. Joe: And there's a little red string on the back that you put on this little circle thing that's a clasp. Luke: Got it. Joe: So and the next day I get an interoffice envelope from the president. I'm like, "Oh my gosh. Did I do something wrong?" And I open it up and it's... I'll show you right now, long socks. So I've always worn long socks. Joe: So the little things matter. Shine your shoes. Clean your car. It's all the little stuff. Luke: It's all attention to detail, stuff like that. Joe: Exactly. Always. And that was very, very important to me in my development as a career. Joe: But I will say, going back to my first job, I was an ice cream maker in Ogunquit, Maine at the Viking. It's not there anymore. Mrs. Everson was the owner, and to be a cashier was like a big thing because you're holding the money at the company, right? And to get a key to get into the business when the family wasn't there was also a big thing. I got both of those. Luke: Wow. Joe: I got to be a cashier and my sister was a cashier too, but I got to be a cashier, and they gave me the key to make the ice cream. But the thing that I remember absolutely the most was when you give people back change, this is how you do it. So the George Washington, Lincoln, Hamilton, the face is always in the same direction. And how many times... You probably... I don't even know if you use money, but... cash. Luke: Yeah, yeah, yeah. Joe: You may just use a card. Luke: Yeah. Joe: Today, nobody... They just hand the money to you. It's unbelievable. It drives me absolutely crazy. Luke: I never thought about that. Joe: But it's the attention to detail and respecting that it's my money actually. I just bought something from you. It's actually my money. So give it back to me with respect. That's what she taught me. So those are the things... Joe: I wish I had a mentor when I was your age about business that allowed me to kind of coagulate all these experiences because I think I would have been... I think I would have done something on my own earlier, but I also got married when I was 23, so we began a life shortly thereafter together, and so you get in that groove, that swim lane, and it wasn't until about three years ago that I decided to start my own business. Luke: And it's those very small but important attentions to detail that really build your character and really show you how a business should operate and how you should operate in life. But however, you got married at 23, and then you were in jobs. It's definitely a difficult and very courageous decision to step out of that and then go and start your own business. And I was wondering if you could speak a little bit to about the courage that entrepreneurs have to have if they want to succeed? Joe: My courage at this stage is probably different than the courage at your stage possibly. I've got a large network. I've been fortunate in some circumstances. I do fund my own business, so I'm not... I don't have any investors or anything. I don't have any partners per se. Joe: The courage for me was the change. It was less the financial implication, but it was more... But I will say right now, it's a financial implication because what I've learned, I want to address... because I have a couple other things that will become... I'll hire employees to do these other things. So now I have to make a substantial investment to make those happen. So that's going to require some courage on my side to go with it, right? Joe: But I would say that the thing that was the catalyst... This was actually an absolute true story. I was at church on a Sunday, and I was in a situation with a business that I was CEO of. It was a difficult situation, and the priest is fantastic at our church, and... in his homily he told a story about when he was in... being prepared to become a priest. He said that he was walking. He was distraught about something. He was walking in the hills and he found himself in a place where he really wasn't paying attention and suddenly, he can't go back because the crevice was so large. And he doesn't really even know exactly how he got there. And the only thing he could do was go forward. And had he been totally cognizant of the situation, he never would have gotten himself into that particular spot. Joe: So at that moment in church, I decided, I am going to go do this. That was when I decided to do this. Luke: Wow. Joe: And it was because of my faith and it was because- Luke: Your faith. Yeah. Joe: ... of that story, and I said, "This is my moment. I have stepped across. I can't go back so I'm going forward." And I actually went and resigned the next day. Luke: Wow. Joe: Now I had to talk to my wife about it, of course. And that was the courageous part, because it was hard. We were going to eat, we had a house, and all that stuff. It's not like that. But it was a big difference, and our lives changed as a result of that. Joe: And so, I went, and I actually went to Gethsemani in where Thomas Merton was as a monk, and I spent three days there in silence, which is hard to believe. I didn't talk for three days. I went to mass six or seven times a day, and I read a lot of books and I went walking in the woods. And here's what I got from that experience is silence is the loudest experience you'll ever have. And just by being alone in the woods, I heard things that I hadn't heard. And that was tragic to me because I had been working and traveling, and I missed out on so much. And I realized that I had missed a spontaneity in life by traveling and doing all that I had done and my career. I never missed a birthday, I never missed an anniversary, I never missed any of the planned things, but I missed all the things when your son or daughter comes home and someone's mean to them at school, or something happened that was great. I wasn't there. I wasn't there. And I made a vow that if I was able to make this change that I would be more aware of that. Joe: Now I'm not perfect, but I work every day to try and be more in the spontaneity of life. And that's a lesson is to... sometimes you have to step out of what you have to see that there's so much more. Like I wouldn't be doing this today probably if I was in the other situation. My