Podcast appearances and mentions of matt finally

 Does the U.S. version of the 2.0-liter turbocharged Lotus Emira really have a better transmission than the one we drove in the UK? How did Matt FINALLY fix the mystery electrical issue plaguing his wife's Nissan? What happened with Mark Rober, the Tesla, and the fake wall? Plus, we answer Patreon questions including: - Why do car companies stop making parts that people need?- Which car is ALL over Montana?- What will Matt do with his Manx buggy?- Our best deal on a used car, ever?- Cayenne hybrids: smart used buy or danger to wallet manifold?- $25k question: 2007 Cayman or 2022 Subaru BRZ?- Road trip breakfast of champions- Which rental cars have the most room?- Do cheap boats exist?- What would a banker buy in 2008?- What's a DIY job that ended up costing you way more than a shop would charge?- Is Porsche Active Ride worth it?- What $100k used car will be worth $150k in 20 years?- And more! Recorded March 17, 2025 Mark and Tesla: https://www.theverge.com/tesla/631308/mark-rober-tesla-youtube-autopilot-lidar-fake-claims Get TWENTY PERCENT off your DeleteMe plan when you go to https://www.joindeleteme.com/TIRE and use promo code TIRE at checkout. Eat smart with Factor. Get started at FACTORMEALS.com/FACTORPODCAST and use code FACTORPODCAST to get 50% off your first box plus free shipping. To listen to DRIVE with Jim Farley, just search for “DRIVE with Jim Farley” in your podcast app. https://www.youtube.com/@Jim.Farley  New merch! Grab a shirt or hoodie and support us! https://thesmokingtireshop.com/ Want your question answered? To listen to the episode the day it's recorded? Want to watch the live stream, get ad-free podcasts, or exclusive podcasts? Join our Patreon: https://www.patreon.com/thesmokingtirepodcast Use Off The Record! and ALWAYS fight your tickets! Enter code TST25 for a 10% discount on your first case on the Off The Record app, or go to http://www.offtherecord.com/TST. #cars #comedy #podcastTweet at us!https://www.Twitter.com/thesmokingtirehttps://www.Twitter.com/zackklapman Instagram:https://www.Instagram.com/thesmokingtirehttps://www.Instagram.com/therealzackklapman Click here for the most honest car reviews out there: https://www.youtube.com/thesmokingtire Want your question answered? Want to watch the live stream, get ad-free podcasts, or exclusive podcasts? Join our Patreon: https://www.patreon.com/thesmokingtirepodcast Use Off The Record! and ALWAYS fight your tickets! Enter code TST10 for a 10% discount on your first case on the Off The Record app, or go to http://www.offtherecord.com/TST. Watch our car reviews: https://www.youtube.com/thesmokingtire Tweet at us!https://www.Twitter.com/thesmokingtirehttps://www.Twitter.com/zackklapman Instagram:https://www.Instagram.com/thesmokingtirehttps://www.Instagram.com/therealzackklapman

Welcome to another episode of Training Talk. The Sweat Elite Training Talk series happens over on our Private Podcast feed every week and is for supporters only. Every now and then we share an episode on the main Sweat Elite Podcast. In this episode we recap the Chicago Marathon where Sweat Elite founder Matt Fox finally broke 2:20, running 2:19:31. Luke is currently taking a short break while he recovers from a heat related injury and provides some insight into his plans for the next few months. Later this week we will be publishing an episode diving deep into the things Matt changed this year to finally break 2:20 including higher mileage, a new diet, gym and more. Join us here: https://www.sweatelite.co/shareholders/ --- --- --- Luke Instagram: https://www.instagram.com/lukeandrewkeogh/ Luke Training Log - Strava: https://www.strava.com/athletes/87061348/ Matt Instagram: https://www.instagram.com/mattinglisfox/ Matt Training Log - Strava: https://www.strava.com/athletes/6248359        

In the final walk of the series will Matt FINALLY see a Bearded Tit after years of searching? Email your birding questions to info@rocknrollbirder.com or DM us on socials @RocknRollBirder. Thank you to this week's sponsors Greenfeathers and Eco Bird Food. Don't forget to use our code RNRB20 for 20% off bird food fromEco Bird Food. Hosted by Matt SpracklenProduced by Sarah SpracklenMusic by David JosephFor Wren Productions Ltd. Hosted on Acast. See acast.com/privacy for more information.

Matt and Adam get together to do some Holiday well wishing, recapping an eventful 2023, and peer into their TPN crystal ball-permanently INOP- to see what's what in 2024. No matter where you are on this beautiful planet, we wish you and your's a wonderful Holiday season filled with joy! Want to chat with us? Fire off an email to heyguys@thepilotnetwork.com and give us a piece of your mind. Check out everything else going on in and around TPN at thepilotnetwork.com --- Support this podcast: https://podcasters.spotify.com/pod/show/thepilotnetwork/support

Thursday, October 19th — In this episode we talk about: More on Doug's hippie festival this weekend, Matt finally tries Taco Bell vegan nacho cheese Weather report: Pinky Cole's forthcoming cookbook, Australian plant-based fat might be a gamechanger, Denmark first country to create plant-based food roadmap Whole Foods Market's Top 10 Food Trends for 2024 (https://www.wholefoodsmarket.com/trends/top-food-trends-2024) Tune in live every weekday at 11am to watch on YouTube or on Instagram (@plantbasedmorningshow and @nomeatathlete_official), or watch on Twitter or Twitch! Follow @plantbasedmorningshow, @realmattfrazier, and @itsdoughay for more.

The Matt McClearin Show began Thursday's final hour discussing what the future holds for the Georgia-Florida rivalry as TIAA Bank Field in Jacksonville prepares to undergo renovations in the near future. Matt says why moving that to campus could cause massive ripples for CFB as well as the NFL expanding to Europe.  18:48 - Thursday's Tunes!  Matt, SaBerre, and Conrad play some music they enjoy.  This week, playing off Tuesday's viewing of "Speed," the guys play songs dealing with driving.  32:17 - The apocalypse must be nigh because Matt actually agrees with what Jimbo Fisher said about TCU. See omnystudio.com/listener for privacy information.

In episode 13, Matt & Leslie talk about the Taylor Swift ticket debacle (and why we LOVE HER). Matt FINALLY watches one of Leslie's TV shows, Leslie makes sense of the political voting system with a simple high school story, and Matt finds a mary-juana cigarette.

Do you feel the need for speed? Oh... no? Then what are you doing? Just futterwacken? Oh okay. Matt and Mark return to talk the Morbius re-release, Johnny Depp, and how they always manage to turn shows into animes. Like, who is this for?? Oh, and we also find time to review Top Gun: Maverick, the movie that's sending us all straight back to the Danger Zone. It's summer movie season, ladies and germs, and we're shirtless and ready and reporting for duty. Well, just one of us is shirtless. Spoiler alert: it's Mark. Follow us on Instagram @themattandmarkmovieshow, or TikTok @themattandmarkmovieshow, and please consider rating us, reviewing us, leaving us a Yub Nub, and subscribing to us wherever you get your podcasts. You can also contact us the old-fashioned way at mattandmarkmovieshow@gmail.com! Check out our Linktree for more! We're sponsored by Blubrry! Use the promo code GETRECD to get TWO free months of Blubrry podcast hosting! Or sign up for PRO and get your hosting setup fee waived! Also, we finally have MERCH! Check out the official Matt and Mark Movie Show Merch Zone at Teepublic and use this link to help support the show and rock our sweet duds. You know you're gonna look HARD AF with this gear, son.

Greetings Guitar Smarts listeners! Welcome back to the show and thanks for sticking with us. This week, we celebrate a rare event - MATT Has bought a new guitar! In fact, he has bought two. Come an listen to the lowdown on what happened and what the guitars were!Remember to please subscribe wherever you listen to your podcasts, and come to see us on our social media channels below:https://www.facebook.com/Guitarsmartshttps://www.instagram.com/guitar_smarts/Have a very merry time playing guitar this week, and we will see you next Monday! Want some fantastic Guitar Smarts Merch? Head to official Etsy Merch Store below:https://www.etsy.com/uk/shop/GuitarSmartsStoreDon't want to buy merch but want to support the show? Buy us a coffee!https://www.buymeacoffee.com/GuitarSmartsAre you thinking of starting your own podcast? Following the link below lets Buzzsprout know we sent you, gets you a $20 Amazon gift card if you sign up for a paid plan, and helps support our show.https://www.buzzsprout.com/?referrer_id=1555636Rate and Review the Guitar Smarts podcast here:https://www.podchaser.com/podcasts/guitar-smarts-1580199 (On the right hand side, press the button that says 'Rate this Podcast')https://podcasts.apple.com/gb/podcast/guitar-smarts/id1548265334 (Follow this link, then open the podcast in your iTunes app and leave a rating in there)https://web.podfriend.com/podcast/1548265334 (Click on the 5 Stars under the podcast title and then leave a rating and review) Support the show

Kate and Nicole from Two Girls 1 Formula join Brian and Matt to rank the top and bottom of the social media grid and there are plenty of surprises. Will newcomer Zhou Guanyu make it to Q3? Will Lewis Hamilton hang on to P1? Should we care about Daniel Ricciardo's Linkedin thought leadership posts? And do Brian and Matt FINALLY have something nice to say about Lance Stroll?! Tune in to find out.Check out the TG1F Podcast.Follow us on Twitter, TikTok, and Instagram.

