Podcasts about managers

Fifty million people woke at 4 AM to watch a six-nation field hockey tournament that could have devolved into a brawl in the first 60 seconds. In this episode of DarrenDaily On-Demand, Darren Hardy draws on the story of Olympic umpire Steve Horrigan, who turned a brewing international melee into 69 minutes of brilliant hockey, to show why constructive conflict is the most underused leadership tool in any organization. The insight at the center: instead of asking what is right with your idea, ask what is wrong with it. Darren also shares the Constructive Candor framework his own A-Team uses, and why trust is the one currency that makes healthy disagreement possible. Find the ONE HIRE your business needs next ==> https://darrenhardy.com/hire    Get more personal mentoring from Darren each day. Go to DarrenDaily at http://darrendaily.com/join  to learn more.

For F1 drivers, being in the right team at the right time is crucial. Competition for a seat in a leading car is fierce. Moving teams is career-defining decision, and not always one the driver can fully control.To negotiate the best deal available, and to organise the rest of their busy lives, drivers have mangers. They're a mix of agent and advisor - someone the driver trusts to help make decisions.Carlos Onoro, manager and older cousin of Williams driver Carlos Sainz, sits down with Christian Hewgill to explain his role, which involves far more than doing deals. He looks back on negotiating Carlos' move to Williams, and explains why maintaining good relationships are key to success.Read more about Carlos Onoro's job on F1.comF1 Explains LIVE at the Formula 1 British Grand PrixSpecial guest 1996 F1 World Champion Damon HillF1 Fanzone Stage | 1020 am | Saturday 4th JulySend questions to F1Explains@F1.com - we could make you part of the showListen to more official F1 podcastsIncredible personal stories on F1 Beyond The Grid - including Carlos SainzExpert race previews and reviews - right here on the F1 Nation podcast feed

What separates investors who scale from those who stay stuck? In this episode of the Abundance Mindset Podcast (Abundance Thursdays), Vinney Chopra and co-host Gualter Amarelo break down one wealth-building principle that's behind every deal Vinney has ever closed: accept what can't be changed — then create an advantage.   Vinney walks through the real numbers on his Columbus, Ohio hotel: bought for around $11M, undergoing a $25M renovation, converting from a Hilton into a full-service Marriott, and expanding from 195 doors to 230 keys — with a projected exit near $70M. You'll also hear how he turned 1,000 unused lockers into revenue-producing meeting rooms, refinanced his way out of a variable-rate apartment deal in Knoxville, and survived the COVID gut-punch when occupancy on a brand-new hotel fell from 87.5% to 25% overnight.   If you're a real estate investor, capital raiser, or aspiring syndicator trying to build wealth in a high interest rate environment, this conversation is a masterclass in solution-focused thinking. As Vinney says: whenever there's a big wall, there's always a window somewhere — you've got to find the window.   ⏱️ TIMESTAMPS 00:00 – "There's Always a Window": The Mindset Behind Every Deal 00:35 – The Columbus Hotel: A $25M Renovation Into a Full-Service Marriott 01:20 – Accept What Can't Be Changed → 195 Doors Become 230 Keys 02:15 – Estimating a $70M Exit (+ Accredited Investor Disclaimer) 03:00 – What a 506(c) Offering Actually Means for You 03:40 – 1,000 Lockers Into Meeting Rooms: Finding Hidden Revenue 04:25 – The Knoxville Apartment & the Variable-Rate Problem 05:00 – Refinancing the Wall Into a Window 06:00 – Why a HIGH Interest Rate Market Works in Your Favor 07:50 – The Hilton-to-Marriott Flag Change & Marriott "War Rooms" 08:40 – Control the Controllables 09:10 – The Banker Call That Saved $60K Now + $60K Every Year 11:00 – The Exit Plan: Sell, Go Passive, Manage the Managers 13:50 – Hospitality Roars Back + the New Tampa Acquisition 15:00 – Finding an Operator Who Isn't Stretched Too Thin 16:00 – No Capital or No Experience? Partner & Create an Advantage 18:30 – The COVID Gut-Punch: A Hotel Bought December 31, 2019 19:20 – From 25% Occupancy to a $6M → $12M Win 20:30 – Build a Mind That Hunts for Solutions 21:20 – FREE Books & Resources (the "Keep More" Tax Guide) 23:00 – Vinney's Closing Message  

Sammy and Jack are back with Fulham Fives, the Fulhamish series where they count down their top five Fulham-related picks. This week, following Marco Silva's departure, they rank their top five Fulham managers of all time. Guests: Sammy James Jack Collins Producer: Freddie Cooper Support Fulhamish's independent podcasts, videos and articles by subscribing to our Substack: http://www.fulhamish.co.uk Learn more about your ad choices. Visit podcastchoices.com/adchoices

Daniel moderated a live panel at Running Remote 2026 with Carmen Amara (Yelp), Brandon Sammut (Zapier), and Vinícius Coelho (Time Doctor) to discuss how AI is reshaping leadership, management, and career growth. ----  Sponsor Links:

In this episode, Kirby Sneen & Monica Smith break down why managers avoid addressing bad behavior and the practical steps to act faster, stay consistent, and protect team culture. ------------------------------ Unlock practical tools, training, and support to help your team improve. Manufacturers Alliance members get full access to our webinar library, digital courses, member pricing, and a statewide network of leaders who share what's working on the factory floor. Links: Guest at a Community Group: https://www.mfrall.com/community/ Listen on Spotify: https://open.spotify.com/show/5orRRXkVgAkbAeUuCj1dP5 Listen on Apple: https://podcasts.apple.com/us/podcast/how-manufacturers-improve/id1677078610 Watch on YouTube: https://www.youtube.com/@UCfj2OPOknywMeVwzPJX7Ifw

Centuries before Hollywood dressed it in a nun's habit, the demon Valak prowled the pages of forbidden grimoires as a winged boy astride a two-headed dragon, commanding legions of serpents to do his bidding.EPISODE BLOG PAGE (includes sources):https://weirddarkness.com/valekREAD or DOWNLOAD the full transcript of this episode: https://weirddarkness.tiny.us/24s8nzb9FEATURED STORIES IN THIS EPISODE: Although Valak is depicted in the films "The Nun" and in “The Conjuring 2” as a habit-wearing spirit, the real demon appears as a child riding a two-headed dragon — at least according to a 17th-century demon-hunting manual. (The Reality Behind The Demon, Valak) *** The Vatican is one of the most well-guarded areas in the world. But if rumors are to be believed, all that security isn't only to protect the pontiff… but some dark, disturbing secrets… and a machine that could change everything we know to be true. (The Vatican's Secret Machine) *** We'll look at that time a force field was accidentally created at a 3M plant. (3M's Accidental Force Field) *** In 1872 George Wheeler met and married May Tillson in Boston. He made a home for May and her younger sister Della, first in New York, then in California. Along the way, George fell in love with young Della and when she planned to marry someone else he was faced with a dilemma: he could not marry her himself and he could not bear to see her wed to another. The solution he chose pleased no one. (Thus She Passed Away) *** In the 1800s scientists and doctors needed cadavers to study human anatomy and practice their skills. To help accommodate the need, it was made legal to sell dead bodies. What could possibly go wrong? (The Unsettling Anatomy Act)CHAPTERS & TIME STAMPS (All Times Approximate)…00:00:00.000 = The Foreboding00:01:16.547 = Show Open00:03:31.777 = The Reality Behind The Demon Valak00:11:37.807 = The Unsettling Anatomy Act ***00:24:33.689 = 3M's Accidental Force Field00:34:11.149 = Thus She Passed Away ***00:44:01.086 = The Vatican's Secret Machine00:53:13.339 = Show Close*** = Begins immediately after inserted ad breakLISTEN ON PODCAST APPS: Look for this podcast on Apple Podcasts, Spotify, iHeart Radio, Amazon Music, Pandora, TuneIn Radio, and other podcast apps. Get a list of free listening apps here: https://weirddarkness.com/wdapps*No AI Voices Are Used In The Narration Of This Podcast*SOURCES and RESOURCES:“The Reality Behind The Demon, Valak” by Gina Dimuro for All That's Interesting:https://weirddarkness.tiny.us/43vu356n“3M's Accidental Force Field” by Brent Swancer for Mysterious Universe: https://weirddarkness.tiny.us/3vvnwbpv“Thus She Passed Away” by Robert Wilhelm for Murder By Gaslight: https://weirddarkness.tiny.us/yyztmnat“The Unsettling Anatomy Act” by SM for ListVerse: https://weirddarkness.tiny.us/2p8vdns9“The Vatican's Secret Machine” by Ellen Lloyd for Ancient Pages: https://weirddarkness.tiny.us/2p8kxxz8(Over time links may become invalid, disappear, or have different content. I always make sure to give authors credit for the material I use whenever possible. If I somehow overlooked doing so for a story, or if a credit is incorrect, please let me know and I will rectify it in these show notes immediately. Some links included above may benefit me financially through qualifying purchases.)WeirdDarkness® is a registered trademark. Copyright ©2026, Weird Darkness.Originally aired: December, 2021This episode of Weird Darkness moves from a centuries-old demon mistaken for a nun, through the Victorian trade in stolen corpses and a force field that appeared inside a 1980 factory, to a San Francisco trunk murder and a Catholic priest who claimed to have built a machine that could film the past.It opens with the demon Valak, who reaches modern audiences through The Nun and The Conjuring 2 as a pale, nun-robed figure but appears in the 17th-century grimoire Clavicula Salomonis Regis, or The Key of Solomon, as the 62nd spirit: a boy with angel's wings riding a two-headed dragon, commanding a legion of serpents and an army of thirty demons while hunting snakes and hidden treasure. The nun costume was the invention of director James Wan, who reshaped a vision the medium Lorraine Warren described to him — a swirling hooded figure carrying female energy — into a holy icon turned against her Catholic faith. Warren and her husband Ed, the demonologists who rose to fame after the 1976 Amityville investigation, reportedly met a spectral hooded figure at the Borley church in southern England, where lore held that a nun had been bricked alive in the convent walls after an affair with a monk. The Key of Solomon, which lists the seventy-two demons King Solomon was said to have vanquished, sat on the Vatican's Index librorum prohibitorum until the Church abandoned that list of prohibited books in 1966, though copies kept turning up in the hands of Catholic priests.From there the episode turns to the Anatomy Act of 1832, the British law that legalized dissecting unclaimed bodies from workhouses and hospitals to end the grave-robbing of the resurrectionists, yet instead built an organized corpse trade across Victorian England. The twelfth-century St. Bartholomew's left wicker baskets beneath its King Henry VIII gate for body dealers to fill, while a Liverpool Street express known as the "dead train" carried sealed funeral wagons of stacked corpses toward Cambridge. Deepening the trade, the New Poor Law of 1834 confined the destitute to workhouses whose officials profited from selling the dead, and in 1858 the master of St. Mary Newington workhouse, Alfred Feist, was caught funneling pauper bodies to Guy's Hospital through the undertaker Robert Hogg, who staged fake funerals and collected double payment. Anatomists prized the bodies of fetuses and children, keeping their skulls intact — only one of fifty-four specimens in a Cambridge collection had received a craniotomy — and the public's dread boiled over in Manchester in 1832, when a grandfather opened the coffin of a three-year-old who had died at the Swan Street Cholera Hospital and found a brick where the boy's head should have been.Next comes a stranger kind of dread, set in the summer of 1980 at a 3M plant in South Carolina, where workers slitting twenty-foot-wide polypropylene film at a thousand feet per minute walked into an invisible wall they could not push through. The static-charged field, which one worker measured past the limit of a 200-kilovolt handheld electrometer, pulled people toward it so strongly they had to back away on foot, swallowed a passing fly, and by one account could have held a bird in its grip before vanishing as abruptly as it formed. Managers reproduced the effect the next morning under lower humidity, and the plant production manager reportedly said he didn't know whether to fix it or sell tickets; later accounts claim a researcher who published on the phenomenon was contacted by NASA and federal agencies before the grounding fault was corrected and the field never returned.The episode then moves to a true-crime case in San Francisco, where around midnight on October 20, 1880, George A. Wheeler walked into a police station and confessed to strangling his sister-in-law Della Tillson and packing her body into a trunk in their room at 23 Kearney Street. Wheeler had fathered two children with Della, both of whom died, while her sister — his deaf wife, May — lived across the hall posing as his sister-in-law, and the arrival of the miner George Peckham, who hoped to marry Della and take her to Sacramento, drove Wheeler to kill rather than let the two leave together. He told reporters that Della sat in his lap and asked him to end her life, that she died with her head on his shoulder, and his defense of hereditary insanity failed across two trials, the second forced by a California Supreme Court ruling over improperly admitted testimony from a book on medical jurisprudence. On January 23, 1884, five thousand people gathered outside the jail, entrance tickets sold for ten dollars apiece, and Wheeler — newly drawn toward Catholic conversion under Father Cottle — kissed a crucifix, commended his spirit, and dropped to a broken neck.The episode closes inside the Vatican with Father Pellegrino Ernetti, an Italian priest, exorcist, and musical scholar who claimed in the 1950s to have helped build a device called the Chronovisor that could see and hear the past. Ernetti said a team of twelve anonymous scientists, among them the physicist Enrico Fermi and the rocket engineer Wernher von Braun, tuned the machine to a speech by Mussolini, then Napoleon, a Roman market under Emperor Trajan, a Cicero oration, and a 169 B.C. performance of Quintus Ennius's lost tragedy Thyestes, which he said let him publish its full text. When the magazine La Domenica del Corriere printed a Chronovisor image of Christ's face on the cross on May 2, 1972, it was soon matched to a mirrored photograph of a wood carving by the sculptor Cullot Valera, and Ernetti — who said the machine was too dangerous to exist and had been dismantled and hidden — left behind no device, no named living witnesses, and a 1993 presentation to four cardinals whose contents were never disclosed.