schedule would be too busy. Well, I made this a priority because I love Holy Cross and I want to give back, and if one person walks away from this conversation feeling better about themselves, or they see there's something that they can do now that they might have not really thought possible, then Luke, you and I just spent a good 20, 30 minutes together. And that's the way I would say I feel now. Luke: It's powerful, yeah. Joe: Yeah, it's big. For me it works. Luke: That's amazing about the faith and church. That's... yeah. That's unbelievable. Joe: He's fantastic. Actually the other priest, we have... There's only one Jesuit in Tennessee and he graduated with Father Bruce. He went to Holy Cross, Class of '81. Yeah. So he's great too. Yeah, he's awesome. It wasn't his story though. Luke: Just going back to Worcester, that's a lot to digest. But some more lighthearted stuff now. Grew up in Worcester. Went to school in Worcester. I got to know, best spot, restaurant. What do you think? Joe: Wow. That's a great question. Luke: There's a lot of good ones. Joe: My favorite place is no longer there, which was the Millbrook Diner, which you probably have never heard of. So that's a good question. What's the favorite... There's... I would say where I usually go is either Miss Woo's or The Boy. And then I used to go to the... What's the diner across the street? Part... from the Boulevard. That's where we used to go, but I don't think that- Luke: I know- Joe: You know what I'm talking about? Luke: Yeah, I know what you're talking about. Joe: But I would- Luke: I can't think of the name. Joe: That's a good... I don't know. That's a... I don't know. There's it's many new places here. What the heck? Luke: Yeah, there are. Joe: So, I will tell you this. Kelley Square today, I did go through Kelley Square, which is when I went to St. John's in Shrewsbury, I had a brother, Brother William taught us. He said he used to close his eyes and just drive through. Continues to be the case. The worst place, although with the new baseball stadium, I suppose it's going to be addressed. Very happy that the Sox are coming to Worcester. We're happy about that, yup. Joe: I'm a diner guy, to be honest with you, so I love all the diners. That would be the way I grew up. Luke: Yeah, diners are great. Yeah. Luke: Another kind of just lighthearted question. But as a business executive, obviously you got to be very in-tune with what's going on in society. Are there any new type of trends in social media or in the news that have really caught your eye? Joe: Yeah. So without getting too political, I will say that I have a problem with current leadership. It does matter how you do what you do. It's not just the outcome. So the mechanism, the value system, and how you actually approach leadership matters a lot to me. So, I'm going to add something here that is a little bit of a twist on your question, but I think it'll kind of bring- Luke: Sure. Joe: ... a few things together. Joe: So when I was running a bigger company, I had a platform and I had a responsibility as the CEO of the company, I felt, to talk about the question that you just asked me about. If we're having a bad economic period, 2008 I was CEO of a company, economic crash, I got in front of everybody and said, "Okay, we got problems. Here's what's going to have to happen. We're going to have to freeze... We might have to have some layoffs," but I was honest and transparent with everybody. Very, very difficult. Joe: So macroeconomic trends, I think, if I were running a bigger company, this issue with the virus from China- Luke: Coronavirus. Joe: ... everybody's concerned about that. They should be. Whether it'll be bigger than people think it is at the moment, I don't know. I'm not an expert in that area, but I do think we need to be aware of it. So I think we need to convey these things. Joe: But what's most troubling to me is that we can't seem to get to a common agenda. We can't figure that out. And if the country were a business, we'd go out of business. And so, I believe that some of the business principles can be brought to that conversation. So I started a thing called The Bridge. And The Bridge is bringing people from different perspectives together. And I've done it in Ohio. I've had public forum in Ohio with groups of people, and now I'm doing it in Nashville on the 18th of this month. Joe: And people that are helping me facilitate this are four people. Well, there's three that's going to do this one. There's Troy Smith. He's an African American leader in the city. Great guy. He did some rap stuff when he was a kid. He grew up in the hood as he told me. We couldn't in some ways be any more different, but we're actually found a common platform. Jenn Miller is an inclusion diversity expert. She does this for businesses. She too is African American. Has got seven kids. Absolutely fantastic person. And then Chloe Adams. Chloe Adams is, she's 25. She went to Auburn University as a marketing communications person. And I got to know her because my office is there and she's just a direct communicator and appeals to her generation. Joe: So we're having a meeting where we're bringing people together, about two groups of 40, and we're going to have a conversation about the common platform. And the four of us are going to tell a little story of why this is so important to us, and I want to show people that it's possible to not solve it, but to agree that we can address things together. That we're going to have this conversation. And so we're addressing it through the lens of men and women, black and white, or Asian, what... Indian. Luke: Sure. Joe: Different races, ages, and orientation. Bring people... It doesn't matter. It's the you, YOU. We're trying to bring as much diversity- Joe: ... into that conversation. And then show... These will be people that don't know each other, and they'll be able to sit in a room and have a conversation. And just by virtue of bringing this up, it's amazing how many people want to participate in a conversation. Joe: Now not sure where it's going to go and I don't really care at the moment where it goes, but I think it can be a bit of a movement, and I'm really excited