Kate and Nicole from Two Girls 1 Formula join Brian and Matt to rank the top and bottom of the social media grid and there are plenty of surprises. Will newcomer Zhou Guanyu make it to Q3? Will Lewis Hamilton hang on to P1? Should we care about Daniel Ricciardo's Linkedin thought leadership posts? And do Brian and Matt FINALLY have something nice to say about Lance Stroll?! Tune in to find out.Check out the TG1F Podcast.Follow us on Twitter, TikTok, and Instagram. --- Support this podcast: https://anchor.fm/trfpod/support

Ep 52 Matt Finally Catches Up On Dragonball Super Matt catches Cameron up on Dragonball Super and then they talk training for about 45 minutes If you want to support the Podcast make sure you follow th e following Instagrams @strikeforceenergy @atlasstrengthshop @atlasnerdsandironpodcast @impactmouthguards Check our the Atlas Strength Shop's website at www.AtlasStrengthShop.com for all of your apparel needs and to ask about programming! Use Promo Code “ATLASNERDS10” at checkout to save 10 percent on ALL apparel! Use the Promo Code “ATLASSTRENGTH” at www.SrikeforceEnergy.com to save 20 percent on all of your orders Use the Promo Code “ATLASSTRENGTHSHOP” at checkout at www.ImpactMouthGuards.com to save 10 percent on your orders. The Atlas Nerds and Iron Podcast is a show staring Cameron Ray and Mathew Cavalier from the Atlas Strength Shop where we talk about all things strength sports (including strongman, powerlifting, Olympic lifting, and Highland games) and your favorite fandoms (including Star Wars, Marvel, DC, and Anime). We noticed within our own community how often these two niches intersect so here we are to fill that gap!!!

In this episode, Brian and Matt FINALLY introduce themselves, give you their predictions for which drivers would die first in the Squid Game, feature some of your spicy spicy takes, and read an unhinged fan letter that will change the course of F1 history. Plus, Matt's mic crashes more than Grosjean.

In this episode, Brian and Matt FINALLY introduce themselves, give you their predictions for which drivers would die first in the Squid Game, feature some of your spicy spicy takes, and read an unhinged fan letter that will change the course of F1 history. Plus, Matt's mic crashes more than Grosjean. --- Support this podcast: https://anchor.fm/trfpod/support

Kevin and Matt FINALLY get around to discussing Spider-man: No Way Home and sprinkle in some other comics and pop culture talk along the way.

Tonari no Seki-kun (or "My Neighbor Seki") has usually been a soft spot for most Anime fans, with it's simple and slice of life aspects. Despite it only airing in 2014. Keith and Matt discuss their thoughts about the Anime and ideas for a potential revival. Join our Discord server: https://discord.gg/9uqjdD Follow our Instagram page: https://www.instagram.com/geeks_crossing/ Follow NUCLEARBACONz on Twitch: https://www.twitch.tv/nuclearbaconz Follow cryptolockgames on Twitch: https://www.twitch.tv/cryptolockgames Follow karrotbyte on Twitch: https://www.twitch.tv/karrotbyte Intro/Outro done by BKNAPP: https://bknapp.bandcamp.com/ --- Support this podcast: https://anchor.fm/geeks-crossing/support

In the second episode of our three-part series on chronotypes,  Matt speaks about what happens when you do not sleep in harmony with your natural chronotype. Unlike morning larks, night owls simply cannot fall asleep easily early at night, which leads to the first and most obvious consequence of not sleeping in line with your chronotype—you don't sleep as much.Matt explains that morning types sleep over 7-hours per night on average, while evening types can only manage 6.6-hours of sleep per night. Matt also notes the upshot, which is a chronic “sleep debt”, one that accrues night after night, month after month. The ramifications are many, including increased caffeine intake for evening types, higher likelihood of developing hypertension and Type II Diabetes, and greater difficulty maintaining a healthy body weight. In addition to these consequences to the body, evening types are two to three times more likely to develop depression than their morning type counterparts, and twice as likely to be using antidepressants. Matt clarifies that his intent in sharing the concerning statistics is not to worry evening types, but rather, to help them realize their true biological nature, and as important, not feel guilty for it. Today's episode aims to vindicate and empower evening types with the knowledge that they may be sleep deprived, and to help them find a schedule that falls in line with their natural chronotype.Matt Finally speaks about current societal practices that push (actually, force) night owls into unhealthy sleep rhythms. He outlines his (lofty

In this relaxed fit episode Matt and Mason reminisce on two years of podcasting, their childhood, how they met, and how unlikely their friendship actually is. Follow us @thecrushitteam on TikTok, Instagram, Facebook and Twitter!Check us out on thecrushitteam.com

In this episode, Matt and Adam discuss the delay of Back 4 Blood, Microsoft in talks to buy Discord for upwards of 10 billion dollars, Matt finally tries Animal Crossing and gives his verdict, It Takes Two getting great reviews and plans to stream the game are announced, and more. If you are enjoying this show, please share with a friend and follow us on social media @RamblinGamers. Thank you!

It’s finally time for Matt to be honest...   Shock Chock Knock On The Block.  Clickfish: Keeping it clean (kinda).  It's a Parking Miracle! See omnystudio.com/listener for privacy information.

Matt Finally dresses the bullies in the house and there are 2 one on ones.

Dave Sim and http://momentofcerebus.blogspot.com/'s Matt Dow ONCE AGAIN, do their monthly phone call. This time they begin by finishing the discussion of Dave's list of significant events from his life that was listed in his notebook used to produce Reads. Then two more questions from http://www.cerebusfangirl.com/ Margaret Liss. Then more questions from: Michael R (of Easton Pennsylvania), Jeff Seiler, Bryon, and I feel there was one more... ALSO, Matt FINALLY explains the Secret Origin of Ron Essler, how Matt broke his finger on Black Friday, and the Real History of Doug Ramsey/Warlock/and the New Mutants. (It was a thing.) WITH: a special surprise guest appearance from Jeff Seiler, since technology is amazing and Matt got it to work. AND: also with Dave paraphrasing Jeff's question since Matt's too lazy to edit that bit out... --- Support this podcast: https://podcasters.spotify.com/pod/show/matt-dow/support

A very highly requested episode! My boyfriend Matt FINALLY comes on my podcast to answer your questions! What is it like living with me? How do we settle arguments? And the number one question - when are we getting married??? I hope you all enjoy this episode! If you do, don't forget to leave me a rate and review on Apple Podcasts and follow me on Spotify! Follow Matt on Twitch: https://www.twitch.tv/mattlohh Follow Matt on Instagram: @MattLohh https://www.instagram.com/mattlohh/ Follow my podcast Instagram: @loveandriapodcast https://www.instagram.com/loveandriapodcast/ I take pictures of my coffee and boyfriend here: @andriagarcia_ https://www.instagram.com/andriagarcia_/ Let's Collaborate: loveandriapodcast@gmail.com --- Support this podcast: https://anchor.fm/loveandria/support

Matt and Molly did laundry and made each other watch Grease and Point Break! Plus tons of tangents and the movie Savages Follow their madness down the rabbit hole of Blake Lively, John Travolta, musicals, the West Wing, Harry Potter, and more

Matt and Molly did laundry and made each other watch Grease and Point Break! Plus tons of tangents and the movie Savages Follow their madness down the rabbit hole of Blake Lively, John Travolta, musicals, the West Wing, Harry Pot

Sandy gets herself off this sinking ship that is Melrose Place. Also, Matt finally gets his storyline from the storyline closet.

The impossible happened! Check out Paul Laux on twitter (@ChopsRadio) and Matt Hribar (@hribstar) on twitter and Instagram. This podcast is powered by Pinecast.