We're celebrating PFN's birthday by shining a light on the partners who have been part of our journey toward people-first leadership, meaningful work, and purpose-driven impact. This special feature from The Shift with Mindy Honcoop and Marnie Robbins captures the heart of their work and the shared mission that brings us together. Enjoy! — Change is coming fast, and managers are feeling every ounce of it. Marnie and Mindy sit down with Ali Merchant, founder of All-In Manager and author of "The All-In Manager", to unpack what leaders are missing in the rush toward AI transformation. Ali brings a grounded, people-first perspective on why managers cannot keep being treated as the catch-all solution for engagement, transformation, culture, and performance without meaningful support. Together, they explore why AI adoption is not just a tech rollout, but a change management and culture challenge. From "modeling over mandates" to psychological safety, shadow AI, blameless retrospectives, and the power of discernment, this conversation is a practical reminder that the future of work still depends on deeply human leadership.   Additional Resources: Connect with Mindy on LinkedIn Connect with Marnie on LinkedIn Learn more about AltHR Listen to The Shift wherever you get your podcasts! Subscribe to the PFN YouTube Channel for daily leadership insights! Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network   Key Takeaways: Managers need support, not more pressure. AI transformation requires trust and dialogue. Model AI adoption before mandating it. Psychological safety fuels experimentation and learning. Discernment is the new leadership superpower.

When you want to lead your team through change, it takes more than information and individual willpower. Take a look at the system around people -- the processes, incentives and metrics -- to ensure they're reinforcing the change you want. And: increase the psychological safety to learn and try new things...Microsoft's 2026 Work Trend Index Annual Reporthttps://www.microsoft.com/en-us/worklab/work-trend-index/agents-human-agency-and-the-opportunity-for-every-organization..Amy C. Edmondson (she literally wrote the book on psychological safety!)https://amycedmondson.com/..After the EpisodeIn June, use promo code SUMMER50 for mid-year savings on Communication Strategies for Managers:https://maven.com/kimnicol/communication-strategies~Free download: Make Feedback Meaningfulhttps://maven.com/p/e36395/make-feedback-meaningful-print-fold-zine~Follow me on LinkedIn:⁠⁠https://www.linkedin.com/in/kimnicol/⁠⁠~Visit my website:https://kimnicol.com/~Want private coaching for your personal growth and professional goals? Let's talk:https://calendly.com/kimnicol/discovery-call

BIG STORY: We spoke with Ambika Sharma of the 817 Gather about her research on Mayor Mattie Parker's ties to the data center industry, including her lobbyist husband, tax abatements given to data centers, and potential violations of the Texas Open Meetings Act.Husband of Fort Worth mayor listed as lobbyist for data center industry groupFort Worth mayor, husband deny conflict of interest over data center lobbyingFort Worth Mayor Mattie Parker's Husband Under Fire for Financial Ties to Data CentersFort Worth pushes vote for $10B data center site plan to Aug. 25. What to knowBass family, firefighters union among top donors to Fort Worth City CouncilSHORT STORY 1: 3 jail deaths in 4 days Man dies after medical emergency in custody at Tarrant County JailSecond man dies in custody at Tarrant County Jail this week, officials sayTarrant County Jail sees 3 deaths in 4 days. Families demand answers, investigationSHORT STORY 2: Shayma Alzubi sues for her job backReassigned Muslim FWISD educator sues, wants principal job back / Principal reassigned over social media posts sues Fort Worth ISDTarrant Democrats blast decision to close Newcomer Academy as blow to immigrantsSHORT STORY 3: LULAC Convention in Fort WorthFort Worth welcomes national LULAC conventionNew Latino LeadershipWINS: With Opal Lee absent, Grandmother of Juneteenth's family leads rainy freedom walkFort Worth opens next chapter in search for new downtown library / Fort Worth finds new site for downtown library; council to vote on land purchaseArlington, TX launches film commission to help productionsWhat's up with those new bollards blocking traffic in the Fort Worth Stockyards?Engage FW Community AcademySunrise Tarrant Rise & Resist Donate to the mutual aid fund supporting families impacted by ICEFort Worth and Arlington mayors elected to NCTCOG executive boardFort Worth's Evans and Rosedale development gains momentumNorth Texas on track to reach 9 million people next yearWhat makes this Fort Worth neighborhood unique? The answers will guide growthRevamped Panther Island development guidelines revealedTrinity Metro gets funding for TEXRail extension to hospital districtFort Worth, Arlington could earn billions in revenue from a high-speed rail route, study showsLOSSES: The rise of autonomous vehicles in North TexasICE seen kidnapping people near Sundance SquareR.I.P. Doyle FineACTIONS:Become a volunteer deputy registrarJune 22 - Nydia Cárdenas campaign event June 23 - Fort Worth Cirty Council public comment June 23 - FWISD Board of Managers public comment June 27 - Trinity PrideJune 22 - 30 - FWISD Listening SessionsJune 28 - 817 GatherJune 30 - FW's Data Centers Open HouseJuly 1 - 817 Gather at the TableAugust 11 - Fort Worth's data center policy voteAugust 25 - Black Mountain data center voteJoin the 817 Gather Discord, donate to the 817 Gather, and follow us on Instagram & TikTok.

Vous avez raté l'épisode d'hier ? Vous n'avez pas le temps d'écouter la version intégrale ? Pas d'inquiétude, Happy Work LE RÉSUMÉ est là !!!En moins de 2 minutes, l'épisode d'hier est résumé !!!!NOUVEAU : retrouvez moi sur WhatsApp sur la chaîne Happy Work... pas de spam, c'est gratuit et il n'y a que du feelgood !!! : https://whatsapp.com/channel/0029VbBSSbM6BIEm0yskHH2gEt pour retrouver tous mes contenus, tests, articles, vidéos : cliquez iciSoutenez ce podcast http://supporter.acast.com/happy-work. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

On imagine souvent qu'un grand manager est celui qui parle le plus.Et si c'était exactement l'inverse ?Dans cet épisode, je vous explique pourquoi certains des meilleurs managers que j'ai rencontrés étaient aussi les plus silencieux.Nous parlons d'écoute, d'intelligence collective, de leadership, de confiance et d'une erreur très fréquente qui pousse certains managers à occuper tout l'espace.Parce qu'au fond, un manager exceptionnel ne se mesure pas seulement à ce qu'il dit… mais aussi à ce qu'il permet aux autres d'exprimer.Retrouvez moi sur WhatsApp sur la chaîne Happy Work... pas de spam, c'est gratuit et il n'y a que du feelgood !!! : https://whatsapp.com/channel/0029VbBSSbM6BIEm0yskHH2gEt pour retrouver tous mes contenus, tests, articles, vidéos : www.gchatelain.commanagement manager leadership écoute active intelligence collective bienveillance équipe communication happy work gaël chatelain-berrySoutenez ce podcast http://supporter.acast.com/happy-work. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Bienvenue sur Happy Work Express.Chaque jour, en quelques minutes, un chiffre pour mieux comprendre le monde du travail… et surtout pour prendre un peu de recul.Happy Work Express est le format court et quotidien de Happy Work, le podcast francophone audio le plus écouté sur le bien-être au travail et le management bienveillant.Que vous soyez salarié, manager ou dirigeant, ces chiffres rappellent une chose essentielle :Ce que vous vivez au travail n'est ni isolé, ni anormal.Parfois, il suffit d'un chiffre pour relativiser, respirer… et avancer un peu plus sereinement.

Waiting on engineering bandwidth can quietly stall a localization program for months, even when the idea is solid. In this episode, we sit down with Casey Garland, Senior Localization Program Manager at Toast, to talk about a shift many teams are feeling right now: AI tools are giving non-technical localization leaders new leverage to analyze workflows, build prototypes, and show impact without begging for a spot on someone else's roadmap.