about where we can take it. Joe: So that's probably a part of where my energy is now being focused because I think without figuring this out, it's just not helpful. So that's a big part for me. Luke: It's super important to understand everybody and everyone's background, and like you were saying, that whole empathy and understanding where people are coming from, their beliefs and stuff like that- Joe: Right. Luke: ... instead of shying away from that, embracing everybody and figuring out... or not even figuring out problems in society or whatever, in a company, but just addressing those issues and talking about it and being united, that's huge in my opinion. Yeah. Joe: Think about this conversation. We don't know each other that well, right? Luke: Right. Joe: But we were educated by the same institution, similar principles, many decades apart. But the expectation of us is the same. We're to take this platform and bring it into the world, not pass judgment on people, but bring people together. And then evolve as we learn from others and make an impact that's different tomorrow than it is today because we've evolved. We've learned. That's the part. But you can't dig in too early. And as long as you're willing to listen and learn and talk, we can make a difference. And I will not be dissuaded from that. I will not. And there are people that get angry about these things and they want to dig in on one issue or they disagree, but that's part of this. I'm not right, but I can facilitate a conversation. And I think that's a skillset that I would really recommend continue to let evolve for yourself is be able to facilitate and bring people into the conversation because the most quiet person in the room is maybe the one that's most valuable. Just because people process, you know? Luke: And that's something that I was taught growing up as well. My dad, I always remember him talking to me about listening to everybody in the room. That's what he would say. "Listen to everybody in the room. Everybody can offer something unique and bring something to the table. And comprehend that, understand that, and then use that to move forward." Joe: Right. Luke: And yeah, that's big. Joe: Because if you think about it metaphorically, it's like making a cake or some... I don't know, some meal or whatever. If you look at the people as being the ingredients, you don't put equal amounts of everything. But if every person is an ingredient, you just take the right amounts, oh my gosh, it's like the best cake ever, right? Luke: Yup. Joe: And that's, I think, what I always think about when I'm in a room is, we're trying to bake something. We're try to make something together. And I don't know if I heard someone say this or I made this up myself, but every time we're together, just today, this will never happen again. Luke: True. Joe: Once in history will you and I be sitting in this room at this time of the day under this circumstance. So if we don't walk away... if we can walk away with one thing from that and then tell someone else and do something different, what a great experience. And if you have more people in the room, wow. So let's take full advantage of that. Because we are blessed to be able to do these things. Luke: Completely agree. Yeah. And we'll just wrap it up here briefly. Joe: Sure. Luke: But one last thing about Holy Cross. What was your favorite class? Were there any... I know you're a chemistry major, but were there any other... obviously the liberal arts education, learning more about just the specific major you're in, were there any big classes that jumped out at you and really help you even today? Joe: I think the one that I talk about often is I took a course on, I don't know if it was about atheism, but it was taught by an atheist. And I thought that was really interesting because, of course, being void of faith given how I grew up, I said the rosary every day and went to mass and all that stuff. But I just thought it was really interesting to have someone with such conviction about a totally opposing view, but also being open to the others and being able to teach us about that. And that to me gave great confirmation of what the Jesuit, what I took away from one of the Jesuit pillars was, "We will teach you from those that have depth of understanding and belief as opposed to someone that has a surface level understanding and just expose you to the topic." And I thought that was fantastic. Joe: Now he didn't convert me to atheism obviously, but it really in some ways confirmed my faith. But I would not have thought about that in a way that I have. And I also think that he moved my lack of judgment, how I don't judge people, forward because I might have had a very negative reaction to an atheist. But in that course, I learned that he too is good person. He just has a different viewpoint. And I thought that was fantastic. Joe: I played soccer at Holy Cross so I cannot leave this conversation without saying that the guys that I played soccer with, those stories continue, and we just had a blast. And being a student athlete was fantastic. We had so much fun. We had so much fun. Luke: All right. Joe: Luke, thank you. Luke: Yeah, thank you. Joe: This was great. Luke: Appreciate it. Joe: Awesome. Luke: Definitely. Joe: So much fun. Good luck to you. Luke: Thank you. You as well. Maura: That's our show. I hope you enjoyed hearing about just one of the many ways that Holy Cross alumni have been inspired by the mission to be men and women for and with others. A special thanks to today's guest and everyone at Holy Cross who has contributed to making this podcast a reality. Maura: If you or someone you know would like to be featured on this podcast, please send us an email at alumnicareers@holycross.edu. If you like what you hear, then please leave us a review. This podcast is brought to you by the Office of Alumni Relations at the College of the Holy Cross. You can subscribe for future episodes wherever you find your podcasts. I'm your host, Maura Sweeney, and this is Mission-Driven. In the words of St. Ignatius of Loyola, "Now go forth and set the world on fire." --- Theme music composed by Scott Holmes, courtesy of freemusicarchive.org.