Matt FINALLY gets the chance to interview his little sister, Karlyn, who is a type 1 diabetic, an ICU nurse, and a world traveler.Follow Karlyn here:Instagram: https://www.instagram.com/karlynvv/ --------- Welcome to the Pardon My Pancreas podcast!! This show is all about REAL life with type 1 diabetes, understanding fluctuations, and how to stabilize your blood sugar for good. Your host is Matt Vande Vegte is a certified personal trainer, nutritionist, and type 1 diabetic whose biggest goal in life is to help people with diabetes around the world live their lives fearlessly. Looking for an online health coaching program to help you live your best life? Go to https://www.ftfwarrior.com to learn more about his program for diabetics only that is focused on helping you reach your goals while living a happier and healthier life. Join the Tribe today!This podcast is sponsored by FTF Warrior - An online health and fitness coaching company for type 1 diabetics dedicated to helping them master their blood sugars through any activity, exercise, or meal! https://www.ftfwarrior.comFollow Matt here:Instagram: https://www.instagram.com/ftfwarrior/Facebook: https://www.facebook.com/ftfwarrior/Youtube: https://www.youtube.com/c/ftfwarrior------------------------------------------------------Disclaimer: While we share our experiences with diabetes, nothing we discuss should be taken as medical advice. Please consult your doctor or medical professional for your health and diabetes management

Hey everybody, in today's issue of Geek Astronaut, Matt FINALLY gets a new Gambino album, we touch on different ways the pandemic is affecting movie releases, some of the weirdly good things the pandemic is doing for the world, consolidation of Kevin Feige's power, Rosario Dawson cast in the second season of The Mandalorian, Jake Johnson being wholesome as hell, Josh Boone has some things to say about Dark Phoenix, nobody care about Artemis Fowl, Gamestop is evil, Marvel's New Warriors, America Chavez gets a new run, Outlawed, Kenny Rogers passing, and our incredibly uninformed take on the Country Music world. Geek Astronaut is a freeform discussion show about Geek Culture, Comics, Music, TV, Movies, Sports, etc. We hope you enjoy and keep checking in new episodes weekly! Find us on instagram @Geek_Astronaut Twitter @GeekAstronaut The Geek Astronaut page on Facebook and Individually on Instagram Matt: @mcbainpapi Jared: @theredknite

GophersVikings

Justin saw "Midsommar" and talks a bit about that. Matt FINALLY watched all of "Young Justice" and also has been doing a "Star Trek" deep dive. There's some discussion of cons, Halloween haunts and (of course) toys. Then it's on to talking about "It: Chapter 2"

Drinks on Us Aug 18, 2019 Michelle and Matt FINALLY experience Turkish coffee. Kinda. They discuss the origins of decaf coffee and how it came to be. Is it an older creation? You’ll find out. What is Swiss Water decaffeinating and how does it work. The duo discuss. Read the article: https://foolproofliving.com/how-to-make-turkish-coffee/ The Week in Review features news about Drake, Taylor Swift, Kendrick Lamar and Disney Movies. The DoU crew discuss using coffee grinds in your garden as an amendment to the soil and create and taste an Old Fashioned Cocktail on air. Michelle’s reaction is a topic for conversation. Read the articles: https://www.growveg.com/guides/a-common-sense-guide-to-using-coffee-grounds-in-the-garden/ https://www.allrecipes.com/recipe/162397/classic-old-fashioned/ This year’s CNE Menu is uncovered and M and M discuss the latest offerings. Do you like Pickles? If so, head down to the CNE. Read the articles: http://bit.ly/2Ha3lsJ Lori McLorn of Sauga 960’s Chewin’ The Fat joined the DoU crew. Lori is a professional chef and springboards the crew into a bunch of topics. How to brine meat, short order cooking and Lori’s favourite restaurants are all chatted about. Lori is affable and spins multiple yarns about life in the professional Kitchen. COCKROACHES! There are stories about COCKROACHES! Read the article: https://purelyprimal.com/2011/06/28/secrets-brining-meat/amp/

Lewis Capaldi popped in to open the new lift at Absolute Radio Towers and have a quick catch-up with Dave. As the title suggests Matt plans the return of his Uncle Roger's coat and Glenn recalls one the most embarrassing driving dilemmas

We discuss different models of asking questions to students, typical mistakes trainers make in asking questions and the most powerful questions we can ask ourselves to reflect.Ross Thorburn: Hello, everybody. Welcome to our podcast. Today, we've got two guests. Matt, our regular guest...Matt Courtois: Hey, how's it going?Tracy: Hey, Matt! And we have Karin.Karin Xie: Hello.Tracy: Karin Xie!Ross Thorburn: What do you do, Karin? What's your job now? It's changed since last time.Karin: Yeah. I am now the Academic Manager for Trinity China. My job is helping teachers preparing their students for Trinity GESE exams, and also expanding Trinity TESOL courses to teachers in Mainland China.Tracy: Great, OK. Welcome.Ross: Today, I thought we could talk about questions. I thought it would be interesting today to look at different aspects of questions, or different ways that we can look at questions using Bloom's taxonomy, open and closed, and a whole lot of other things.Tracy: We've got three questions about questions. The first one is questions teachers can ask, and the second?Matt: The second one is questions trainers ask.Tracy: And the third one?Karin: The questions we can ask ourselves to reflect.Questions teachers askTracy: You know, we all are teachers, we were teachers, and we've trained teachers. What do you think teachers really feel struggle with asking questions in the classroom?Karin: I got curious in that question. That's why I used it as my section one for my DipTESOL portfolio topic. We ask so many questions, but we are not necessarily always aware of why we ask the questions we ask, and what we were trying to get from the students.Matt: Did you find anything in your research?Karin: Yeah, the main thing was teachers rarely paid attention to the proportion of display questions and referential questions they ask.Ross: Before we jump into what kind of things teachers ask, what are some different types of questions or ways of categorizing teacher questions?Karin: The simple way of categorizing questions like open‑ended questions, and yes/no questions, and there's also, display questions, and referential questions.Ross: I think most people can get closed and open questions, but what's a referential question or a display question?Karin: A display question is when the person or the teacher knows the answer, or the other people also know the answer to the question. For example, when you hold a pen, so everybody can see the pen, and you ask, "What color is this pen?"The referential question, on the other hand, would be when you invite opinions, or ask questions that there's no definite answer to.Tracy: I think the display question is quite similar to experience questions, because everybody can see it, can feel it.Ross: I suppose that's good for checking some kind of meaning. You can be sure that however the students answer it, they've either got the concept or not.Tracy: For example, can you find a microphone in this room?[laughter]Ross: I can imagine that must be a problem. If teachers ask too many display questions, there's no real genuine or natural communication. You would never normally ask someone, "What color is this pen?" because you can see the color of the pen by looking at it.Tracy: Yeah, there's no need to ask a question.Matt: It's OK to ask questions about the function of language sometimes, like what it means. I guess we're talking about vocabulary here, but with grammar as well, asking questions, comparing two different grammar structures. It's not necessarily something you would do in day‑to‑day conversation, but I think it's the kind of question that's really essential in the classroom.Karin: It's almost like a concept‑checking question you're talking about.Matt: I think a well‑formed concept checking question can drive a student's understanding of this grammar point or vocabulary point forward. It's not just, "What do you know about it already?"You can ask, for example, after reading an article. I think it's really useful to ask, "Why did the author choose to say it this way? What other ways could he have said it? What other grammar could he have used? How does that change the meaning?"These can not just display that you understand what the grammar is, but it can actually push forward your understanding of grammar.Tracy: It seems like you give the students an opportunity to go further and to make connections between the language, and also how the language can be applied in real communication. For example, where can you use it, and why people use it, instead of using that.Karin: Or getting students to analyze and evaluate the language that they've heard, or they just used.Ross: Sounds like now we're heading on to Bloom's taxonomy as a way of looking at questions.The lowest levels of Bloom's taxonomy might be "What's this?" or "What did you read?" or "What did this person do in this passage?" whereas, higher up, it would be, "Why did they behave this way? Why did they make this decision?" Then maybe at the top it might be, "Can you rewrite the ending to this story?"Tracy: Did you read something recently, Ross, about reading comprehension questions?Ross: I have here a couple of other models for reading comprehension questions. One is by Diane Freeman. She splits reading comprehensions into three different areas. One is questions about the content, like what happened in the text or why did this person do this.Then, you get questions about the language. Maybe those are ones like Matt mentioned earlier. What tense did the person use here? Why did they use that? What does that show?The final one, as she calls them, affect questions. It's like a personal response. What do you think of this character? Why do you think they did this thing? Or, evaluation, like what did the author mean by this?Matt: Or what stance does the author take? How does it represent the values of society? Where is the author's place in this?Karin: One thing that I didn't know or wasn't aware of before I did my research, but I did come to realize, was that the follow‑up questions really made a difference. For example, the first few kinds of questions that you mentioned, most teachers would ask them, but what really made a difference was the later ones, because not many teachers ask them.