Hello everyone, and welcome back to Warehouse and Operations as a Career. Over the last several years we’ve discussed dozens and dozens of opportunities in warehousing, transportation, manufacturing, distribution, and logistics. We’ve talked about forklift operators, order selectors, recruiters, dispatchers, transportation managers, supervisors, safety professionals, operations leaders, and many of the global supply chain positions. Today I thought we'd talk about one of the positions or career paths that, well, isn't thought about much but without it, simply put, things would grind to a halt! And that's Building Maintenance. The people who keep the facility running. The men and women who make sure the lights come on, the dock doors open, the HVAC systems cool and heat the buildings and keep our coolers and freezers cold, the plumbing works, and the equipment keeps operating. Without them, nothing else happens. And the amazing thing is many of these careers begin with the simplest tasks imaginable. Changing a light bulb. I'm Marty and let’s talk about it today. When most people start in a warehouse environment, they may enter as a General Labor associate. Maybe we're unloading trailers, stacking pallets, cleaning work areas or even assisting with counting inventory or any of the 50 other tasks that need help every shift. We're learning about attendance, safety rules and procedures, and expectations. We're learning what it means to be part of a team. Managers start noticing people who like fixing things. The employee who notices a broken door handle or a slow roll up door.  That associate who reports a leaking pipe. The team member who volunteers to help move equipment. The person who wants to know how things work. Those individuals often find themselves helping the maintenance departments. And that’s where a completely different career journey can begin. Many facilities have what is commonly called a Utility Associate. Sometimes they’re called facility assistants. Maintenance helpers, maintenance utility technicians. The title doesn’t matter much. And the responsibilities are usually very similar. Tasks might include things like replacing light bulbs, painting walls, cleaning dock plates, changing air filters, maybe even minor repairs on equipment, or organizing maintenance supplies, even assisting contractors, and helping the company technicians perform preventive maintenance. These aren’t glamorous jobs. But they’re valuable jobs. And more importantly, they’re learning opportunities. Every task teaches something, every repair becomes a lesson, with every day becoming a classroom. One of the first skills many maintenance associates begin learning is basic electrical work. I’m not talking about becoming an electrician overnight. Of course, electrical work requires training, certifications, and safety knowledge. But maintenance associates often start learning how lighting systems operate, how to replace ballast and LED conversions.  Circuit identification, Lockout/Tagout procedures, and electrical safety principles. They begin understanding why power flows the way it does, they learn troubleshooting and how to diagnosis problems. They learn how to identify problems instead of simply reporting them. That’s a valuable skill in any profession. The same thing happens with plumbing. Many maintenance technicians start by helping experienced professionals. They learn how water systems operate, how valves function and how drains are maintained, things like leak identification, and fixture replacement. Then comes one of the most in-demand skill sets in many nations today. HVAC. Or Heating. Ventilation. Air Conditioning.  As maintenance associates gain experience, many employers will sponsor training opportunities. Some associates pursue certifications on their own. Before long, they’re troubleshooting rooftop units. Maintaining industrial climate systems. Diagnosing airflow issues. And with those skills comes increased earning potential. What I find fascinating about maintenance careers is how they combine multiple trades into one profession. Electrical. Mechanical. Plumbing. HVAC. Carpentry. Safety. Even project management, vendor relations, and budgeting. It’s one of the most diverse skill sets in the entire facility. And I've found that many maintenance professionals continue developing themselves through formal training. Things like OSHA certifications, Lockout/Tagout training, HVAC certifications, EPA refrigerant certifications, electrical safety training, welding certifications, boiler certifications, preventive maintenance programs, and facility management certifications. Each certification adds another tool to the toolbox. And employers notice. One thing I’ve observed throughout my career is that maintenance professionals become incredibly valuable because they save organizations money. Imagine a conveyor system goes down. Production stops. Orders stop. Shipping grinds to a halt. A skilled maintenance technician can diagnose the issue, repair it, and get operations moving again. That’s value. The ability to solve problems creates opportunities. And, as we've learned, organizations reward problem solvers. As technicians gain experience, I've seen many advance into leadership roles. Maintenance Lead and on to Maintenance Supervisor or Facilities Supervisor. Even Maintenance Manager and Facilities Manager or Regional Maintenance Manager and Director of Facilities positions. These leaders may oversee multiple facilities, maintenance budgets, preventive maintenance programs, and manage vendor relationships, compliance initiatives, construction projects, and safety programs. They’re no longer changing light bulbs, there making strategic decisions and planning future improvements, helping organizations operate efficiently. Now the path isn’t always direct or happening in a straight line. I've witnessed people begin as janitors, as forklift operators. Some come from manufacturing or even the fleet or transportation environments. What matters most is curiosity and the desire to learn. The willingness to ask questions and to volunteer for opportunities. As you know by now, I’ve always believed that careers are built one skill at a time. Very few people just wake up one morning and becomes a Director. Nobody starts as an expert. No one began their career knowing everything. Success is usually much less exciting than people imagine. I think it’s learning one thing today. Another thing tomorrow. And one more thing next week. Then repeating that process for years. If you’re listening today and currently working as a general labor associate, here's a quick exercise. Look around your facility. Notice who repairs things and who troubleshoots equipment, who maintains dock doors, who works on HVAC systems, who keeps the building running. Then introduce yourself. Ask questions and Show interest. You may discover a career path you never knew was there. And if you’re already in maintenance, keep investing in yourself. Take the next class and earn the next certification and  the next skill. Because maintenance is one of those professions where learning never stops. technology changes, equipment changes, and our buildings change. The people who continue learning continue growing. Saying all that reminds me of a much earlier episode from back in 2016, episode 11, where we visited with a gentleman named Mike that pretty much lived the life we've discussed here today. I'd urgh you to go check out what he had to say way back then. Anyway, so this week, I challenge you to look beyond the obvious career paths. Sometimes opportunity isn’t driving a forklift. It isn’t sitting in an office or managing a department. Sometimes opportunity is standing on a ladder changing a light bulb and realizing you’ve just taken the first step toward becoming the person responsible for an entire facility. And that’s a pretty incredible journey. Until next time, remember that warehousing, transportation, manufacturing, and operations aren’t just jobs. They’re careers. And every career starts with a single opportunity. And we can make our own opportunities. Well, I've got to go move some freight myself now. Thanks for listening in today, and hey, y'all be safe out there, our friends and family are wanting to see us after our shift.

On episode 236 of The Sideline Live Podcast I sit down with Bart McEnroe, performance consultant, coach mentor, and one of the most influential yet least public figures in Irish sport. Bart has worked alongside some of the country's leading managers, including Pat Gilroy, Mickey Harte and Jack O'Connor, helping teams develop what he calls “intelligent performance” through better communication, clearer thinking, and a deeper understanding of human behaviour.The conversation explores why emotional health is central to performance, how coaches can create environments where athletes flourish, and why understanding human needs may be the missing piece in many high-performance teams. Bart also shares practical lessons from decades spent working with elite teams, coaches, business leaders, and organisations across Ireland and beyond. Whether you're a coach, athlete, parent, or leader, this episode offers a fascinating insight into the psychology behind success and the power of helping people become the best version of themselves.This episode is sponsored by Sport Expo Ireland,  a brand-new event taking place at the Sport Ireland Campus on April 21st and 22nd, 2027.  Designed to connect stakeholders from every corner of the Irish sporting landscape. Attendees will hear from leading voices in sport, take part in interactive workshops and masterclasses, explore the latest developments in elite performance, business and technology. Whether you're involved in elite performance, grassroots, business, or simply passionate about where Irish sport is heading, Sport Expo Ireland is set to become one of the most exciting gatherings on the sporting calendar. To learn more, register your interest, and explore opportunities, visit https://qrco.de/bgrRu3 Follow The Sideline Live Social Media channels and the host Orla here: https://linktr.ee/TheSidelineLiveRecorded using Samson Q2 microphone, Edited using GarageBandIntro music, Watered Eyes by a talented Irish artist, Dillon Ward check him out ⁠⁠here⁠⁠ . If you are looking to set up your own podcast get in touch with the Prymal Productions team ⁠⁠⁠www.prymal.ie⁠⁠⁠ 

Artificial intelligence (AI) models continue to get smarter and cheaper, spurring adoption and expanding the total addressable market. Pamela Hegarty and Derek Glynn, Co-portfolio Managers of BNPP AM's disruptive technology strategy provide Daniel Morris, Chief Market Strategist, with their expert views of the current AI industry and its investment potential, not least in supporting both training and inferencing applications.For more insights, visit Viewpoint: https://viewpoint.bnpparibas-am.com/Download the Viewpoint app: https://onelink.to/tpxq34Follow us on LinkedIn: https://bnpp.lk/amHosted on Ausha. See ausha.co/privacy-policy for more information.

During HITEC in San Antonio yesterdayn, I talked with Robert Matsuoka of Duetto about Duetto Labs and how AI could change the daily work of hotel revenue teams. Revenue managers already spend too much time pulling data from different systems, building reports, checking forecasts, and trying to figure out what needs attention first. Robert's view is that AI should cut through that noise so smart people spend more time making decisions and less time fighting spreadsheets. We also talked about forecasting, pricing, profit data, and how Duetto is thinking about the next phase of revenue management technology. Want the weekly roundup of news, videos, and what you might've missed from #NoVacancyNews? Text HOTEL to 66866.

Today we’re talking to Brian Eason, a Colorado Sun investigative reporter and the assistant editor of our politics and policy team. Last week, the Colorado Sun published a stunning investigation by Brian into huge bonuses worth six figures given to investment managers at Colorado PERA, the largest public pension plan in the state. Read more: https://coloradosun.com/2026/06/08/colorado-pera-staff-bonuses-shrinking-pension-fund-analysis/See omnystudio.com/listener for privacy information.

Want to build a stronger work culture using a tool that's already proven to work? In this episode of the Build a Vibrant Culture Podcast, Nicole Greer sits down with Jim Collison, CliftonStrengths Community Manager at Gallup, to explore how understanding your natural talents can transform the way you lead, collaborate, and show up at work.

Managers are being asked to do more than ever. They're expected to coach, support well-being, drive performance, and navigate uncertainty, often without the necessary systems or tools to do it effectively. In this episode of HR Superstars, Karina Young sits down with Sara Canaday, leadership strategist and award-winning author, to explore how HR can better support managers. Sara explains why manager overload is often a systemic issue, not a skill issue, and discusses how HR can transition from one-time training to real-time enablement. She also discusses how AI can help managers reduce cognitive overload while still leading with discernment and authenticity. You'll learn: Why manager overload is a system issue, not a skill gap How HR can shift from training to real-time support How AI reduces overload, supports tough conversations, and improves decisions  Join us as we discuss: (00:00) Meet HR Superstar: Sara Canaday (04:58) Manager struggles are a systems issue (06:35) Why HR needs to shift from training to enablement (14:03) Misconceptions about managers & coaching (20:26) How AI can help leaders move from overload to clarity Resources: For the entire interview, subscribe to HR Superstars on Spotify, Apple Podcasts, or YouTube, or tune in on our website. Original podcast track produced by Entheo. Listening on a desktop & can't see the links? Just search for HR Superstars in your favorite podcast player.  Hear Karina's thoughts on elevating your HR career by following her on LinkedIn: https://www.linkedin.com/in/karinayoung11/ Download 15Five's Manager Enablement Playbook: https://www.15five.com/resources/ebook/15fives-manager-enablement-playbook-for-hr-leaders?hsLang=en?utm_source=podcast&utm_medium=podcast&utm_campaign=2026_Podcast&utm_content=ebook For more on maximizing employee performance, engagement, and retention, click here: https://www.15five.com/demo?utm_source=podcast&utm_medium=podcast&utm_campaign=Q2-Podcast-Ads&utm_content=Schedule-a-demo Sara Canaday's LinkedIn: https://www.linkedin.com/in/saracanaday/