- Press the PLAY button to listen to the catechesis of the day -+ A reading from the holy Gospel, according to Luke +There was a prophetess, Anna, the daughter of Phanuel, of the tribe of Asher. She was advanced in years, having lived seven years with her husband after her marriage, and then as a widow until she was eighty-four. She never left the temple, but worshiped night and day with fasting and prayer. And coming forward at that very time, she gave thanks to God and spoke about the child to all who were awaiting the redemption of Jerusalem. When they had fulfilled all the prescriptions of the law of the Lord, they returned to Galilee, to their own town of Nazareth. The child grew and became strong, filled with wisdom; and the favor of God was upon him.The Gospel of the Lord.

Luke 21:25-36Hear what the Spirit is saying to the church from the book of Luke:There will be signs in the sun, the moon, and the stars, and on the earth distress among nations confused by the roaring of the sea and the waves.People will faint from fear and foreboding of what is coming upon the world, for the powers of the heavens will be shaken. Then they will see 'the Son of Man coming in a cloud' with power and great glory. Now when these things begin to take place, stand up and raise your heads, because your redemption is drawing near." Then he told them a parable: "Look at the fig tree and all the trees; as soon as they sprout leaves you can see for yourselves and know that summer is already near. So also, when you see these things taking place, you know that the kingdom of God is near. Truly I tell you, this generation will not pass away until all things have taken place. Heaven and earth will pass away, but my words will not pass away. "Be on guard so that your hearts are not weighed down with dissipation and drunkenness and the worries of this life, and that day catch you unexpectedly, like a trap. For it will come upon all who live on the face of the whole earth. Be alert at all times, praying that you may have the strength to escape all these things that will take place, and to stand before the Son of Man.This is the word of the Lord. Thanks be to God

Mike: Welcome back, server nation, to Process Server Daily, the number-one podcast for legal support professionals. I am your host, Mighty Mike, the podcast server. I'm excited about today's episode, and I look forward to knocking your socks off. Let's get right to it. Mike: Welcome back to the show, server nation. We are joined by the owner of Alaska Investigation Agency, located in Palmer, Alaska. He started out his career in the Army Reserves and transitioned into private investigation in 2001. Since then, he has owned and operated numerous investigative agencies across the country. Luke Smith, welcome to the show. Luke: Thank you, Michael. Glad to be here. Mike: Thanks. So Luke, tell us a little bit about how you got started in the industry. Luke: About 15 years ago, 16, 17 years ago, a friend of mine was a police officer in Mississippi. He invited me to go do some surveillance with him on some private cases that he was doing, and I fell in love with it. The investigations morphed into process serving, and so now I do both. Mike: That's excellent. Do you remember your first job, your first investigation job? Luke: My first investigation job, I remember it very well. It was a cheating spouse, and I lost the husband in, like, the first block of trying to follow him. Mike: But you've learned a lot since then, right? Luke: I have learned so much since then. I haven't been burned in quite a while. Knock on wood. And I like to think that I'm pretty good at what I do now. Mike: That's awesome. So we don't like to focus on the negative stuff. As humans, we get a lot out of the negative and rising out of the negative and going into the positive, like finding your path in life. And so my first question always starts out with, tell us about your worst experience working in the field. Luke: My absolute worst experience, I was working a child custody case one time, and I was part of the team that located a mother, and I helped the troopers physically take the child away from the mom. Although it was what was best for the child, it absolutely broke my heart, and I realized then that child custody was not for me. Mike: How do you deal with that, Luke? Luke: You go home, and you hug your kids a little bit tighter and a little bit longer, and you move forward. I know it was what was best for the child, but it still was just heartbreaking, and I even tear up now sometimes when I think back to that child screaming and yelling and wanting his mommy. Mike: Yeah, as a parent we always relate it to our own relationships, and you want to be able to help them. But like you said, it was probably what was best. If the mom spends a few weeks without her kid, a few months without her kid, she might turn things around. You know? Luke: Absolutely. Mike: Luke, what do you want server nation to take from your story? Luke: What I want server nation to take from that particular story is just do right by your kids. Yeah, just be good parents. Mike: That's awesome. Yeah, being good parents is a great thing, and so you can ... Being in this job, one of the beautiful things about this job is you get to see the worst of the worst and you know where things could go. I don't know. In some respects, it makes you happier. You know? Luke: It does. Mike: Let's go to the positive now, Luke. Tell me about your greatest experience working in the field. Luke: I tell you what. I did a job a couple of weeks ago, and I followed a gentleman to a restaurant, and I sat down at the bar two people away from him, and I videoed him eating lunch. And then I followed him to his hotel. Six hours later, I followed him to another restaurant, where I sat right next to him at the bar, and we had dinner together. Mike: Wow. Luke: And then I followed him back to the hotel, and I rode up the elevator with him to find out which room he was in in the hotel. In that particular