[crosstalk]Ross: I always thought forward these things, like going to those higher levels of Bloom's taxonomy, it's nice to have, but maybe it's not really helping people learn language.The more I've read about this recently, the more I'm beginning to believe, or understand, that the deeper you get students to process and think about it, the more they're able to remember and recall ideas later on. Really pushing people to think about things in a much deeper way actually helps them with language acquisition.Tracy: Recently, I read Edward de Bono's book, "Teach Your Child to Think." What he mentioned is about there are a different type of practice and you can help the children to improve their thinking skills.There are four different types of item, and they are fun items, which means the questions should be imaginative, and they can be a little bit crazy.What would happen if we all had a third arm? They have a remote item beyond their experience and means. For example, what factors would you consider when you're choosing a place to set up a new restaurant? For children, probably, they've seen restaurants, but they don't know what is the process to set up the restaurant.The third one is called backyard item. For example, what do you think your school policy is. Do you agree with it or you disagree with it? It relates this to their life.The last one is called highway item. It's serious and directly relevant to their life like how can you make more friends in your neighborhood?These questions, of course, not always, were used in a classroom. Also, I think teacher and parents should help their children to be able to improve their thinking skills.Questions trainers askRoss: Let's talk a bit about questions that trainers ask them. I know Karin, you and I and Matt, we talked before about almost this danger of trainers asking questions to trainees and doing that classic thing of, "Hey, I'm trying to elicit an idea. Do you know what it is?"Matt: Years ago when I was a teacher, I had a trainer who was talking about board work and she asked us something about, let's say, word stress. She was saying, "What's a way we can symbolize word stress on the board?"Somebody was like, "You could draw a circle over the stress syllable." The trainer went, "Yeah, I guess we could."[laughter]Matt: She kept going at it and somebody else was like, "You could underline the stress syllable." "Yeah, yeah, yeah."[laughter]Matt: Finally, we got to the point of just saying, "What is it?" and she was like, "Guys, we have different colored markers on the board." Then we're like, "Oh, OK. I get it," and she's like, "So, what can you do?"[laughter]Karin: It's almost like reading my mind or guess what I'm thinking, rather than what we can do, or different options.Ross: At least in that example, none of those other options were any less valid than the other one. I think the thing is that people will be more likely to use their idea than something that someone else spoon‑feeds you.Matt: Ross, when you observed my training before, or maybe when you observed my lessons at the very beginning, the first question you asked was what kind of feedback do you want. Do you want to do a coaching reflection thing? Do you want to just give you a few points to work on?I thought that was pretty cool. I think we ended up doing a reflection thing. Then we finished that and I said, "OK, what's your advice?"Karin: That's because maybe you both preferred that coaching style. We were so used to a certain way of doing things in training and feedback. We just assumed that people would prefer similar ways. We are just how we trained.Tracy: Like Matt mentioned, it's great if the trainer can give the options to the trainee on what type of feedback you prefer. It also doesn't mean that's always true. If I say I prefer direct feedback, it doesn't mean this person can really accept and then to be reflective on those direct feedback, or take actions. I think there is always a balance.Ross: I don't think I do that anymore. I don't think I give people that choice because what I found was that people just say, "Yeah, just tell me what you think." That's like the default setting.I often find that after you tell someone, "These are the three things I would change," they're like, "Well, that was a bit direct."[laughter]Ross: It's like that's what you thought you wanted but maybe that's not what you actually wanted. In that situation, now, I usually go, "What do you want to talk about, about the lesson or about the training?" Tell me about it.Usually, you find that the thing the person first starts speaking about is the thing they're most interested in. Then you can start exploring that area.Tracy: I think it's also a good opportunity if they felt that they did something really well and we can still explore. Why do you think it went really well?Matt: When we were talking last night, you drew a distinction between two kinds of questions. You're saying that's eliciting, it's not really...what was it?Ross: Right, I think, Karin, your example.Karin: Self‑discovery.Ross: Yeah, your example was...I ask these questions so people can self‑discover. I think there's a difference between self‑discovery and eliciting. If you ask a lot of questions to elicit, that's like, "I have an idea and I want to 'coach you' to get to this idea that I'm already thinking of."That's the thing people find annoying. Whereas self‑discovery is different, because that's, for me at least, you're discovering your own answer to the question. I don't really care if the answer that you get is the same answer as I've thought of or not.Matt: So often I think what every trainee hates is when the trainer is eliciting from them and they try to disguise it as self‑discovery.Questions we ask ourselves to reflectRoss: We talked about teachers asking questions and trainers asking questions. I think that probably all of us have found, when you get to a certain point in your career, there isn't anyone asking you questions and coaching you. It comes down to yourself, to be in charge of your own professional development. What questions do you guys ask yourselves to help yourselves improve?Tracy: I always try to ask myself...I read something or I heard something or just to find out a new concept and how can I make it relevant to my working context.Karin: Remember, Tracy, I was showing you the Chinese quote from my friend. The three questions. She said, whenever you talk to people, ask yourself, one, would people be able to understand what you say?Two, the things that people and the things that you mention, would people know about them? The third would be, would people be interested in what you're talking about, and why? I think those were three really lovely questions for us to ask ourselves.Ross: The other useful question that I find I ask myself is ‑‑ this is not so much as a trainer but as a manager ‑‑ when things go wrong and you often think, "Wow, it's because this person messed this thing up." So often that is the case.The most powerful thing that I find for helping me learn is stepping back and thinking, I can't change how my boss behaves or I can't change how this person in the sale department behaves. Those things were out of my control.Even though this was 99 percent this other person's fault, what's the thing that I could have done differently in this situation? I find that's a really useful thing. Also, for people who work for you, going, "This wasn't your fault."But, what's the thing that you could have done differently to prevent that from happening? Then all of those annoying situations, all of those problems when they arise, you can still turn them into some opportunity to learn something.Ross: Matt and Karin, thanks very much for coming in again.Matt: Thanks for having me, Ross.Ross: You're very welcome, Matt.Ross: Bye, everyone.Karin: Bye.Tracy: Bye.