Managers often say they want more accountability on their teams. But accountability often feels like micromanaging people, chasing updates, or constantly correcting mistakes.In fact, many accountability problems begin long before performance issues show up. They start with unclear expectations, missing resources, and assumptions that everyone interprets requests the same way.Fortunately, this week's guest offers a practical framework for creating accountability that actually works, without damaging trust, morale, or autonomy.Molly Rodau helps organizations navigate periods of growth and complexity by strengthening leadership, communication, and management practices. She specializes in helping leaders make difficult decisions while creating environments where people can do great work and feel supported.In this conversation, we explore why accountability is often misunderstood, how managers can set clearer expectations, the importance of providing the right resources, and how to have productive accountability conversations that strengthen performance instead of creating resentment.Conversation Topics(00:00) Introduction(01:52) Why accountability is not the same as blame(03:44) The biggest mistakes managers make when setting expectations(09:31) When documenting expectations helps prevent confusion(11:55) How to balance clarity without becoming overly controlling(16:35) The difference between relational and tactical resources(20:03) Practical ways to support employees so they can succeed(21:03) Why accountability requires getting comfortable with authority(21:48) Avoiding “ruinous empathy” and “obnoxious aggression”(26:14) How positive accountability reinforces great performance(28:43) A great manager Molly worked for(31:46) [Extended] What to do when accountability conversations stop working(33:36) [Extended] The REAL framework for advocating upward and getting support(39:09) [Extended] Moving from complaints to productive action

Most HR problems do not start big.They start small.A bad hire.Poor communication.Managers avoiding hard conversations.And eventually…It turns into turnover, conflict, or lawsuits.In this episode with Alyssa Klimuszka, founder of HerHR Solutions, we talked about the HR mistakes business owners make before they even realize there is a problem.This was a very real conversation about employees, leadership, culture, and communication inside growing businesses.In this episode you will learn:• Why most companies wait too long to bring in HR• The biggest mistakes managers make with employees• What causes good employees to quietly disconnect• Why policies mean nothing without action• How poor communication destroys culture over timeWe also talked about difficult conversations, favoritism, raises, company culture, and why business owners need to stop thinking of employees as “just bodies.”If you own a business with employees…This episode will definitely make you think.

Promoting a high-producing advisor into a leadership role without teaching them how to lead isn't development, it's a risk transfer. Ray Sclafani has seen this pattern play out across hundreds of advisory firms: the best advisor gets promoted, the firm assumes leadership will follow, and within months the culture quietly starts to fracture. In this episode, Ray makes the case that leadership development is not a soft-skills initiative as it is an operational and economic imperative that directly shapes growth, retention, client experience, and enterprise value.What You Will Learn in This EpisodeWhy promoting high performers without leadership training is one of the most common and costly mistakes in wealth managementThe five direct questions every leadership team should ask to diagnose their management infrastructureHow to define what "meeting," "exceeding," and "far exceeding" expectations looks like for every leadership role in your firmHow to build a leadership scorecard that makes accountability observable, coachable, and measurableWhy leadership depth, not any single rainmaker or founder, is what allows a firm to grow without breakingKey Insight from This Episode"Promoting a high-producing advisor into a manager or leadership role without teaching that person how to lead is not development. That is a risk transfer."Leadership is not a reward for strong performance. It is a distinct skill set that requires training, structure, and ongoing accountability. The firms that invest in building that infrastructure now will have the bench depth, the culture, and the continuity to compete at the highest level — and to scale without depending on any one person.The Five Questions to Diagnose Your Leadership InfrastructureAsk your leadership team right now:Performance Reviews: Do you conduct performance reviews more than once a year?One-on-Ones: Do managers hold one-on-one meetings with their direct reports at least monthly?Feedback: Do employees receive regular, real-time feedback — not just at review time?Defined Standards: Have you defined what meeting, exceeding, and far exceeding expectations looks like for every role in your firm?Manager Accountability: Are managers held accountable for engagement, retention, and the development of the people they lead?If the honest answer to most of those is "no" or "not consistently," you have a leadership development gap and that gap has a direct cost.The Four-Step Framework for Building LeadersStep 1 — Define the Leadership Role Vague expectations produce vague performance. When a person is promoted to manager, their scope must be explicit and written down: What do they own? Which decisions are theirs to make? Which require alignment? Which belong elsewhere? Clarity here is not bureaucratic, because it is the foundation of effective leadership.Step 2 — Define What Strong Performance Looks Like For every leadership role, articulate three levels:Meeting expectations — Holds regular one-on-ones, provides timely feedback, follows through on commitments, keeps the team alignedExceeding expectations — Develops talent ahead of need, strengthens team capacity, reduces confusion, helps others make better decisionsFar exceeding expectations — Develops leaders who develop other leaders, builds scalable systems, improves retention, reduces the firm's dependence on any single personOnce the levels are defined, performance conversations, calibration, comp decisions, and development plans all improve. People stop guessing.Step 3 — Build a Feedback Cadence Annual reviews are too slow. By the time the review occurs, everyone already knows what should have been said months earlier. Managers should hold regular one-on-ones, provide feedback in real time, and ask the questions that matter: What is working? What is unclear? What needs to change? What support is required? What are you learning? Where do you want to grow? Feedback should not be dramatic. It should be normal.Step 4 — Hold Leaders Accountable for the People They Lead A manager should be evaluated not only on their personal performance or technical competence, but on the engagement, retention, development, and performance of their team. If a leader is personally successful but leaves behind confusion, burnout, or turnover, that is not strong leadership. Create a leadership scorecard for every manager in your firm. Include five measures: communication rhythm, feedback quality, talent development, accountability, and team health. Review it quarterly. Coach to it. Compensate it.Coaching Questions for ReflectionWhich leaders in your firm, including you, have been promoted based on production or contribution, but never trained to lead?Where have you clearly defined performance expectations, and where are people still guessing?Which leadership behaviors should be measured because they directly shape culture and retention at your firm?What would change if managers were held accountable for the growth of the people they lead?Why This Matters for Enterprise ValueManagers shape the firm's lived experience. Not the values poster in the break room. Not the retreat agenda. Not the title structure. Managers decide how feedback is delivered, whether accountability is real, whether talent is developed or ignored, whether high performers are challenged, whether underperformance is tolerated, whether meetings are useful, and whether people feel stretched, supported, and included.SHRM research shows that only 44% of managers globally have received formal management training. More than 90% of HR executives say people managers are critically important to organizational success — and job satisfaction nearly doubles among workers with highly effective managers.For advisory firms, this isn't abstract. Leadership development affects growth and retention, client experience, and ultimately the enterprise value of what you are building.The firms that develop leaders will win — because they will not rely on any single founder, rainmaker, or heroic operator. They will build bench depth. And that bench depth is what allows a firm to grow without breaking.Resources & References MentionedSHRM — Global Management Training ResearchKorn Ferry — Workforce 2025 Research ReportBuilding the Billion Dollar Business is hosted by Ray Sclafani, founder and CEO of ClientWise, the financial services industry's leading executive coaching and team development firm for elite advisors and wealth management teams.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeBuilding The Billion Dollar Business

Bienvenue sur Happy Work Express.Chaque jour, en quelques minutes, un chiffre pour mieux comprendre le monde du travail… et surtout pour prendre un peu de recul.Happy Work Express est le format court et quotidien de Happy Work, le podcast francophone audio le plus écouté sur le bien-être au travail et le management bienveillant.Que vous soyez salarié, manager ou dirigeant, ces chiffres rappellent une chose essentielle :Ce que vous vivez au travail n'est ni isolé, ni anormal.Parfois, il suffit d'un chiffre pour relativiser, respirer… et avancer un peu plus sereinement.

You have more power to shape culture than you realize -- no matter where you sit in the org chart. Start by paying attention to three things: 1) What happens consistently, 2) What's allowed, and 3) What's celebrated....Have a challenge you'd like to talk through?This June, I'm opening my calendar to meet with listeners. We'll talk through one problem you want help with.Find a time here:https://calendly.com/kimnicol/podcast-guest...After the EpisodeI'm taking new clients for private coaching. Schedule a Discovery Call to find out if it's right for you:https://calendly.com/kimnicol/discovery-call...In June, use promo code SUMMER50 for mid-year savings on all of my courses:https://maven.com/kimnicol~Free download: Make Feedback Meaningfulhttps://maven.com/p/e36395/make-feedback-meaningful-print-fold-zine~Follow me on LinkedIn:⁠⁠https://www.linkedin.com/in/kimnicol/⁠⁠~Visit my website:https://kimnicol.com/

Have you ever found yourself giving great advice, only to realise the person in front of you still cannot move forward? In this episode of the podcast, we explored one of the questions many leaders, managers, mentors and people-focused professionals face: when is it time to stop mentoring and start coaching? We began by reflecting on the close relationship between coaching and mentoring. They are often treated as separate roles, but in reality, they can sit on a continuum. Mentoring is often about sharing experience, guidance, wisdom and practical advice. Coaching, on the other hand, helps someone explore what is getting in the way of their growth, decision making, confidence and long-term development. As we talked this through, we recognised how easily managers and mentors can fall into the pattern of answering every question, solving every problem and becoming the person everyone turns to for direction. That can feel useful at first. It can even feel rewarding. But over time, it may lead to dependency, firefighting and frustration. If every conversation ends with advice, the mentee may never build the confidence to find their own answers. A key theme in this episode is the difference between helping someone know what to do and helping them understand how to do it in a way that feels possible for them. Someone may know the next step, but still feel blocked by fear, imposter syndrome, uncertainty, beliefs, emotions or organisational pressures. That is often the point where coaching becomes powerful. We also reflected on the limits of labels. The question may not be whether we are a coach or a mentor. The better question may be: what does this person need from us in this moment? Sometimes they need knowledge. Sometimes they need challenge. Sometimes they need emotional space. Sometimes they need a thinking partner who can help them work beneath the surface. For mentors, line managers and leaders, this episode highlights the importance of recognising repeating patterns. If a mentee keeps returning with the same concern, the same confidence issue or the same barrier, more advice may not be the answer. Coaching skills can help uncover the deeper obstacle and support sustainable growth. We also explored the emotional experience of the mentor. If we begin to feel frustrated, tired or unable to help, that may be a sign that we have reached the edge of what mentoring alone can offer. Rather than blaming the mentee, we can see this as an invitation to expand our own skills and capacity. One of the most important reflections from this conversation is that coaching can help mentees move beyond reliance on the mentor. Great mentoring should equip people for life beyond the relationship. Coaching supports that by helping people build self-trust, self-awareness and the ability to make decisions for themselves. We also talked about how this can show up in organisations. A new employee, or someone stepping into a new role, may benefit from a mentoring approach at first. They may need guidance, structure, advice and practical support. But as they grow in confidence and competence, the relationship may need to evolve. That is where recontracting becomes important. We can have honest conversations about what support is needed now, what has changed and whether the relationship should become more developmental. Ultimately, this episode is about working with people in a way that truly serves their growth. Mentoring has huge value. Coaching has huge value. The real skill is knowing when to offer guidance, when to step back and when to create the space for someone to discover their own way forward. Timestamps 00:00 Welcome and episode introduction 00:51 Coaching and mentoring as a continuum 02:19 When mentoring reaches its natural edge 03:14 Coaching the gap beneath the goal 04:56 The limits of coach and mentor labels 05:52 Repeating patterns, confidence and imposter syndrome 07:36 Moving from the what to the how 08:40 Helping mentees grow beyond the relationship 10:03 When the mentor no longer has the answer 11:28 Why mentors benefit from coaching skills 13:05 Recontracting the relationship as people grow 14:47 Coaching training and next steps Key Lessons Learned Mentoring and coaching are closely connected, but they serve different purposes at different moments. Mentoring often focuses on sharing knowledge, experience and advice, while coaching explores what is getting in the way of action and growth. If a mentee keeps bringing the same challenge, theme or confidence block, it may be time to move into a coaching approach. A mentor's frustration can be a useful signal that advice alone is no longer helping the person move forward. Coaching helps people build self-awareness, self-trust and the ability to make decisions beyond the mentoring relationship. Managers who rely only on giving answers can become trapped in firefighting rather than developing their team. The shift from mentoring to coaching often happens when someone knows what to do, but feels unable to take the next step. Recontracting the relationship matters. As people grow, the support they need may change. Coaching skills can strengthen mentoring relationships by helping mentors work with emotions, beliefs, values and systemic pressures. The most effective leaders and mentors are able to blend approaches rather than being limited by one label. Keywords: coaching and mentoring, mentoring versus coaching, coaching skills for mentors, leadership development, coaching for managers, mentoring relationships, imposter syndrome coaching, workplace coaching, professional development, coaching training, executive coaching, team development, self-awareness in leadership, confidence coaching, Links and Resources International Growth and Development Company: www.igcompany.com