job, I think I pushed it to the limits just to see how far I could go, and it was such a satisfying feeling because he never had a clue I was even there watching him. Mike: So I'm going to sound like a total new, but did you feel like a CIA agent or something? Luke: Every day. Mike: Oh, that's awesome. Luke: No, I feel that way every day. Mike: What I take most from your story is enjoy what you're doing and go after it. What do you want server nation to take from your greatest experience? Luke: Take a few risks, ask that person that you're following to hold the elevator for you, and if you're trying to find someone and serve someone, ask questions. People love to talk, and they will give you just about all the information you need if you sound like you are supposed to have that information. Mike: Interesting. So I've heard it said before that you ask a question, not a direct question, but a related question that some stranger might actually ask. Luke: Absolutely. Mike: That's a pretty cool ... Do you guys still call that sub rosa? Luke: Yes. Mike: Okay, cool. Look at me knowing all the terms. Okay. So Luke, tell me what you're working on right now that you're most excited about. Luke: I guess probably one thing that I love that I have coming up is I'm adding a canine unit to my business. Mike: That's definitely something worth being excited about. Are you getting German shepherds or ... Luke: I'm getting Belgian Malinois. And actually, I have the opportunity to hire a handler that already has two Mals that are already trained. Mike: Wow. Luke: So I'm super excited about that. Mike: So Luke, tell me, why would you need a canine unit? And I think I know the answer, but could you just tell the audience, as a private investigator, what would you use a canine unit for? Luke: There's so many different uses for a canine. Here recently, Alaska has become one of the states that marijuana is now legal. However, you have a lot of corporations up here that it's still against company policy. So we can run the dogs through the companies to ensure that the employees are not breaking policy. There's no law enforcement side to it, but we are not law enforcement officers, so that's okay. The other area is we found that there are a lot of real estate agents that will have us run the dog through a house to make sure that there's no drugs in the house or there was no meth lab in the house or anything like that, just to limit their liability. Mike: Oh, I never thought about that perspective. Just the civil service. Luke: Sure, yeah, absolutely. So we're really excited to get that up and running. We've already nailed down a few contracts, and so we're really excited about that being a part of our business. Mike: Well, that's definitely worth being excited about. I am excited to hear about how you go and serve people on a snowmobile. How does that happen? Luke: Yeah. So Alaska offers unique challenges to the lower 48. Where are you from, Michael? Mike: I'm from New Mexico, but I'm based in Chico right now, in Chico, California. Luke: We're the largest ... obviously, the largest state in the United States. Here's a good comparison. Denver, Colorado, has one and a half million people. Alaska, there's 700,000 people. So we're the largest state in America, but we have the fewest people per acre or per square mile even of any other state. And so of course, if you call me and say, "Hey, what counties do you serve?" we don't have counties. We have boroughs. And we're statewide, but let's say, for instance, I serve the Matanuska-Susitna Borough. The Matanuska-Susitna Borough is the size of West Virginia, so we have maybe 300,000 people that live in the borough. And so if you could imagine West Virginia and 300,000 people, they're pretty spread out. Mike: Wow. Luke: So there are tons, I mean, hundreds of villages across Alaska that are only accessible in the summertime via plane or boat or a four-wheeler. In the wintertime, you either take a plane or a dog sled or a snow machine. I mean, that's just part of what we do, and we have planes and snow machines and four-wheelers all at our disposal for serving papers and working cases. Mike: That's why you feel like a CIA agent when you're out there because you're in planes and ... You ever jump out of a plane to go serve someone? Luke: No. Mike: Come on! Luke: No. I did jump off of a four-wheeler once. Mike: Wow! And then I heard something about a moose chasing you. Luke: We have wildlife scattered across Alaska. And inside the city of Anchorage, there's a very large population of moose. I've been chased by moose. I've turned corners and been staring a moose face to face, and you just slowly back away. You don't need that 1,800-pound animal trying to trample you. We have bears that you have to deal with sometimes. Luke: So obviously, everywhere we go, we're armed to the teeth, ready for really the wildlife, not the people. But yeah, I've been chased by moose. I've never been chased by wolves, but I've felt them kind of breathing down my neck, if you will. That one was interesting, a little bit scary. The moose aren't really scary. You just know what to expect from them, and you respect them. This was their land first, so we're just visitors on their land anyway, and they believe that. Mike: It's the truth. Luke: Yes. I have video of moose walking down the street in Anchorage in the middle of traffic, and they just do not care. Mike: That is awesome. Server nation, Luke has been dropping some major value bombs on us today, telling us all about Alaska and the crazy private investigation stuff that he's got going on, from the canines to the planes and the quads, you name it. But prepare yourself, because we're headed into the rapid-fire round right after a word from our sponsors. Recording: Server nation, I know you're with the times, and you want to do whatever you can to have all of the resources for your client. That is why I created 123efile.com. As a process server, attorney, or even an [inaudible 00:10:59], you can visit the