It's never easy letting a team member go. Yet as leaders, we carry that responsibility to protect our organization and help protect our company culture. Whether from a Human Resources violation or lack of personal performance, we must work through the tough question, when is it time to let a team member go? On this week's episode, we conclude this two-part series with the Lead Pastor of ITOWN Church, Dave Sumrall who helps us answer that really tough question. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/35aeAfZ ---- Show Notes: MATT: It's a conversation no one wants to be a part of – “we're sorry, but we're going to have to let you go.” Though it's not an easy discussion to lead, it's a necessary one to ensure our organization continues in the right direction. On this episode we're wrapping up this two-part series with the Lead Pastor of ITOWN Church, Dave Sumrall, who's helping us answer the tough question, when is it time to let a team member go? Let's get to the podcast… ||ROI MUSIC PLAYS|| MATT: Welcome to another episode of The ROI Podcast presented by the Indiana University Kelley School of Business. I'm your host Matt Martella alongside Associate Dean Phil Powell – where we work hard to help organizations make better business decisions. If you're new to the show, welcome to the Kelley family. Our weekly podcast offers 3-5 take-a-ways for organizational development. And to our loyal audience, thank you for your continued support. We are honored you spend this time with us each week. We would love to hear from you! Send us your questions to roipod, that's roipod@iupui.edu. Last week, we asked the question, when to hire a new employee? Dave Sumrall, took us inside his organization – giving us his insight on when they decide to hire a new staff member. If you missed last week's episode, be sure to go back and listen. This week, we're going to the other side of the HR spectrum to answer the tough question, when is it time to let a team member go? PHIL: One of the hardest conversations any leader has to lead is one of termination. Even when an employee clearly needs to move on, it weighs heavy on any manager because – despite popular belief, we are all human. And most of the time, firing an individual becomes the last resort for the leadership team. So when is it time? MATT: As we know, leadership always starts with ourselves. So, in order to answer the question when is it time to let someone go, we must clearly understand our processes throughout our organization so we have a baseline to move from. Dave Sumrall: I think that the key to that is to never get disconnected from the people who are impacted. I think it's easy to lose your way as the senior leader when you get too disconnected from the process - it's why when you watch the show, "Undercover Boss", every C-level executive or business owner that goes out and experiences the hands-on impact of the customer and the employees at the ground level, come back and makes organizational and systematic changes. It's when we get removed from the process, as pastors, when we only stay in the green room, never shake hands with the people, we're never in the hospital, we're never involved in the messiness of people's lives, that we start creating policies and procedures and culture that doesn't meet the needs of people. I would say to every high-level executive of any business organization to always find ways to get out of the office and stay connected to the ground level, the grassroots, folks that the organization impacts, because you get real, raw customer feedback, and you can make real-time changes to systems and procedures that can very easily grow irrelevant for the people you're trying to reach. PHIL: (Talk about developing empathy; importance of not being “hard”; relationship development with staff) MATT: Going back to last week's episode, we need to look through the same filter we do when asking when to hire a new team member – we have to use our clearly defined culture. Going back to a clip from last week, Dave said: Dave Sumrall: One of the phrases that we have is, "culture has to be caught, it can't be taught". Those new employees will clearly stick out like a sore thumb when they don't embrace it. Then they have to make a choice, "Am I just going to do what the culture is? Am I going to be that? Or, am I going to move on and find another place to work?" And then those that don't have it clearly can see that they're going to have to make a choice - be like everyone else and embrace the culture and honor it, or remove themselves from the organization cuz it doesn't work. PHIL: If we have the right culture, it will act as our protection from always having the tough conversation of firing an individual. Most of the time, a strong culture, that's defended by the leadership inside an organization will weed people out on its own, as Dave said. Not only will we notice that person is not fitting in, but that individual will feel it too and have to make some tough decisions on their own – am I going to be a part of this or not? MATT: But what happens when we do have that team member who fits the culture, but misses the mark? How do we know when we need to let them go? First, we need try to come alongside them, and try our best to coach them through this. Dave Sumrall: The worst thing you can have is someone where they don't understand that they're not succeeding, or they don't understand that they don't embrace the culture, in their mind, they're doing everything they know how to do, and they're embracing the culture. Those are the most difficult conversations to have. For organizational leader or department head, that has to be constant, difficult conversations of, "Hey, here's where you were off, and here's why", just practical examples. We like to embrace that shoulder-to-shoulder, while we're in the midst of setting up this tent or setting up parking cones, "Hey, I noticed this, can you speak to that." "Hey, that conversation was a little rough that you had just 5 minutes ago" - we're kind of addressing it in the moment, but with a lot of grace, it's not, "let's go to coffee, let me sit down, let me have this very confrontational conversation", because you can make it a lot lighter. I think a lot of leadership momentum in a person's life, because it's not as confrontational, they don't have this big wall up, they're not trying to defend themselves and defend their actions. I think through constant shoulder to shoulder conversations, you can create this dialogue that allows you the opportunity to speak into people's lives, holding them to the standard of culture and performance. Then when they don't meet those expectations, you just be faithful to continue having the conversations and eventually, they just get tired of getting talked to. Typically, even those that are a bit self-deceived will come around and they'll begin to see, "Okay, you're still talking to me about this, and obviously, I feel like I'm doing what I'm supposed to, but I'm not making you happy, I'm not meeting your expectations". So in the rare cases when we have to let someone go, like I said, it's never a surprise. PHIL: And the key to effective shoulder-to-shoulder conversations starts with building a relationship on trust early on. Dave Sumrall: The best thing is to build a relationship. For us, I would like to believe that from team members who burn out, who just serve, who are good team members, all the way up to high-level staff members, that there's somebody over them, in relationship with them, so that the conversation can be trusted. It will be a sensitive conversation if there's no relational foundation, cuz I have to know that you're for me before you start to really speak into my life. We really try, from the very beginning, to be faithful with that, let's have good relationships - let's build community, let's make sure that this person knows that I trust them - so that if I have to talk to a team leader or a team member who seems to be burned out and is obviously not finding success, that they're not saying, "Hey, you don't have that room to speak into my life, who are you to say there's a great reputation so that conversation can flow naturally, and if that relationship isn't there, I can tell managers, leaders, make sure you build that relationship with that person and let them talk about their life, let them describe what they're feeling and what they're sensing before correcting because I think that that foundation of relationship can make that conversation so much smoother, because their hearts are open. When their hearts are open, then you lead with questions: why do you feel that way, what's going on, tell me what emotions you're processing, versus, saying, "Hey, you're failing, and I can tell you're terrible, and you need this or that". Just asking questions and drawing it out of people is a great leadership tactic that once the trust is built, then they'll be honest in that conversation. I think the other thing is you have the conversation really early - you need to be intuitive as a leader to the needs of the people beneath you, and how well they're doing, and call that out early: "Hey, I know things haven't been going well lately, and I want to know where you're at." I do that a lot with our team, in fact, just the other day, I called a guy and said, "Hey, we've had some tough conversations, I need to know where you're at, how are you feeling? What's going on? I care about you, I want you to be successful." When you establish that foundation, then people are a lot more open to suggestions and to leadership and guidance when they're navigating those emotionally fragile moments of burn-out. MATT: The next thing we need to check, before deciding when to let that person go, is for burnout. Have they been working really hard and making no progress? Dave Sumrall: I think that too much of culture, things burn out from working too hard - I don't think that's true. I think burnout comes from working hard and making no progress. We have to make sure that people are winning, and that they feel like they're winning. In fact, when we see a person that looks like they're drowning a little bit - you can always see it in their eyes, the eyes truly are the window to the soul - you can look into a person's eyes and see the condition of their soul. We monitor that very closely in our organization. We also know that when someone is having constant leadership conversations, we're doing a lot of shoulder to shoulder conversations, that they're probably struggling. We're faithful to have that conversation too, "How do you feel about this? Where are you at? How's your motivation doing?" and as people start to show signs of burnout, it usually means that either they're in the wrong role, or they have too much on their plate. We'll cut back people's levels of responsibilities so that they can feel like they're winning, cuz they need a few good, "Hey, you did that, and it worked out great." versus, "you dropped the ball here, you missed that detail, you missed this over here." - too much of that for too long, it doesn't matter if you're working 20 hours or 80 hours a week, that's going to grind at you pretty hard. In ministry sometimes, it's kind of a job that's never done, because even as you're counseling and helping people, there's always somebody else that's hurting, always somebody else to visit, so we have to make sure that we protect that day off really strong, that we keep people - we call it - in their lane. We keep them in their gift mix, or in a place that they're passionate about, because if someone's passionate, and they feel like they're winning, they're never going to burn out, no matter how hard they work. As long as they're taking at least a day - like Scripture says, "Take a Sabbath" - they take one day off. When people start to violate those things, we can see that they start to get tired and will either shift their role, take away their responsibilities, will send them on vacation, we'll make sure that we monitor it closely. If people can't get into a healthy pattern or rhythm, typically, it's because they're not supposed to be on the team, and we help them make that transition as well. PHIL: (Toxicity of burnout inside the organization) MATT: Finally, after we've built a relationship on trust that shows we care about them, we have many shoulder-to-shoulder conversations to help coach them, we've tried to help find their passion and win to combat burnout out – yet have no success, then it's time we have that tough conversation and let that person go. Dave Sumrall: At ITOWN, when it's time for someone to go, it's not a surprise to anybody involved. That's kind of the rule of thumb we use is that it should never be a surprise. Sometimes you have people on the team, they know that they don't fit in the culture, they know that they're feeling expectations, and basically, by the time you have the conversation with them of, "We think it's time to go a different direction", they're saying, "Oh thank God, I really wanted to quit anyway, but didn't have the guts to," or, "I was about to quit," or sometimes they do go ahead and quit. I've always been told to hire slow and fire fast, and I wish I had been a little more faithful to that. There are a couple of times where I felt like we needed positions filled and jumped the gun on people that probably shouldn't have been a part of the team, and ended up creating a little bit of heartache. Or there were times that there were cultural things wrong within the team and I just convinced myself that it wasn't a big deal because I didn't want to have the confrontational conversations that would make things difficult and felt like it would be awkward. I didn't' have confrontation as often and as frequently as I probably should have. I would say that it's been my greatest regret is the times that I knew I needed to make a change, but I drug my feet in doing it, because it just costs us time organizationally - we could've been healthier, we could've been growing, we could've identified the right people, but we couldn't, because we had the wrong people in place. I knew we had the wrong people, and just kept convincing myself that somehow it would all work out, when in reality, God was waiting on me to be faithful with the leadership He'd given me to have the tough conversations and allow them the opportunity to move or to grow… Now we're just faithful to have those conversations and faithful to manage those staff that are here. Early on, when we find somebody that seems like they have lots of potential, but we see some of these warning signs, we just call those things out early, and are faithful to have those conversations of, "Hey, I'd really like for this to work, but I see there's a little bit of inflexibility, I see there's a little bit of pride, and I've tried to teach you a couple of things, and you seem to always have the answers, and you don't have a lot of honesty there in your own life and self-awareness." We're faithful to talk about that now before they ever get on the team, and I think we save ourselves a lot of heartache. ||ROI Music Plays|| MATT: So let's recap… one of the toughest conversations to have as a leader is letting a team member go. No matter if it's immediate termination or one that follows extensive coaching, it's never easy. Just like last week, our foundation to knowing when it's time to let a team member go stems from our culture. A clearly defined and defended culture will do most of the hard work for us – as in, it will weed out people who do not fit. They will feel it and have to decide if they're going to embrace the culture or move on. But what happens when they do fit the culture but are not performing well? The first way to answer when to let that person go is by building a relationship early on rooted in trust and personal care. If they don't trust you, they will have a hard time receiving some coaching. Once trust is established and we have leadership conversations, we don't coach face-to-face, rather we go shoulder-to-shoulder. Whether casually in the hall, on the way to lunch, or working on a project together, use that time to mention what they can do better. This addresses the problem in the moment yet is a softer approach to a “come into my office” meeting. Next, we need to address and identify burnout – Can you see it in their eyes? Are we having constant leadership conversations? If burnout is the case, it's up to us to help them find the right role, take off responsibility so they can win, or give some time off to help recalibrate their heart and mind. Finally, once we are confident we've done all we can do as leaders, now is the time to let that team member go. Even though it's a tough conversation to have, here's some good news, this conversation will not be a surprise to anyone involved. When we get to this point, both you as a leader and the team member involved will see it coming. This has been another episode of the ROI Podcast presented by the Indiana University Kelley School of Business. I'm your host Matt Martella alongside Associate Dean Phil Powell, where we work hard to help organizations make better business decisions. Thanks for listening.