In this episode, Jason discusses the critical role of a manager's presence in construction and business environments. Drawing from real-world experiences in construction projects, banking, and restaurants, he highlights why a manager cannot hide in the office or behind systems, true leadership requires being visible, accessible, and actively solving problems. What you'll learn in this episode: Why hiding as a manager is considered "cowardly behavior". How active presence empowers teams and keeps projects flowing. Lessons from field leadership and vendor engagement in Japan. How managers should balance problem-solving with team support. Why visibility and accessibility are key indicators of effective leadership. Are your managers visible, actively supporting the team, or just "checking in" from afar?   If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two

I began this program years ago to encourage and equip Christians to live out their faith on their job. And I've been examining the importance of avoiding certain mistakes many make in getting along with their boss. I know it's not always easy and I know bosses are not perfect. But I also know you will do yourself a great favor to avoid making some of these mistakes. I mentioned small things matter, and good manners is another small thing that can make a difference in how your boss sees you. The simple everyday manners of helping others, letting others go first, thanking people, showing kindness to others—those little things create an impression. Failing to pay attention to them can cause self-inflicted harm to you. This verse sums it up perfectly: For we are taking pains to do what is right, not only in the eyes of the Lord but also in the eyes of man (2 Corinthians 8:21). I've given you seven mistakes to avoid, but since we all make mistakes, here's what to do when you have made a mistake: Acknowledge the mistake. Take responsibility and offer to fix the problem if it’s one you can fix. That may be something as simple as a sincere apology, but your willingness to take responsibility will speak volumes to your manager. Move on and do the best possible work you can, avoiding the mistake in the future. Don't wallow in guilt; put it behind you and learn from the experience. Don’t let the mistake shake your confidence so that you lose your ability to do your work. Remember, everyone makes mistakes sooner or later. Don’t hide behind your mistakes, but don’t hide under your desk either. Show your boss it was a fluke and that will never happen again. Then, make it a matter of prayer. If you are a Christ-follower, you have power through prayer and God's Spirit to put mistakes behind you and move forward.

Managers know when a performance conversation is overdue. What stops them is not knowing what to say, or worrying the conversation will go sideways. In this free workshop, Humanergy coach Jim Marshall shares two practical tools: the WXYZ framework for giving specific, grounded feedback without triggering defensiveness, and Feed Need Seed Weed, a four-part structure for organizing accountability conversations from recognition through correction. If you're sitting on a conversation you've been delaying, this one's for you.Humanergy is a leadership development company that helps leaders work better and make better decisions in real organizations. Learn more at humanergy.com.Learn more about Humanergy's work: https://www.humanergy.comJoin the Humanergy community on LinkedIn.Sign up for our FREE leadership workshops. 

Secretary of War Pete Hegseth announced on Wednesday that the US is going to be launching major strikes in Iran, while President Trump says he'll "bomb the shit out of" the Iranians if they don't agree to a deal of his liking. Reading by Tim Foley.

Having held several positions with very different managers, I look back and acknowledge some mistakes I've made in dealing with them. I want to help you in dealing with your manager. Mistake No. 6: Going Over Your Manager's Head When I worked in IBM, we had an open-door policy. This simply meant any employee was empowered to go to their boss with any complaint, suggestion, or question, because the door was always open. However, the rule was you go first to your immediate supervisor, and if for some reason that was not satisfactory, then you could go to the next level of management. But if you decided to go over your manager's head and talk first to their manager, you would be immediately advised to first talk to your manager before taking it any further, and it would not be well received if you didn't do it that way. This open-door policy is a good one, I believe, in keeping communications open and allowing for grievances to be resolved. But first talk to your immediate manager. Don't go over their head. You may feel your manager will not listen and will not do anything about your situation, but until you have tried to resolve it on that level, it will almost always be a mistake to bypass your manager and go to the next level. Mistake No. 7: Failing to Pay Attention to the “Small Stuff” Remembering that perception equals reality, if you fail to do the things that create good impressions, you will do harm to yourself and your career. For example, dressing appropriately for your position. I know casual attire is very acceptable in many work environments, but even if that is true where you work, your casual attire needs to be neat, clean, modest, and coordinated. Looking sloppy or careless won't do you any good. Go the extra mile, if necessary, to give the perception that you care how you look and you take time to make a professional appearance. Take clues from your manager. If he or she dresses very professionally, that tells you they expect and respect that kind of appearance from those who work for them. Someone has said it's smart to dress a level above your position. That might be good advice in some organizations, and it would demonstrate you are serious about moving up in the company.

"The new owners of Fender since 2020 are attempting to own the copyright on the Stratocaster body. A German court has taken them part of the way but most experts don't believe it will hold up to scrutiny. Nonetheless, Fender has sent Cease and Desist letters to multiple guitar makers telling them to stop production, call back orders and destroy stock. Fender may have just committed brand suicide because history is not on their side."

Host: Andy Shiles, Lalo Solorzano Guest(s): Madison Lackey Published: June 11, 2026 Length: 46:08 Presented by: Global Training Center Summary Breaking into international trade can feel overwhelming, especially at a time when tariffs, enforcement, AI, and shifting regulations are changing the industry almost daily. In this episode of Simply Trade, Andy Shiles and Lalo Solorzano welcome Madison Lackey back to the show to discuss what it is really like to enter the trade compliance field as a young professional. Madison shares her path from studying agriculture business at Cal Poly to earning her customs broker license and becoming a trade compliance consultant at Blue Tiger International. She offers honest insight into the pressure new graduates face, the importance of slowing down before choosing a job, and why certifications, conferences, networking, and mentorship can make a major difference. The conversation also explores foreign trade zones, the growing knowledge gap as experienced professionals retire, and why young people have a major opportunity to step into the industry now. For students, early-career professionals, and managers building the next generation of trade talent, this episode offers practical advice and a fresh perspective. Main Topic / Discussion This episode focuses on career development in international trade compliance, especially for younger professionals entering the field. Madison Lackey discusses how her education, broker license, certifications, conference networking, and willingness to take on uncomfortable opportunities helped her build momentum early in her career. The discussion also highlights the current complexity of trade compliance, including tariffs, CBP enforcement, foreign trade zones, AI, and the retirement of experienced professionals. Madison emphasizes that this is a challenging but promising time to enter the industry because companies need people who can research, ask questions, build relationships, and adapt quickly. Key Takeaways • The customs broker license and CCS certification can provide a strong foundation, even for professionals who do not plan to work as brokers. • Young professionals should look beyond job titles and salary to understand company culture, responsibility, mentorship, and growth opportunities. • Conferences, webinars, certifications, and networking can help build credibility and open career doors. • Foreign trade zones are becoming more relevant as companies look for legal ways to manage duty and tariff exposure. • Relationship-building with CBP, agencies, colleagues, and mentors is essential in a fast-changing compliance environment. • Managers should challenge newer employees with meaningful work, not busy work, so they can build real-world skills. Resources & Mentions • Global Training Center • Blue Tiger International • International Compliance Professionals Association • National Association of Foreign-Trade Zones • Cal Poly Credits Host: Andy Shiles – LinkedIn Lalo Solorzano – LinkedIn Guest(s): Madison Lackey – LinkedIn Producer: Lalo Solorzano