website and file your documents in any of the Tyler courts in California. With its easy-to-use, one-page operation, you can have your e-filing done in a matter of minutes and get back to what really matters. If your time is important to you, visit 123efile.com. Mike: Okay. Welcome back to the show. Luke, are you ready for the rapid-fire round? Luke: I am, Michael. Mike: What is your favorite skip-trace tactic? I imagine it's got to be a little bit different in Alaska. Luke: My favorite skip-trace tactic is going and asking the wildlife if they've seen my skip. Mike: You said asking the wildlife? I had to think about that for a minute. I was like, did you just say ask the wildlife? Luke: All right. You know, my favorite skip-trace tactic, I think, pretending to be a guide because there's so many fishing and hunting guides in Alaska that you can call just about anyone up and say, "Hey, I'm a guide, and I'm looking for this person. They booked a thing with me, and I'm just trying to confirm," and they will tell you where they're at, where their mom and dad are at, how to get in touch with them, what they drive, when they come home. They'll give you everything because, up here, hunting and fishing is a big business, and it's a big deal. Mike: So who do you call for that? Luke: The skip that I'm looking for. Mike: Oh, you call the person. Oh, wow! Luke: Or their family members. Mike: Oh, wow! So they're like, "Yeah. Oh, you're a guide. Yeah, let me get him over here." What's the incentive for them to help you, though? They're like ... because it's their friend or family, and they want to connect them to the guide? Luke: So many people up here need to hunt and fish just to feed their family. It's the sustenance thing. So maybe this isn't the best wording, but I prey on that a little bit, if you will. Mike: No, yeah. Yeah, that's awesome. I mean, we manipulate things all the time. People say, "Hey, what are you doing stalking that girl?" I go, "Oh, that's my job. That's what I do." What is your favorite tool for defense? I know you said you're armed to the teeth. What does that entail? Luke: You know, my favorite tool for defense depends really on where I'm going and what I'm doing. I always carry a firearm everywhere I go. I am a certified firearms instructor. But if I'm going out to some of the remote locations, I'll carry a shotgun along with my sidearm. I do carry concealed when I'm in most areas because I don't want to approach people looking like law enforcement. Mike: Yeah. Luke: And in Alaska, everybody carries a gun. It's legal to carry a gun here concealed or otherwise, and so everybody has one. So even people walking around showing their sidearms, it's not really that big of a deal. My personal preference is to keep it concealed, though. But if I'm going, like I say, out to remote locations, I'll carry a shotgun mainly for bear protection. Mike: Well, that's awesome. That's some cool defense. What kind of pistol do you carry? Luke: I carry a Glock 19-9 millimeter. Mike: Luke, what book would you recommend? Luke: What book would I recommend? Mike: From guns to books. Luke: I know a couple of different people that have written books, and one is a skip-trace queen. Her name is Valerie. She wrote a book, "Skip Trace Secrets." That's a very, very good book. And then also another friend of mine, Kimberly, wrote a book about process serving and mayhem, and she's got tons of funny stories in those. I can't remember the exact name of that book, though. Mike: That's okay. I'll look them up, and I'll link them in the show notes. Anybody who's interested can go to processserverdaily.com/Luke, and they'll see all the show notes word for word and the links and everything. Luke: Perfect. Mike: Luke, what is the greatest advice you've ever received? Luke: I think the greatest advice that I ever received was be professional, be respectful, and be ready to take care of business regardless of what that is. Mike: To close this awesome episode, can you tell me what parting piece of advice would you give the servers out there that are ... Maybe they're struggling. Maybe they're new. Maybe their business is circling the drain, and they don't know what they're doing wrong. What advice would you give them? Luke: My advice to all the servers out there across the board is be professional, do not be judgmental. We don't know what people's stories are. Do what you say you're going to do in a timely fashion, and hang in there and just keep pounding the pavement. Mike: That's awesome. So if you had to start your business over again, Luke, how would you ... What would be the first thing you would do? Luke: I would go get a job somewhere. Mike: So you would work for another company? Luke: If I had to start my business all over again, I think I would probably have made a lot of contacts prior to opening my business because, in this business, that's what is very, very important, is your contacts. Mike: That's perfect. They say your net worth is your network. Build your network, and you'll grow your business. Luke: Absolutely. Mike: Luke, what is the best way that we can connect with you? And then we can say good-bye. Luke: You can connect with me through Facebook or my website, alaskaaia.com. Mike: So Luke, I want to personally thank you for coming on this show, man. This has been really cool. I'm excited to share it with the world. Luke: Thanks for having me, Michael. Mike: Well, I'm going to have to come visit one day. Luke: You do that, buddy. Mike: All right, partner. Well, until next time, server nation, you've been served up some awesomeness by Alaska Luke and Mighty Mike, the podcast server. Server nation, I want to personally thank you for listening to today's episode and ask you a question. Do you or your staff need additional training? Can you handle more clients, but you're not sure where to get them? I've developed a solution. Psduniversity.com offers a step-by-step online training by the top legal support professionals in the industry. Visit psduniversity.com.