An organization cannot grow without a strong team working together. And as leaders, we are the ones charged to build and maintain that winning workforce. However, the question we wrestle with is not IF we should hire an employee, rather it is WHEN we should hire an employee. On this two-part series, we sat down with the Lead Pastor of ITOWN Church, Dave Sumrall who shares his executive wisdom to help us answer the question, when do I hire a new team member? ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/35aeAfZ ---- SHOW NOTES: MATT: Where there is competition, there are winners and there are losers. As leaders, we don't just like to win, we need to win. And we know that the three keys to success are a clear strategy, determination, and having the right team of people. But the question with onboarding talent is not if we build our team, it's when. On this two-part episode, the lead pastor of itown church, Dave Sumrall helps us tackle two really tough questions – when do we hire a new team member and when is it time to let a person go. Let's get to the podcast… ||ROI Music Plays|| MATT: Welcome to another episode of the ROI Podcast presented by the Indiana University Kelley School of Business, I'm your host Matt Martella alongside Associate Dean, Phil Powell – where we work hard to help organizations make better business decisions. We're so honored you're spending time with us today because we know an organization is only as good as its leadership. If you're new to the show, welcome to the Kelley Family. We put out a weekly podcast that offers 3 to 5 practical tips you can apply to your leadership right away. And to our loyal listeners, thank you so much for your support. We would love to hear from you. Send us an email to roi-pod, that's roipod@iupui.edu so we can answer any questions you may have about business. A big question many of us leaders ask is when do I pull the trigger to hire a new team member or when is it time to let that person go? On this two-part episode, we're going to give you the tools to make that decision for yourself – with confidence. We sat down with the lead pastor of itown church, Dave Sumrall who leads a non-profit organization with 32 staff members, over 1,000 volunteers, and 8 locations all over the state of Indiana, including 4 correctional facility campuses. As non-profit organizations put less focus on monetary gain than for profit entities, it can be tough to know when you can afford a new employee or if your organization can survive without an individual if you were to let them go. Dave Sumrall: I would say the biggest challenge that we face as a non-profit is we don't pay everybody to do everything. We're an organization that operates every weekend with nearly a thousand team members that we don't pay. Our workforce is unpaid, which in some respects, is a huge disadvantage because you can't just pay people to go get a bunch of stuff done. But we like to see it as an advantage because people don't have to be there - they're there by choice. So the difference in all of that is at the end of the day, it's vision - it's casting the vision and helping people understand their sense of being a part of something greater than themselves, and the fact that we genuinely care about them as a person as well. Then another thing that's extremely unique compared to a for-profit company is that from a financial standpoint, we only do business "two days out of the week", because we have services on Saturday and Sunday. In essence, everything happens on Saturday and Sunday that drives the financial model of our church. All of our financial model is based on people just giving out of the generosity of their heart, seeing the difference that we're making as a church, and believing in that difference, and trusting us with their finances. All of what we do financially, spiritually, culturally, relationally, it all is fueled out of those two days - you'd be hard-pressed to have a retail-store open for a day and a half out of the week to drive all of the sales of the company and be successful. PHIL: Non-profit organizations also possess a greater challenge than for profit companies because, as Dave said, they must have a strong volunteer force bought into the organization's culture. Dave Sumrall: That's probably been the greatest challenge as the church grows is continuing to make sure everybody understands what we rally around, why we rally around it, why it matters, and keep that culture and focus incredibly pure. At the same time, people are our most valuable asset as well because people buying into the vision and having their lives changed is what fuels the continued growth, cuz in a church setting, found people find people. Culture isn't something that we shoot for, it's something that we are. PHIL: And so, before we decide when to hire or when to let a team member go, we have to clearly define our company's culture. If you want to know how to reinvent your culture, check out last week's episode with Lee Cockerell, the former Executive Vice President of Operations for Walt Disney World Resorts. Dave Sumrall: Culture isn't something so much that's spoken, it's something that's incredibly felt in a church environment. You can tell when cultures feel off, and we always are very diligent to drill down, "Why does it feel off" - it's always because an attitude or an opinion or a prospective is off. So we monitor it just by talking about it all the time, keeping it fresh and clear in front of the team, and then having constant conversations about why does this feel off, and why does this feel right? Let's drill down what that means and why that conversation and the motivation behind it was wrong. Maybe the outcome seems right, but at the end of the day, it's a little bit more legalistic, it doesn't feel like who we are. We boil it down to just the very simple values of loving God, loving people, having a spirit of excellence, and making sure that we do everything in an attitude of fun, that we actually get to enjoy it. When we think through that filter, then it makes it really easy to navigate church life.  PHIL: Once we have our culture clearly established, now we can begin to decide when to hire or when to let go of a team member in our organization. Dave Sumrall: One of the phrases that we have is, "culture has to be caught, it can't be taught". It can't just be a set of rules, it has to be something, like I said, you become. It takes time being in the right culture to be molded by it. In some cases, we have hired from the outside, and we'll give them a period of time when they're coming from a different system or a culture into our stream to adapt to it. Some people make that transition very nicely, and other people, they don't catch the culture, and because we understand the culture is the most important thing, we never sacrifice it for a person that has potential or ability. I would say with organizations that are fighting for that new culture within a new person, making sure that from the top-down, everybody underrates it and embraces it, those new employees will clearly stick out like a sore thumb when they don't embrace it - then they have to make a hard choice. It's not something that happens behind the scenes, it's something that's very obvious to everyone. MATT: So let's answer the first question, when do we hire a team member into our organization? The first thing we need to do is define our personal strengths, and recognize our weaknesses as a leader. Dave Sumrall: As a pastor of the church, there are a few things that I'd do: I set culture, I set the vision, God speaks to me and I get to set the direction for the church or where we're launching our next campus or what sermons we're speaking on the weekends, those are my responsibility, and in so many cases, only I can do so many of those jobs. A number of people can do the accounting, there's someone else that God's called to lead students, and there's somebody else that's called to lead worship - I don't have any ability in that area. When it comes to all those others jobs - like we talked about before - as the organization grows, you have to identify where the greatest need is, organizationally, that would keep me from doing what God's called me to uniquely do. Every pastor, every C-level executive, every entrepreneur is different in what they want their focus to be, and where their strengths lie. I've always embraced the philosophy of just staffing my weaknesses - I'm not going to spend all my life trying to get good at the things I'm bad at, I'm going to let other people do those things, and I'll just do what God is uniquely gifted me to do, what my strengths are. I think that works in every single organization, and for every high-level leader, that's a different set of strengths - everybody has unique gifts. PHIL: (Talk about leaders trying to get better at what they're not good at – instead strengthen your strengths) MATT: The next way to answer when to hire a new staff member is create a budget floor and ceiling for salaries. Dave Sumrall: We operate based on a budgetary process that says we won't exceed 35% of our income on salaries. We have that as a ceiling that we're always operating under, so that's our first guideline that we have to look at. Then we also understand that there's a number that could be too low, and I don't know what that percentage is, there were years that we've been in the low 20's percentage-wise, but the church was in some cases understaffed. When that's the case, you have too many people doing too many jobs, details are dropped, and people are overworked. Sometimes, even when we are fully staffed, if we're under that 35%, if we find something that is a great leader of leaders, we'll bring them on, because we know that they're a game changer in the organization. At every season of growth for an organization, there are different things that you need, like now that we're at the size we're at, we needed a motion graphics designer. Well, that's not something you need at a church of a couple hundred, you need to pay the pastor. When you get to 500, you need a worship leader. There are different benchmarks that you hit along the way on the size of the organization too that have unique positions. Depending on the industry, obviously there are unique things that you need as you continue to grow, and figuring out what those are, to take your company or your business to that next level, to differentiate. I know that we don't often talk about it because we're all on the same team when it comes to The Kingdom, but when it comes to market-share, you have to identify what's your market niche, what's going to differentiate you from the competition, and lean into those things - staff that team specifically to make sure that you're poised for growth. PHIL: (Budgets create safety and clarity) MATT: Finally, once we have our budget, in order to answer the question when to hire a new team member into our organization, we must decide the attributes our future employees must possess to be successful. Dave Sumrall: Well there's a few things on staff that we embrace - when it comes to people just having the right culture. Like I said, we want to be in love in God, we want to love people, we want to have excellence, and we want to have fun. But under that, there's this subset of values that we look for, like the top one would be humility. We have to have some confrontational conversations with people, cuz everybody makes mistakes, and everybody fails. We have to constantly correct and train - somebody having a humble approach towards it, and not really drawing people to themselves, but drawing people to the vision, that's very very important.Of course, teachability is incredibly important for us, and I love how Craig Groeschel defines teachability is "the ability to learn which you think you already know." I love our staff to always be learning, and in those teachable moments.I don't want them to be defensive, I don't want them to try and protect their decisions - I want them to be open-hearted, open-handed, and listen. Even for our staff, some of the best ideas that we've ever had come from people who serve on our teams - we can even be taught by the people around us. I want them to always be teachable, and then I want them to be honest: there's nothing more annoying than having to correct a problem only to dance around the subject for three days, cuz nobody will take responsibility for who is actually to blame, and the truth is kind of fuzzy of who said what, who did what, and whose fault it really was. I tell our team all the time I really don't care whose fault it was, I need to fix the problem. I just need you to be honest with me, did you make the mistake? Did you not make the phone call? Did you not have that conversation like I asked you to have?" It's okay if it didn't happen, we just need to know where we're at - we need clarity in what we're actually talking about. Then I have to have flexibility from our team - somebody that's incredibly rigid and inflexible, when they get very territorial and they want to silo the organization and have their little area that they're in charge of, that's really prohibitive. When I see somebody where, "Hey, if I need you to stay five minutes later, I need you to come ten minutes earlier", that lack of flexibility can really jam up the culture because we work as a team, and I think we have to be really flexible. Then, obviously, people have to be resilient - if you're not resilient in any organization, if you can't take correction and come back from it, if you can't have a failure and come back from it, then eventually, especially in ministry, it's a very difficult industry to be a part of, cuz you're dealing with people's lives, and everybody makes mistakes, we need them to be resilient. If we don't seize those attributes and qualities in people, we know it's just a matter of time before they're no longer with us. We value those at a very high level when we see them.We try to make sure that all of that flushes out before they ever come out on the team, and as they're doing all that, we can again see, do they have the heart for the house, do they embody the culture, do they understand the vision, is this something that they're making sacrifices to be a part of it? Those are all things that are necessary in order to really be successful. PHIL: (The importance of identifying specific traits) ||ROI Music Plays|| MATT: So let's recap… organizational leaders may not struggle with if to hire a new team member, but more so when to bring them on board. As Dave said, the key starts with a clearly stated and defended culture within your organization because culture acts as your litmus test to when you should hire. Once you start answering that question, now comes the plan. The first step to knowing when to hire a new employee is to identify our personal strengths and recognize our weaknesses. Remember, we're concentrating on building our talents rather than putting all our effort into improving all our shortcomings. Our weakness then becomes hiring criteria for future employees. Next, we need to set guidelines for our organization that protects us from spending too much or too little on the right help. That comes in the form of budgets. For itown, they do not exceed 35% of their organizational income on salaries, yet they also understand they cannot operate if they only spend 20% either because details are missed, people carry too much responsibility and everyone is overworked. Finally, its vitally important that as organizational leaders, you define the characteristics of what makes a great team member in your company. This helps to specifically identify traits for your future team, which in turn protects the culture and keeps your organization operating at maximum efficiency. Be sure to tune in next week as we continue this two-part podcast where Dave Sumrall helps us answer the next tough question, when do we let a team member go. This has been another episode of the ROI Podcast presented by the Indiana University Kelley School of Business. I'm your host Matt Martella alongside Associate Dean Phil Powell where we help organizations make better business decisions. We'll see you next week.