Yep, there is a gap between available jobs and job ready candidates. There are jobs available, but employers are becoming much more selective about who they hire. A few years ago, many facilities were simply trying to fill positions. Today, employers are looking for candidates who can bring reliability, flexibility, safety awareness, and productivity on their first day.  What many of us applicants don’t realize is that employers are often evaluating far more than just experience. I'm Marty here with Warehouse and Operations as a Career. So let’s talk about that.  I recently was enjoying lunch with a long time mentor and the subject of hiring came up. He made a point I had to ponder on for a moment.  He commented that although training was expensive, and of course experience is important, he had learned or felt like, in todays environment, things like attendance history, reliable transportation, the ability to be flexible with shift times, and a strong safety mindset along with a wiliness to cross train, and at least average communication skills were what he was placing more weight on these days. And he made it a point to comment on, what he'd look for first was a stable work history.    The challenge for us applicants becomes, I can do the job is no longer enough. Employers are asking, can I depend on you to do the job consistently?  And some other hurdles for us, or a few things I thought of start off with those pesky Applicant tracking systems or ATS. Many applicants never speak to a recruiter because their application gets filtered before a human ever sees it.  And wage expectations vs market rates. Applicants often see social media posts about higher wages, while many entry level positions are paying less than expected. And I'm seeing more skilled equipment requirements. Many facilities now want forklift, reach truck, electric pallet jack, clamp truck, or inventory experience, even for positions that were once considered entry-level. And communication challenges. I hear this every day, and I think both sides are probably quilty, but Recruiters frequently comment on the struggle to reach applicants who don’t answer calls. Have full voicemail boxes. And don’t respond to texts or emails. Then we have competition from better candidates. When ten applicants apply for a position, employers often choose the one with better attendance, longer tenure, and the better interviewing skills.   The good news is that the hurdle is also the opportunity. A candidate who shows up on time, returns calls, has a positive attitude, accepts coaching, prioritizes safety, is willing to learn additional equipment can often outperform applicants with years more experience.  As we've discussed many times on WAOC, the industry still offers tremendous career opportunities. The challenge isn’t necessarily finding a job, it’s demonstrating that you’re the person an employer can trust with the opportunity.  So, if there’s applicants looking for work, and employers looking for workers, why are they not connecting? Well, I think the hiring game has changed. Twenty years ago, many warehouses and production facilities hired almost entirely on experience. Could you drive a forklift, pull an order, load a trailer, or operate a machine? If the answer was yes, there was a pretty good chance you’d get hired on the spot. Today, things are just different. Most employers are still looking for skills, but they’re looking for something else first. They’re looking for dependability. They’re looking for consistency. And they’re looking for people they can count on.  I’ve sat across the table from hundreds, maybe thousands, of hiring managers throughout my career. And I can tell you something that might surprise applicants. Many managers would rather hire a dependable employee with less experience than an experienced employee there not sure can be counted on. Think about that for a moment. The employee who shows up every day, arrives on time, follows instructions, works safely, and wants to learn often becomes more valuable than the person with years of experience but poor attendance or a negative attitude.  Let’s talk about the first hurdle many applicants never even see. The Applicant Tracking System, or ATS. Years ago, an application landed directly on someone’s desk. Today, many applications are screened by software before a recruiter ever sees them. A computer may be reviewing your application before a human being does. Now, I’m not saying that’s good or bad. It’s just reality.  If your work history is incomplete, if your resume doesn’t match the position, or if key information is missing, you may never make it to the interview stage. Many applicants think nobody called me. The reality may be nobody ever saw the application. That’s why accuracy on our part matters. Taking an extra few minutes to complete an application correctly matters. And that’s why we should tailor our resumes to the position we're applying for.   Now let’s talk about what employers are really seeking. Most people think employers hire labor. I don’t. I think employers hire reliability. Let’s say I have two candidates. Candidate A has five years of forklift experience. Candidate B has one year of forklift experience. Most people automatically assume Candidate A gets the job. What if Candidate A has changed jobs every three months and has attendance concerns and arrives late for the interview? But Candidate B has a solid work history, great references, and arrives fifteen minutes early? The decision suddenly becomes much harder. In fact, many employers will choose Candidate B. Because skills can be taught. Reliability is much harder to teach.  Here’s another challenge I see every day. Applicants submit applications. Recruiters call. Nobody answers. Recruiters text. No response. Recruiters email. No reply. A few days later, the applicant says nobody contacted me. Now, I’m not picking on anyone. But communication matters. If you’re actively looking for work, we need to answer our phone, check our voicemail and respond to texts. And watch our email. I’ve seen qualified candidates lose opportunities simply because another applicant responded first. Speed matters in recruiting. Especially in warehousing and manufacturing. Sometimes positions are filled within hours. Not days. Not weeks. Literally, just hours.  Transportation is often part of the interview before the interview. Can you reliably get to work? Can you make a 5:00 AM shift? Can you work overtime? Can you handle weekends when required? Employers understand that life happens. Cars break down. Traffic exists. Emergencies occur. But employers are also trying to determine whether attendance problems are likely to become a pattern. Remember attendance drives productivity. And productivity drives customer satisfaction. And customer satisfaction keeps facilities open and growing. Again, everything is connected.  Another thing I'm seeing is that Years ago, some facilities focused heavily on production. Today, safety and production must work together. Most employers are looking for candidates who understand safety expectations. They want associates who wear PPE correctly, follow procedures, report hazards, work safely around equipment, and take training seriously. The old mindset of I’ve been doing this for twenty years doesn’t impress many employers anymore. The new mindset is I’ve been doing this for twenty years and I’m still learning. That’s the employee organizations want. Safety conscious employees protect themselves, their coworkers, and the company.  And I think another hurdle for us is Technology. Today we have RF scanners, Warehouse Management Systems, voice picking systems, tablets, inventory software, electronic inspections and productivity tracking. Some applicants become nervous when they hear the word technology. And we can't. All systems can be learned. The bigger issue is willingness I think. Employers aren’t necessarily looking for technology experts. Again, they’re looking for people willing to learn. A positive attitude toward technology often beats resistance every time.  I think competition is stronger than ever. You’re not competing against the job. You’re competing against other applicants. Imagine ten people apply for the same position. Who gets the interview and the offer? Often, it’s the candidate who demonstrates better attendance better communication better attitude better stability better preparation. Notice that experience isn’t the only factor. Sometimes it isn’t even the most important factor. The candidate who prepares wins. The candidate who follows up and demonstrates professionalism wins.  A recruiter told me last week. If I could sit every applicant down and share one message from employers, it would be this, we want to hire you. Think about that. Recruiters don’t wake up hoping positions stay open. Supervisors don’t want to work short staffed. Managers don’t enjoy running operations with vacancies. Everyone wants positions filled. But employers need confidence. Confidence that we'll show up. Confidence that we plan on staying. Confidence that we'll work safely and represent the organization well. That’s what they’re evaluating. Not just whether we can do the work. But whether they can trust us with the work.  So, what can us applicants do? I think it's simple. If we own it. We need to show up early. And we need to dress appropriately. If we're interviewing as an equipment operator or selector, wear our steel or composite toe footwear.  We have to answer our phone and return calls. The hiring agent may be making 50 calls, the next person may answer there’s. And its so important that we bring energy to interviews. And were honest about our experience. And demonstrate willingness to learn. Show our enthusiasm. Ask questions. Express interest in advancement. Employers love hearing things like I’d like to learn more. I’d like to cross-train. I’d like to grow into a lead role someday. Those statements communicate commitment. And like we've learned, commitment gets attention.  As we wrap up today’s episode, I’d like to leave you with a challenge. If you’ve been applying for jobs and not getting results, don’t immediately assume there are no opportunities. Ask yourself a different question. Am I making it easy for an employer to hire me? Am I communicating effectively? Am I presenting myself professionally? Am I demonstrating reliability? Am I showing a willingness to learn?  It’s just a fact that in today’s world, employers are looking for more than experience. They’re looking for trust. They’re looking for consistency. They’re looking for commitment. The jobs are out there. The opportunities and careers are out there. Not to sound corny but the question isn’t always whether the job is available. The question is, Are you available for the job?  Ok, we're running over today so with all that I'll say thank you for joining me today, and please share any thoughts on job opportunities with our Facebook group @whseops or our Instagram feed waocpodcast. Until next time, be safe, stay productive, and keep building your career.

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 2079: Lisa explains that career success depends on more than simply doing your job well, it also requires building a strong, productive relationship with your manager. She shares practical strategies for improving communication, demonstrating initiative, seeking feedback, and developing a more positive mindset, all of which can lead to greater workplace satisfaction and advancement opportunities. Read along with the original article(s) here: https://digtofly.com/7-ways-to-have-a-good-relationship-with-your-boss/ Quotes to ponder: "Part of your job is to figure out how your manager operates and relate to him or her accordingly." "Managers value employees who not only do their jobs, but look for and carry out new and better ways of accomplishing tasks." "A gratitude journal is a great way to work on yourself, so it's easier to connect with your boss." Learn more about your ad choices. Visit megaphone.fm/adchoices

Have you ever seen someone do great damage to themselves by the way they treated their manager? I'm examining being smart, recognizing managers typically have power to help you or harm you and making sure you avoid some mistakes in dealing with your boss. I've covered three mistakes already: Don't complain about your boss, don't try to show them up, and be willing to make allowances for generational differences. Here's the next mistake: Mistake No. 4: Displaying Negative Attitudes in Meetings Now, let me begin by saying negative attitudes are always harmful, but I've noticed a person who seems to always have some negative comments in meetings can really do themselves great harm. Obviously, you should feel free to express your opinions and suggestions, but often it's the way you do it that makes all the difference. Someone told me early in my career if you're going to voice a problem, always follow it with a solution. You don't want to develop a reputation of always being unhappy with what's happening. Even if it just shows on your face, it is not working to your benefit. It is not to your benefit to be put in a “I'm never happy” mold. Proverbs 17:22 gives us some good advice: A cheerful heart is good medicine, but a crushed spirit dries up the bones (Proverbs 17:22). Keeping a generally cheerful attitude and demeanor will make you more attractive, more appealing, and someone people want to be with. Think about what kind of attitude you generally portray and make sure you come across as a person who sees the glass as half full! Your boss will appreciate that very much, I guarantee. Mistake No. 5: Not Being Able to Handle Feedback The only way any of us grow is to become aware of areas in our life that need improvement. That means we need feedback from our managers at times, even if it is a bit hard to handle. For sure, none of us enjoys being told we need to improve, but if you develop a reputation that you can't take honest criticism, you will stunt your growth as a person and in your career. Whoever loves discipline loves knowledge, but whoever hates correction is stupid (Proverbs 12:1). Whoever heeds life-giving correction will be at home among the wise (Proverbs 15:31). Life-giving correction is the perfect terminology for constructive criticism, even if you feel it was not given in a good way. Be willing to hear and then truly consider any criticism that comes your way. Don't make the mistake of not being able to handle feedback.

When an allocator says "We only work with established managers," it can feel like a door closing in your face. And the natural instinct is to pry it back open by explaining yourself, defending your track record, and making a case for your fund. Stacy Havener's advice: don't go there.Because handling objections to close deals is a thing. It's just not the right thing in this moment.That's why, in this episode, Stacy's breaking down what to do instead when you keep hitting the same wall in meetings.Listen in to learn:Why "too small" or "too new" is usually a timing mismatch, not a hard no The three words that change the whole vibe: "Tell me more." The questions that uncover real requirements around AUM, allocation size, and track record How to capture their language so your follow-up actually lands when the timing is rightThis is Story Snacks, a bite-sized, jam-packed series for fund managers who are ready to master strategic storytelling in under 20 minutes a week. ---Running a fund is hard enough.Ops shouldn't be.Meet the team that makes it easier. | billiondollarbackstory.com/ultimus- - -Thinking about expanding your investor base beyond the US? Not sure where to start? Take our quick quiz to find out if your firm is ready to go global and get all the info at billiondollarbackstory.com/gemcap

How well do you get along with your boss? I'm sharing some advice to help you get along with whoever is in authority over you. We already noted how important it is not to complain about your boss. Here is mistake number two. Mistake No. 2: Showing Up Your Boss It seems some people think they have to show up the boss in order to make a name for themselves, but intentionally trying to outshine your boss is one of the biggest mistakes you can make. The exception to this would be if you discover your boss is corrupt or illegal in some way, which is rare. Otherwise, it is in your best interest to make your boss look good. Think of ways to make their job easier; when you can, go the extra mile to take some workload off them. They can help you or harm you, so be sure to avoid this mistake. Humble yourselves, therefore, under God's mighty hand, that he may lift you up in due time (1 Peter 5:6). Making your boss look good may indeed require some humility on your part, where you don't get the credit you think you deserve. But it is one way to humble yourself, and that is a Christian discipline we all need to practice. Mistake No. 3: Not Understanding Generational Differences No doubt you have discovered different generations see things very differently! And frequently your manager's generation is not the same as yours. Whether older or younger, you can make some serious mistakes in dealing with your manager if you don't understand and make allowances for these generational differences. For example, punctuality doesn't seem to be as important to younger generations as it is to us in the older groups. We older types put a high value on being on time for work, for meetings, meeting deadlines, etc. Younger generations seem to be more “laid back,” as we say, and have an attitude that if the job gets done, we shouldn't worry about such small things as being on time. Believe me, if your boss thinks punctuality is important, you should make it important. I have observed people who truly did great harm to their careers simply by being unwilling to conform to reasonable expectations from their boss or company. Remember what I said yesterday—it's your job to get along with your boss not your boss's job to get along with you. That may sound a little strange to you, but for the most part, it is good advice.

Cameron Price, Head of People & Talent at Medium, joined us on The Modern People Leader to discuss how people teams can lead AI change management through trust, curiosity, and human-centered design. We talked about AI fluency, balancing innovation with authenticity, measuring employee sentiment around AI adoption, and why humans-first leadership matters more than ever. ----  Sponsor Links:

Many professionals think that one way to keep their career moving upwards is to change companies. Unfortunately, this is a relatively rare occurrence.