The Legends Of S.H.I.E.L.D. Director Stargate Pioneer and Consultant Michelle discuss the seventh and penultimate The Defenders episode “Fish In The Jailhouse.” The Agents debrief you on why a drinking game about Danny Rand would fail, which superhero punched a hole in the wall, how Danny actually beat the dragon, why Jessica was the only superhero cuffed, some much needed Elektra background, their takes on just how good the end fight was, and how they rate the Defenders as a team.   THIS TIME ON LEGENDS OF S.H.I.E.L.D.:   The Defenders “Fish In The Jailhouse”    THE DEFENDERS “FISH IN THE JAILHOUSE” [4:18]   DEFENDERS FISH IN THE JAILHOUSE   The Defenders ShowRunners: Douglas Petrie and Marco Ramirez   Douglas Petrie (“Marvel’s Daredevil,” “Buffy the Vampire Slayer”) Marco Ramirez (“Marvel’s Daredevil,” “Orange is the New Black”)   Executive Producer: Drew Goddard (“The Martian,” “Lost,” “Alias”, “Marvel’s Daredevil”)   Netflix made all 13 episodes of The Defenders available on Friday August 18th, 2017.   Directed By: Félix Enríquez Alcalá http://www.imdb.com/name/nm0258066/?ref_=tt_ov_dr First Ever Discussion Appearance on Legends Of S.H.I.E.L.D.! 98 Directing Credits since 1991 1 x Lois & Clark: The New Adventures Of Superman 2 x Earth 2 1 x Sliders 2 x Space: Above And Beyond 2 x Blade: The Series 2 x Battlestar Galactica 12 x ER 5 x Battlestar Galactica: Razor Flashbacks 1 x Battlestar Galactica: Razor 1 x Terminator: The Sarah Connor Chronicles 1 x Burn Notice 2 x Dollhouse 1 x Stargate SGU 1 x Castle 1 x Grimm 1 x Revolution 1 x Person Of Interest 1 x The Tomorrow People 2 x Defiance 1 x The Defenders   Written By: Marco Ramirez (The Defenders co-Showrunner) http://www.imdb.com/name/nm3059675/?ref_=ttfc_fc_wr4#writer 14th Discussion Appearance on Legends Of S.H.I.E.L.D.! Previous appearances: Episode #77 Daredevil 1x03 "Rabbit in a Snow Storm" Episode #80 Daredevil 1x6 “Condemned” Episode #113 Daredevil Season 2 First Impressions (Showrunner) Episode #117 News Story: Showrunners for The Defenders announced Episode #130 Daredevil 2x1 “Bang” Episode #131 Daredevil 2x2 “Dogs To A Gunflight” Episode #140 Daredevil 2x09 “Seven Minutes in Heaven” Episode #143 Daredevil 2x13 "A Cold Day in Hell's Kitchen" Episode #206 The Defenders 1x01 "The H Word" Episode #208 The Defenders 1x02 "Mean Right Hook" Episode #212 The Defenders 1x04 "Royal Dragon" Episode #214 The Defenders 1x05 "Take Shelter" Episode #216 The Defenders 1x06 "Ashes, Ashes" 8 writing credits since 2007 3 x Sons Of Anarchy 2 x Orange Is The New Black 6 x Da Vinci’s Demons 1 x Fear The Walking Dead 6 x Daredevil 7 x The Defenders ALSO PRODUCED: Da Vinci’s Demons, Fear The Walking Dead, and Daredevil   Written By: Lauren Schmidt http://www.imdb.com/name/nm1274355/?ref_=ttfc_fc_wr5 http://www.imdb.com/name/nm1274355/?ref_=fn_al_nm_1#writer 8 Total Writing Credits since 2004 This is Lauren’s 7th Legends Of S.H.I.E.L.D. discussion appearance. Previously: Episode #136 Daredevil 2x5 “Kinbaku” Episode #140 Daredevil 2x9 “Seven Minutes In Heaven” Episode #143 Daredevil 2x12 “The Dark at the End Of The Tunnel” Episode #208 The Defenders 1x02 "Mean Right Hook" Episode #210 The Defenders 1x03 "Worst Behavior" Episode #214 The Defenders 1x05 "Take Shelter" 3 x Daredevil 20 x The West Wing 4 x Private Practice ALSO PRODUCED: Private Practice, Parenthood, Do No Harm, Power, Daredevil, The Defenders     “FISH IN THE JAILHOUSE”   Cold Opening Elektra drives her Sports Car Meets Stick Flashback!!!! Matt Murdock changed her - fell in love More death is coming   The Defenders On The Floor Stick is dead Everyone else is unconcious   Jessica Interrogated by Misty 2 bodies Misty wants to be dealt in Just one person   Foggy And Matt I’m not going to pretend to know who The Iron Fist is Elektra did this. She’s dead. Attorney-Client privilege   Claire, Colleen and Luke Luke is unconscious How did we get there? “Is sidekick a good look on me?”   