After weeks and months of frustration and disappointment, Patrick, Jake and Matt FINALLY arrive at the movie they’ve been waiting almost a year for. It’s time for OH LUCY! the best film Josh has made in a long, long time. Beyond an in-depth discussion of the film, they also find time to discuss the Merovingian from the Matrix sequels, a potential Riddick decalog, hot takes on binge watching, the band Everclear, PLUS a drinking game for this podcast!

There's a lot of buzz around the country, wondering where Amazon will build it's second headquarters. Many cities, including Indianapolis, are competing for the great honor, but only one will claim the prize. On this episode, we sat down with Associate Faculty in Real Estate, John Snell, MBA'77, who helps us unlock three improvements Indianapolis can make to bring Amazon to the Circle City. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/35aeAfZ ---- Show Notes: Matt: Amazon continues their search to build their five-billion dollar, second headquarters facility – a business venture that brings tons of excitement within the Indianapolis community. Back in January of this year, Amazon announced that Indianapolis was one of 20 cities, carrying the potential to host the massive e-commerce and tech headquarters. So what does this city need to change in order to make Amazon a home? On this episode, we're going to explore three improvements Indy can make to claim Amazon's 2nd headquarters. Let's get to the podcast… ||MUSIC PLAYS|| Matt: Welcome to another episode of the ROI Podcast, presented by the Indiana University Kelley School of Business. I'm your host, Matt Martella alongside my pal, Associate Dean of Academic Programs, Phil Powell. Real quick, before we jump into our topic today, I want to say congrats to you Phil and a HUGE thank you to our listeners - this past weekend, the ROI Podcast hit a major milestone. We are officially over the 10,000 download mark since this podcast first aired back in April of 2017! Phil: (Remarks) Matt: And again, this would not be possible without you, our listeners. So from the bottom of our hearts, thank you! And as this show grows, we would love your feedback. So head to our podcast on iTunes and leave a review! Rate our show, tell us what you enjoy or leave a topic of interest you want us to explore because at the end of the day, it's all about you – our audience. Okay Phil, as we know, there's still a lot of anticipation for many major cities in the US, wondering where Amazon will call its second home. Among cities like Denver, Chicago, New York and Atlanta – we find that Indianapolis has also made the short list of “finalists,” so to speak. Phil: And though it may be a surprise to many around the country, Indy offers some great amenities to a company like Amazon. We're centrally located in the country with quick access to major markets like Chicago, Detroit, Columbus, St. Louis and Nashville, we have a major airport close by that houses the 2nd largest FedEx hub in the country, and our tech industry has experienced major growth – largely attributed to the big tech players who've made Indy home; companies like SalesForce, Angie's List, and Interactive Intelligence, to name a few. So we find that Indiana has the potential already, but with these other great cities in the running, there's improvements to be made. Matt: And that raises the question, what do we need to do, as a city, to acquire Amazon H-Q two? We sat down with one of our own faculty members, John Snell, who carries over 37 years teaching experience at the IU Kelley School of Business and is the owner and president of Snell Real Estate Evaluation Company - a commercial real estate consulting, appraisal, and brokerage firm. He helped us analyze commercial real estate in Indianapolis that could hold the key to make this city beat the rest. The first improvement Indianapolis needs to make, according to John, is we need to increase the number of rental properties downtown. According to the U-S Census, between 2011 and 2016, Indianapolis has seen the demand for rental housing surpass the demand of those looking to buy a home. In fact, since 2011, as the renter occupied housing, here in Indy, increased by just over 1% while owner occupied housing went the other direction, shrinking by the same amount. So we're seeing a trend that's not just here, but across many Mid-west cities, like Toledo and Cleveland. People would rather rent than buy a house inside city limits. And John Snell knows why… John Snell: The Millennials have, by far, you know, to a greater extent selected rental versus owner-occupancy. So we have a far lower supply of homes, single-family, on the market and that's changed the urban setting as well... I can live downtown, work downtown, you know, I can maybe not even have a car if I chose not to, now in this city. And you can stay in that environment. So those are huge changes to real estate. Phil: And there are a number of reasons why we're seeing the Millennial Generation prefer renting versus buying a home. One is that this generation carries the largest amount of student debt then previous generations. According to the Federal Reserve, at the end of the first quarter there was $1.44 trillion in outstanding student loans. It's hard to add a $150,000 mortgage on top of a $40,000 student loan. Yet, that does not fully explain why. According to an article posted by the City Journal, the demand to live downtown is rising globally and the technology industry is a major contributing factor. According to Mario Polese from the City Journal, well-paying jobs are making their way back to the city. So mix that into the social scene and Mario says people want to be able to walk across the street to get a coffee or sandwich at midnight or a beer around noon at the pub next door – without having a commute. It's the access to these amenities that's also driving the demand of downtown living. Matt: And that leads us to the second thing Indianapolis can do to claim Amazon's second headquarters – Indy needs to increase the lifestyle services available to downtown residents. John Snell: So as tech looks at the kind of space they want and, you know, the kind of space they want to be housed in, the market has had to completely change, you know, what they offer, what they provide. And then as those new users come in, they tend to be more progressive. They tend to be younger and they have a different life-style. They are very much more likely to live urban. So it's amazing what the domino effect can look like from just the seed of your question. How much does that change? It changes everything. Matt:: Going back to your point, it seems as though people who come downtown want access to variety. Just working downtown, how valuable is it to have 30 different restaurants within a few miles of your office? Phil: (Response) Matt: And even though we have major attractions like the Colts, Pacers, major concerts, and an active social scene – there are problems the city needs to address to keep young professionals downtown the majority of their career. John Snell: I don't think a city can sustain itself, sustain this level of growth if you grow out of it by the time you're 28 or 30 and move away or move to the burbs. In our interview, John made reference to education as one major improvement – how the Indianapolis Public School district needs to work on keeping younger, higher paid families from making an exodus to the suburbs. Yet, it's not just Indy, inner city schools across the country have a hard time competing with suburban districts. According to the Indiana Department of Education, IPS received a much lower rating than the suburban districts surrounding the city. So our urban community needs to work with the school board to help build an attractive education system for both teachers and students. As these younger professionals settle down to raise families, it's no longer the question of what hot dog stand is open at 3-AM, but it's what school will set my kid up for the most success? Phil: Of course, there's more than simply education to improve upon. John says the ease of access to grocery stores and retail shops also play a big factor for keeping families downtown. John Snell: So for example, just a grocery store in downtown Indianapolis is really something we've only had significantly for the last five years. It's been unusual. We don't have a growing retail. Circle Center Mall has been kind of suffering. There's still a lot you look at and say there's a lot that needs to get better. And it's probably services and just dealing with, can you sustain that core into a more diverse demographic market. Phil: Improvement is the key here, and as a city, we're moving in the right direction. Just this past February, the Indianapolis Business Journal published an article titled, “Visit Indy reports sixth straight year of rising visitor spending.” According to Visit Indy, the economic impact of visitors in 2016 was $5.2 billion dollars. That's up from $4.9 billion made in 2015. So we are making downtown fun. If we can blend the attractions for guests and retail for permanent residents, we will discover a sustainable urban environment that keeps families from leaving. Matt: Finally, the third improvement Indianapolis can make to give Amazon a second home is market to a new employee talent pool. Since there is a rise in people moving to downtown environments, according to the U-S Census, why not leverage that in marketing campaigns? Make downtown feel more attractive to the younger generation. John Snell: I think we used to be a much less dynamic place to live. So whether it's the continued expansion of the sports franchises, but the liveliness of downtown, the fact that it's a more livable urban environment, I think it's now made us more competitive for younger talent. And I think bringing younger talent into a market changes the city. And all of a sudden, it attracts users like the Amazon interest in Indianapolis, would be based upon being able to attract that employment base. Phil: And it's the younger generation that brings life to a city because they're more inclined to stay out until midnight at the restaurants or take the risk of starting a trendy boutique in a re-developing part of the city. It's also this generation that will take over as executives and managers – which in turn will change how business is even done in the long run. Attracting this young talent to the city gives major companies, like Amazon, a large talent pool they can build their company on. Indianapolis has a big advantage because we have such a close proximity to major universities, like IU, Purdue, Butler and Notre Dame, just to name a few. All of which produce some of the brightest minds in the country. So we need to draw that talent here, in the city so Amazon will draw to us. ||MUSIC PLAYS|| Matt: So let's recap. Amazon is on the hunt for a second headquarter location and Indianapolis is on their list. Each city offers great amenities, however at the end of the day, only one can house the multi-billion dollar e-commerce giant. If Indy is going to be that city, there are three improvements we must make. First, we need to increase the number of rental spaces available downtown. The demand for urban rental property is rising. People want work and social activities in close proximity, without commuting. Second, we need to continue making improvements to lifestyle services available to downtown residents from education to retail in order to keep families from making an exodus to the suburbs. Finally, we need to continue to leverage the demand for downtown living – create marketing campaigns that draw the brightest minds to the circle city; ultimately giving Amazon the best pool of talent to grow their organization. As always, thank you Phil and thanks for listening to the ROI Podcast, presented by the IU Kelley School of Business. I'm your host Matt Martella, see you next time. || MUSIC FADES ||