Jeff and Zack have the opportunity to sit down and chat with Washington State Department of Fish and Wildlife Ungulate Section Manager Kyle Garrison and Ungulate Specialist William Moore to get a debrief on all things Washington Ungulates, herd numbers, and chat about the OTC vs Draw Only system changes that could be proposed in the next few years. We are very thankful to them for stepping out on a branch to do this podcast and hope it is just the first of many to come so we can begin to have more transparency between the department and the hunting public of this state.  LINKS: KUIU GEAR - https://kuiu.sjv.io/GK1o7m EXO MOUNTAIN GEAR - https://exomtngear.com?ref=4 VORTEX OPTICS - https://alnk.to/cSJYlok MARSUPIAL GEAR - https://alnk.to/5FcU7YA ZOLEO - https://tinyurl.com/428ydbua PNWILD - https://www.pnwild.com/store-snytH DEVOS OUTDOOR LIGHTING - https://rstr.co/devosoutdoor/15643 COUPON CODES: OLLIN DIGISCOPE - PNWILD CANYON COOLERS - PNWILD10 VORTEX CLOTHING - PNW20 ZOLEO SATELLITE - PNWILD (Free Activation) VELOTRIC E-BIKES - PNWildN2X01 PNWILD - YOUTUBE If you want to learn more about PNWild visit https://pnwild.com/ INSTAGRAM: @pnwild_ https://www.instagram.com/pnwild_/?hl=en FACEBOOK: / pnwild TIKTOK: @pnwild_ / pnwild_ Got questions? Send us an email! Email: contact@pnwild.com Find all PNWild Partners and Codes here: https://www.pnwild.com/partners

If you are a Christian in the working world, working for someone else, I'm sure you know already your manager or employer can have a lot of influence on your success in your job and in your career. It just makes sense you would want to avoid any mistakes in that relationship, if possible, right? How much better to get wisdom than gold, to get insight rather than silver (Proverbs 16:16)! Wisdom is more valuable than money. Getting wisdom on your job is better than getting a raise! And Proverbs 13:10 says wisdom is found in those who take advice. I'm going to share a little wise advice that just might help you avoid some mistakes in dealing with your manager or employer—or the person in authority over you. Mistake No. 1: Complaining about Your Manager. I would say it is inevitable you won't like everything your manager does. There is bound to be something in their style or skills you don't agree with, or you feel is ineffective. I can tell you from experience, managers are easy targets for complaining and griping in most organizations. A man I worked with in my first sales job gave me a good piece of advice, which was: It's your job to get along with your manager, not your manager's job to get along with you. That probably goes against our culture today, but let me tell you, that attitude will work very well for you. I know not all managers are good at their job. I know not all managers are good communicators. And some managers or employers are pretty close to impossible. I know! But as long as you report to that person, you will do yourself a favor to remember it's your job to get along with your manager, not your manager's job to get along with you! One of the favorite past-times of many employees is to bad-mouth the boss and the company. If you're wise, you will avoid that like the plague. Ecclesiastes 10:20 says: Do not revile the king even in your thoughts, or curse the rich in your bedroom, because a bird in the sky may carry your words, and a bird on the wing may report what you say (Ecclesiastes 10:20). What wise Solomon is telling us is talking behind the back of someone in authority, saying things you wouldn't say to their face, will almost always backfire on you. Somehow those grumblings make their way back to that person, and they find out what you've said. Some little bird tells them! And that is a mistake you want to avoid.

Three-time Gold Glove Award winner and 2003 World Series Champion Derrek Lee joins Extra Innings with Bill Laskey to talk about his hometown of Sacramento producing a lot of MLB talent, passing up a basketball scholarship at North Carolina to sign with the Padres out of high school in 1993, the list of Hall of Fame managers he played under, and the pride he felt playing first base every day on his way to winning three Gold Gloves.See omnystudio.com/listener for privacy information.

All the latest from a busy domestic scene. Silva leaves Fulham...is he Benfica bound? Crystal Palace look set to appoint the former Lens coach Iraola to Liverpool, Ederson to Man Utd and Nottingham Forest are asking for £120m for Elliot Anderson...is that value for money?After the break an update from the England camp in Miami - who is training, who looks good, who looks knackered and has Anthony Gordon nicked Marcus Rashford's girlfriend? Hosted on Acast. See acast.com/privacy for more information.