Elektra Takes Command Not their first coup….but first without the substance   Police Group Questioning Treat as witnesses Mysterious crime syndicate Luke starts talking The Hand --- took Danny Rand WE are the law here Matt Murdock sidebars Karen Page tries to cut Matt out. Doesn’t work.   Colleen and Claire See the Evidence Photos Danny will tell anyone that will listen that he is the Iron Fist Deep down Danny is just a kid looking for his family   Misty and Luke There is no plan Let me protect you   The Hand is going along with Elektra Danny is being lead to The Wall   Attorney-Client Sidebar Midland Circle Foggy and Matt sidebar (stales but gives Matt his suit) They go through the police station cement block wall   Elektra and Danny Only The Iron Fist can open the doorway to K’un-Lun Elektra unstraps Danny   Police Station Find them Colleen finds the plans   The Defenders On The Subway Jessica steals booze from a train drunk   Police Station Foggy And Karen Misty and Claire Luke’s true North is doing the right thing Harlem cannot afford to lose Luke Where’s the chick with the sword?   Midland Circle Couple Days? Feels like three weeks There it is again   The Defenders versus The Hand The Iron Fist belongs to us   Danny reads the writing Fighting is all The Hand knows Both of us have been used Alexandra’s dead. I killed her They fight   The Defenders versus The Hand Fight Starts Batter up (Luke and Jessica versus Gao) Colleen starts in The Hand escapes Okay is long gone   Elektra vs Danny Iron Fist   The Defenders What’s In The Bag? Misty and Claire Misty: How long do you want me to stall them?   Elektra is tricking Danny into opening the Wall   All Lights Go Off (Gee thanks, Danny)   Cops Arrive   The Defenders Colleen brings the C4 Bring the building down plan   Danny has punched through to K’un Lun (Dragon Skeleton)   Rate If They Are Acting Like A Team: 1-10   Michelle’s Mom reaction   OUTRO [33:48]   Haley, Lauren and Stargate Pioneer love to hear back from you about your top 5 Marvel character lists, your science of Marvel questions, who would you pick in an all-female Avenger team, or who’s Marvel abs you would like to see. Call the voicemail line at 1-844-THE-BUS1 or 844-843-2871.                    Join Legends Of S.H.I.E.L.D. next time as the hosts discuss The Defenders eighth and final episode “The Defenders” on Thursday November 30th, 2017. You can listen in live when we record Sunday Afternoons at 1:00 PM Eastern time or Thursday Evenings at 9:00 PM ET at Geeks.live (Also streamed live on Spreaker.com). Contact Info: Please see http://www.legendsofshield.com for all of our contact information or call our voicemail line at 1-844-THE-BUS1 or 844-843-2871   Don’t forget to go check out our spin-off podcast, Legends Of S.H.I.E.L.D..: Longbox Edition for your weekly Marvel comic book release run-down with segments by Black Adam on S.H.I.E.L.D. comics, Lauren on Mutant Comics and Anthony with his Spider-Man web down. Legends Of S.H.I.E.L.D.: Longbox Edition is also available on the GonnaGeek.com podcast network.   Legends Of S.H.I.E.L.D. Is a Proud Member Of The GonnaGeek Network (gonnageek.com).   This podcast was recorded on Sunday November 19th, 2017.   Standby for your S.H.I.E.L.D. debriefing ---   Audio and Video Production by Stargate Pioneer of GonnaGeek.com.

This episode of Far Far Away Radio is all about Baze and Chirrut! Join us as we discuss the big reveals about The Last Jedi from the Vanity Fair photos and then talk all about our favorite duo from Rogue One! What Happily Ever After do you imagine for Baze and Chirrut Vanity Fair TLJ Photos!! The First Order! Phasma without a helmet! General Leia The Resistance - Rose has a sister! Finn is a Big Deal! BB-8 is Snoke?? Rey and Luke There's a fancy party going on First look at Laura Dern and Benicio Del Toro Baze and […]