Owners, this one's for you. Especially those who don't want to have to care about the business side of being a practice owner. Kiera's here to prove that staying clinical while still leading the practice is simpler than you think. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team Listeners. This is Kiera and I am excited to podcast with you guys. Today is such a great day and I hope you're having an amazing day. I love hanging out with you guys. The podcast is such a happy space for me when I get to podcast and have this day. You guys let me go into creative Kiera zone where I get to speak from my heart. I get to speak from honesty. I get to speak from experiences. I get to   laugh with you cry from you meet so many of you in real life and I just feel so honored and excited that This is my real life. And so thank you for being a part of the podcast family. Thank you for Listening and sharing and leaving reviews. I read those reviews. I'm so grateful for you guys and Please share this podcast any episode that you've had you guys can always head on over to our website TheDentalATeam.com click on podcasts and I kid you not you should search any topic and it's all there so   Just wanted you guys, any issue, anything, I try hard to be a great resource for doctors and for teams. And to just remind you that life is so good. I think that the glass is half full and that doesn't mean it's always easy, but I do believe that it's worth it. So today I wanted to kind of dig into like what happens when you buy a dental practice and you are an owner.   but you really just love to do dentistry and not the business side of it. Like done, done, done, done, done. Anybody out there, anybody, please raise your hand in real life. If that's you, if you know somebody that this is the case, be sure to send this podcast to them because I think that this is so real and I think it happens. And I see people in like, Kiera, I wanted to be a dentist because I wanted to just be a dentist. I didn't want to do the business of it. And I'm like, amazing, let's chat about it. So I think that it's, you want to open your own practice because you want to decide how to treat patients and you could do it better than that.   DSO or the other dentist that you were working for but then you get into and you're like, wow, this is a lot harder than I thought. And so what do we do when you don't want to run the business? Like, what do we do then? So because the answer is you don't get to abdicate and it doesn't mean that you get to say, I'm not doing this anymore and someone else can do this. Guess what? You're still an owner. Just like if you have a kid and you're like, I don't want to be a parent anymore. Well, guess what? That's part of it. But that doesn't mean you have to do it all. And   So I just want to help you get some good clarity. We did this in our Dr. Mastermind that we call it Think Tank Tuesday. And people come together on the first Tuesday of the month and it's very fun. And I think that this is just a space for you of ⁓ how can we help you? Because I want you to be thriving and happy in your practice and not dreading. And there's ways that you can do it. Like you can have your cake and eat it too. So let's make a way for that to be real. So ⁓ I think that it's where there's great dentists who feel frustrated, they feel overwhelmed.   They feel stuck because they don't want to deal with the business side and they don't want to take that on. And this is me. I created a consulting company, but I didn't want to know about the numbers. And I was like, numbers are not my jam. And now if you've heard me for any length of time, you know, numbers love me and I love numbers, right? We're going to be really good at making sure that you get obsessed with that. Just like I love being a business owner. And, ⁓ this is something that it's a, do I have to, or do I get to, ⁓ my gym trainer?   I like a lot of her posts and she often posts about, it something where like I have to go to the gym or I get to go to the gym? And it's crazy how just sometimes even that little bit of a mindset shift can help us realize like I have to run a business or I get to run a business. ⁓ Both are real and both are available. But hey, let's break it down because I think that this is something of like, what happens if you only want to be in the operator and like, what are some solutions for that?   And then what happens of your practice if you maybe are not right person, right seat for that. And then three things that help you to be able to stay clinical and also lead the practice because it might be simpler than you think it is. And your job description might actually be a lot easier than maybe what you're piling on yourself because I think sometimes people feel running a business means they have to do it all. I know I fell into that trap. I know I've been guilty of that before. Like, hey, I'm the business owner. I have to do this when guess what? That's not necessarily true. So what happens is   We did this as an exercise for our dentist the other night and I had them write down everything on their to-do list. And then I had them go back through and I said, okay, what things really are things actually only you should do. And it was crazy because I had quite a few of them like talk. Like I tell them our think tank is like, pretend we're in the living room with me and we're just all hanging out. We're sharing our best ideas. Like there's no team members that are allowed to be there. Teams is not cause I don't want you there. I just want your doctors to be able to speak openly and honestly and to be able to get the support from other owners in the room and.   It was crazy because the doctors were like really the only thing like even dentistry, you could have somebody else do. Right. Um, but in this scenario, you're like, but I love to do the dentistry. I don't want to have to do the rest. The only thing really you have to do as an owner, you got to set the vision, know the profitability and drive the culture. Like that really is your role. Now, as I said, those three things, you might be like, yeah, right. Do you see my whole to-do list over here? Like you want me to ship you? Yeah. Send me a picture of it. I'd actually love to see it.   I'll help you out. So please, by all means, be a pen pal for me and I will happily look at your to-do list and help you see it differently. Sometimes you're just in the weeds, but other times what happens is a lot of things on there you don't have to do and maybe you're not the best person. But like I said, of the things I listed off, that's really what an owner needs to do. And if that didn't light you up, guess what? You can actually hire somebody who wants to do that. So, but if it did light you up, then great. You can be a doctor, a dentist, and then those are the three things really you need to do.   Yes, you do need to know the numbers. You are a business owner. You don't just get a pick and choose. I'm like, I don't want to care about the numbers, Kiera. I don't want to look at it. Well, guess what? Tough luck. You did sign up for a business and your job is to make sure it's profitable. We don't want to have our teams go out of jobs. Like you have a responsibility to your patients and to your team. And that is part of it, but it doesn't mean you have to be the manager. You don't have to do the one-on-ones. You don't have to like order the supplies. None of that falls on your list. But I think sometimes we think it does, but you've got to make sure that you have to have like,   very clear priorities, very clear direction, and you are leading and guiding. So what happens with that is as a leader, you've got to set the vision and the direction of where we're going. And if you don't have that, then you're going to have constant interruptions and confusion and like, what are we working on? And Dr. you're annoyed because it's just a firefighting rather than a proactive preventative. So if you can work through this and figure out where we headed, what's the direction? And then next step is accountability and org charts. Who does what?   In our team, we just did this nice little shakeup of all of our team members. And it's wild. I thought it was right here. I was going to show you. So it's not, I usually have a carry. We have our accountability chart and I have like, open it up like a legend, like, okay, I have this task. Is this really a me task or who does it belong to in their job descriptions? And we talked about it because dentists are like, but I'm so afraid of like asking team members to do these things. That's why I don't delegate. And I'm so grateful for our doctors.   having trust and vulnerability in our mastermind. ⁓ And we talked about it and it's like, but as team members, if that's part of my job, let's make sure it's realistic for me. Let's make sure I have a clear job description. And then let's make sure my KPIs report that. So when you get this clear, like, doctors, yes, this is the annoying part. And this is where I love consulting and helping offices. Like let's help you get the vision, like where we had in the next 10 years and get your whole team rowing towards that vision. Then we're gonna make sure we've got correct accountability charts. Like who does what? And sometimes having a consultant come in to say like,   No, no, no. Like this is your job. This is what you get to do. I had some team members trying to push responsibility and I was like, no, no, no. This is what we get to do. and after that, from there, then from there, it becomes easy. Like doctors, this is your job. Now, sometimes I think doctors might have a little bit of an ego and not want to let go. And someone like, can do it better, faster, easier, true, but choose your hard. What is that? What is the piece that you need to do? And like, let's choose our hard.   So as soon as owners set the direction, then what's gonna happen from there is teams are gonna feel so much more fulfilled. They're gonna feel like they gotta know where they're going. They know what their job is. They know how to win. And doctors, you don't have to feel guilty, because then what you do is you just pull open the legend, the accountability chart. Like, okay, I have an issue with all of my emails and like responding to the lab. Who can do that? And can we set it up for that? And then doctors, you can be CC'd on it.   ⁓ but that doesn't mean you have to do it. So you can still be aware of it and know everything going on, but then you can go to dentistry and other people are helping you out. But doctors, got to make sure you don't undercut. that's number one. Number two is we want to make sure that like the team is leading, but make sure that they have the authority to do so. So doctors, if your job is to set the vision. ⁓ and I talk about leadership having two different sides, there's a visionary, then there's the execution piece. And if you want to have somebody who's the execution person for you.   You've got to give them the authority to do so and you got to get out of their way. So if you're like, I really just want to do clinical dentistry. I get it. I got to do the vision and I need to watch my numbers. Then great. You've got to empower and let your office manager do their job. you've got to make sure that they're confident and competent. They've got the skills, the resources, the coach around them to be able to do it because you've got it. Like for you to step back into just clinical into your, to a CEO row, you got to empower your team correctly. So.   When a manager is trying to lead, so many of them are like, but our doctor like is stopping us and they're not responding back to us. Doctors, that's your fastest, easiest way to undercut your office manager and to be stuck in doing everything and running this business. Do you know that your OM should be doing 99 % of everything that you're probably doing and they want to and they're great at it they're amazing at it and they're follow through and that's just what they're like bred to do. they're a great office manager, if they're not, then maybe it's not a right person, right seat. Managers, that's what you should be doing. So if we have that, then we're to want to make sure that great like   So if that's what's happening, doctors, you gotta delegate with clarity and authority so that way there's not this hesitation and it's all coming back to you and it's all falling on you. So hey, get this accountability chart. This is the person who's doing it. Empower them, train them, teach them. It doesn't mean I just hand it over to them. You can like work with your OM every single week and like if there's decisions that they made that you didn't agree with, let's talk about that. If you want them to check things out, like I train a lot of people and before they send anything out, I'm like, send it to me. I wanna prove off on that.   And we're good to go from there. Like that's what's needed, but you got to like get it to where things can start to move off your plate. And I think as owners, sometimes I myself hold onto it for ego. And if I let all these people do it, then what's my need? ⁓ one of the doctors, he was like, the literary realized like, I don't even need to be in the practice and they can do everything without me. No, that can feel scary for some people that can feel like, my gosh, am I still needed? Am I still wanted? And the answer is yes. But what we need is we need you to be the lighthouse.   and then we need you to do great dentistry. But that's really it in ownership. But if you don't love that, then find somebody who can be the lighthouse and you'd be the doer. Some people actually are better COOs, if you will, rather than being clinical dentists. Like they love to do the business side. They love to run all the systems. They love to build it. Then get yourself out of clinical dentistry. But if you're the one who's like, obsess about being a dentist and I wanna just do the clinical, great, you need a strong operator next to you and that's usually your OM. And OMs you need to be able to be.   follow through, say the fastest, easiest way to have a doctor not trust you is to break trust in the sense of I'm gonna get this to you and I don't get it to you. So own your word, own your results and execute consistently. And doctors like, thank you, Kiera, like clap it up, like, yes, yes, yes, like it's true because you wanna make sure that what you delegate and what you ask this team member to do, it reports back to you rather than you needing to chase it, hunt it. Be proactive OMS, be like perfect, here's my end of week, here's all the things that have been done, here's where we sit.   Do know how much your doctor's gonna love you? Like that's what lets them be free to be these amazing clinicians and not have to own it. So you've got to be able to delegate and have the authority, give them the authority, trust them, empower them and have the meetings and whatever you need to where you can feel like you can trust them to do the job well. If they're not doing things right, give them the honest feedback. I've got a new personal assistant while Shelby's out on maternity leave. Shout out to the baby. We're so happy for her.   I had to just tell her like, don't like this. I want you to do it this way. And team members, when your doctor's doing it that way, you've got to have this trust and vulnerability relationship where you can say these things without taking it. I am so grateful for Marisa because I get to tell her like, that's not how I want this. I want it like this. This is how I need it. She's my right hand on so many things. I can tell Britt the same thing. I can even say, Britt, I don't want to say this to you because I know that I'm people pleasing. Me even calling it out, Britt's like, no, I'm no BS Britt. Just tell me straight. Like, what do you need from me? What do you want?   That's usually what people need. when you can have a relationship where you're that fluid with your OM and OMS with your doctors, this is how you're going to be able to grow. And this is how you're going to build the trust to be able to delegate, to abdicate, not abdicate, delegate and release these tasks to other team members. And then OMS, your job is to grow and make sure your team is doing what they're supposed to. They're hitting their KPIs consistently. We're having our meetings. People are falling through. Our patients are getting the great patient experience. OMS, that's your job.   Your job is to make all this vision amazing. Check all the boxes, take care of your doctor. Does not necessarily mean a personal assistant, but it does mean we're checking all the boxes. We're running the team. So our doctor can be an amazing clinician. Give us the vision, go to great dentistry and we take care of the rest. That is how a doctor OM relationship should look. So from there, we want it to be where you guys really truly are able to do that. And if you guys are able to do those two things, so right, what were they? Number one, I want you to be able to have a clear direction and a clear vision.   And then number two is we need to use that accountability chart, delegate and give authority so that way people can do it. And then after that, how do we fix this? what are some quick fixes that we can also do? Is number one in the accountability chart, define your role as the owner. What are the decisions only you can make? What are you gonna own versus what are you gonna delegate? And then set the expectations with the team. I'm obsessed with this because this is going to help and it's ownership as a role.   not a title, okay? So doctors, I'm gonna own this, OM's gonna own this, treatment coordinator's gonna own this, biller's gonna own this, dental assistants are gonna own this. It means own. We hit the results. not like, we innovate, we figure it out. That's what ownership means. It does not just mean I have the title of this. Then after that, we build the leadership structure that's going to support us. So we've got doctor, we got OM, and we've got our leadership team. Depending upon the size of it, it might be two people on your leadership team, it might be three people, it might be four, it might be like 15, whatever it is.   and have clear responsibilities and we have regular meetings. I recommend meetings once a week and then I recommend quarterlys. I'm obsessed with traction. You guys know that we run a Dental A Team's version of it that is very much ⁓ a mix of a few items that I'm obsessed with and I love it. Run our weekly meetings, run our quarterly meetings. Like this is what you need to do to be successful because when you have a strong leadership structure and doctors, this is where you got to do it. Like as an owner, you do the clinical dentistry, you set the vision.   and you go to the leadership meeting, you are part of it, you gotta set the vision, but you typically don't walk out with many to-dos. You don't, that's what your team should be doing. And if you're taking on to-do after to-do after to-do, we're not following that accountability chart. So we've got to have strong leadership. And then what we're gonna do from there is we're gonna have a simple like CEO rhythm. So for me, that's check-ins weekly with my O-N, it's weekly or monthly reviewing the financials, and then like I said, quarterly planning.   Like as a CEO, you've got to watch these things. You got to check the KPIs. You got to work with your OM. Like that's part of business ownership. It's like, you don't need more time. You just need consistency. And realistically, this is your two hours a week of CEO time. So if you get it done, you can do this. I usually recommend during clinical time. So two hours during my clinical time, I focus on the business. I work with my OM. I check the financials. And then we do have a longer quarterly meeting. Most of the time it's anywhere from four to eight hours for a quarterly meeting.   This is how you're going to be able to build control. Consistency builds control. It's a great thing for it. So while you're doing this, do you see how we've just taken all the busy minutiae off of you? You can still be this great clinician. You can still be this amazing dentist. You can still love dentistry and you can still run a successful business, but you don't have to do all the pieces of it. You can really have your cake and eat it too, but you've got to be consistent. You got to be willing to let go. You got to be willing to put in the work to get the accountability and the vision and the meeting set up and   Clear expectations with your OM. Those are the weekly meetings. Like if things aren't going the way you want it, have the conversations, fix the pieces. You and your OM need to be in lockstep, like tight, tight, tight with each other. And if you don't have that relationship, you gotta build it. And you can start having the honest conversations. Read Five Dysfunctions of a Team together, like by Patrick Lanziani. Read things together where you guys are building. Read traction, read rocket fuel, like.   figure out what you two are both supposed to be doing, but you've got to have this lockstep where you trust them implicitly. And if you don't, you need a different OM. And OMs, that's no bash on you. It just means, or you guys have to figure out what broke the trust and how do we get that trust back? This means that you are not like stepping away. You're just stepping up into the role that you're meant to be. So you don't have to do every single thing in the practice, but you do have to lead. And if you don't want to do that,   You can't abdicate this to your OEM. Like you can't, you're the boss. Like you are, whether you want it or not. Or you hire another CEO to run your business for you. But I want you to see that you can be truly the CEO of your practice. You can empower your team and you can be a great clinician. You don't have to do it all. So this is something where truly, this is what we help with. We build leadership teams. We help doctors get into the CEO seat. But I want to say, because there's a client who sent me an email today and they're like, I just feel stuck. Like we've been consulting and   I appreciate these, I really do. I want you to know though, while that is true, you are stuck as a leader, you have to own that. So, and this is a mix, got a couple emails that came in. Doctors have to be willing to have the hard conversations. If you're not willing to tell your team what you need and you're willing to keep taking it on and on and on, that's a choice. But there's also a choice where you have the uncomfortable conversations with your team. You have the uncomfortable conversations with your coach and say, this is what I need from you.   My gym trainer, I love her, but we're going on this two month journey together. And I said, what do I need from you? I need you to text me for accountability check-ins. I need us to have them preset. And I need it to be where you give me at least like one or two food examples per week. So that way I don't have to try and think of those. That's all I need from you to be successful. But me, I have to be willing to say that. I have to be willing to tell my team what I need. I have to be willing to build the org chart. I have to be willing to look at the numbers. I have to be willing to do the work to get from where I am today to where I ultimately want to be.   but it's not that far away. It's actually quite easy. So if you want help with that, you want to chat about it, reach out. Hello@TheDentalATeam.com. But I want to make sure that you're ready for it because as a coach, my job is to guide you, to lead you, to tell you what you need to do. But ultimately I'm not the one who does it. That's you. So if you're like, yeah, I'm ready for a change. I'm ready to do this. I'm ready to tell what I need. I want to be the CEO of my practice. I don't want to continue on this path, but you have to actually let go. You have to like have the vision. You've got to lead your team.   and you got to execute on it and you got to trust your OEM to do it. And if you don't have an OEM that you can trust, you've got to hire another one. Like black and white, this is what's got to happen. You got to be willing to make those choices. We don't get six packs overnight. We get them from consistently, consistency. We get them from doing the work. We get them from making the hard decisions and being disciplined. That's how we get it. And that's the same thing for your practice. You can be the doctor who's just clinical, but you've got to make sure that you set your practice up for success. So reach out. I'd love to help you. Hello at thedentalanteam.com.   And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

Many professionals think that one way to keep their career moving upwards is to change companies. Unfortunately, this is a relatively rare occurrence.