How many times do we feel like we're "stuck" in our career? Or as though our personal growth has plateaued? On this episode, we spoke with Traci Dolan who shares her success as the former CFO of ExactTarget. She offers three, practical tips to launch your career to the next level. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/35aeAfZ ---- Show Notes: MATT: As we approach the 10-year mark since the 2008 financial collapse - as a global market, we're still picking up the pieces. However, the economic comeback we're seeing across the United States shows favorable conditions for both new business creation and corporate development - which in turn means better chances for your start-up business's success or that big promotion. On this episode, we're talking with a CFO who offers some practical tips for professional growth. The sun is rising on our financial landscape. How will we make the most of it? Let's get to the podcast. (The ROI Podcast Music) MATT: Good morning, and welcome to another episode of the ROI Podcast presented by the Indiana University Kelley School of Business. I'm your host, Matt Martella, broadcasting from the downtown Indianapolis campus with my special guest, associate dean of academic programs, Phil Powell. Hey Phil… MATT: Now Phil, we're only a few months away from the 10 year mark since the horrible 2008 financial collapse, that many experts are calling the worst implosion the global market experienced since the Great Depression… leaving so many families in turmoil and creating a highly conservative approach to the way both businesses and families spend their money. However, the global markets over the past few years indicate a sort of “bounce back.” PHIL: You're right! The confidence people have in the economy in recent years is really reflected in the strength of our current global market. And that's breathing new life into the start-up business environment as well as expansion and growth in corporations. Simply look at the recent trends. According to the Bureau of Labor Statistics, start-up firms were at an all-time low in 2010 following the collapse. Jump to 20-17 and we saw the number of new business creations grow by close to 100-thousand since 2010. Just last year, start-ups gained 1.7 million jobs since 2016... and the growth seems to continue. MATT: And major corporations seem to be reaping the benefits too. In fact the U-S Bureau of Economic Analysis are calling the first quarter of 20-18, just the first quarter ALONE, an all-time high for corporate profits since 1950. U-S corporations have profited close to 1-hundred-ninety billion dollars this year. That's some serious spending power if you're sitting in the executive suite to grow your corporation. PHIL: And this should also give those of us who have been kicking the bucket around, waiting for the right time to start a business some hope and encouragement to finally take the leap. MATT: Let's talk about that for a moment. Following the 2008 financial collapse, we experienced a MAJOR slow-down in small business creation. In fact, new business start-ups fell by almost one-hundred-50-thousand, going from just over 6-hundred-thousand new businesses in 2006 to barely crossing the 4-hundred-fifty-thousand mark in 2014, according to the U-S Census. What do potential entrepreneurs need to do to overcome their fear and take advantage of this incredible economic growth? PHIL: Well it's simple to hear, but hard to implement. The bottom line is they need to be confident. They need to trust the economic trends and plug themselves into this financial growth our country is experiencing. Starting a business will always come with uncertainty, fear of the unknown, and will most definitely push a new business owner's comfort-level, no matter how the market is doing. But seeing how far we've come since 2008, I feel if there was ever a time to take that chance for your new business, that time is now. MATT: One of our marketing professors, Kim Saxton, sat down for an interview with former CFO of ExactTarget, Traci Dolan, who most certainly can speak about pushing personal comfort levels. Not only did she rise to the CFO of a tech company WITHOUT a technology background, but as CFO of a different company, she led the decision to take a public company private. That alone would create a huge level of uncertainty. She says that no matter where we are, whether we're about to start a business or on the tip of the spear for making uncomfortable business decisions that ultimately could affect our career, we have to be comfortable BEING uncomfortable. Traci Dolan: “You can't be paralyzed by fear - my greatest achievements in my professional career have been because I put myself out there a little bit, outside of my comfort zone, either applying for a job that I really didn't know if I was qualified for, or taking the lead on some project that I might've not had the skill-set and knowing it wasn't going to be perfect. I often see people struggle with decision-making because they're fearful of making a mistake, and it's paralysis to an organization if that happens.” PHIL: This is not simply for those of us trying to start our own business either - this can apply to those of us in the corporate world who have sites on upper management positions, director roles, or even the big “C-level” office. Those looking to grow themselves in the professional world have to constantly push their comfort levels. I'm not saying we make radical decisions without doing our research first, but we cannot expect to grow ourselves as a corporate professional OR an entrepreneur by staying complacent. If we're struggling with complacency and don't know what to do, the best advice I can offer is find those people who have succeeded. We have to surround ourselves with those who have our dream jobs, our dream business, or are successful in an area we want to succeed. Take them out to coffee and simply listen. Find out their personal habits, see what they're reading, ask them what their success looks like, ask them about their failures, but more importantly, ask them how they overcame defeat. This will help us lay down tracks for our own professional goals without having to “re-invent the wheel” so to speak. MATT: And if we're in a position that affords us the power to hire, Traci says to surround ourselves with the best, then GET OUT of their way. Traci Dolan: “Hire people smarter than yourself, let them grow and develop, and hopefully [they'll] take the role you were sitting in so you can keep growing too. Often times people are less inclined to do that, they're either micromanaging or they're somewhat concerned that someone's going to "up-stage' them - I think that's [the] absolute wrong way to look at it. By bringing on the smartest people you can find and actually trying to fill the gaps that you yourself don't possess is the greatest way to keep growing, developing, and ending up in the C-suite.” MATT: The beauty of these principles Traci shares is they're scalable for entrepreneurs and corporate professionals. Because no matter what our title or where we fall in the corporate chain, we will have to make decisions. Some decisions will affect our organization, but MOST of the decisions we make will affect us personally. PHIL: That's a good point. Because even unmade decisions – decisions we are afraid to make or decisions we chose to avoid, are in fact a decision. In those moments, no decision BECOMES our decision. And people around us see that. And a lot of that stems simply from a fear of failure. As American's, we have a culture of “winners” and “losers”. If our decision succeeds, we turn a huge profit, hire the perfect candidate, or get ahead of our competitors, we're a winner. Yet, if we fail, we decide that person doesn't fit our company's morals, lose short-term profit, or get some bad press, we become a “loser”. And that's what business leaders have a hard time navigating through - they simply don't know how to let go of that winner/loser mentality. MATT: And for many, it's that fear of being viewed as a “loser” that prevents people from even trying in order to stay in their comfort bubble. But that view has to change because no matter what, life always guarantees us failures. It's not about winning or losing in business, it's about growing or stagnating. If Traci let her failures define her, I would bet my money that she would simply be crunching numbers as a public accountant still. However, she took a different approach when it came to failures… Traci Dolan: “I'm sure my life is full of failures, but I just kind of dust myself off and don't look at them as that way. I look at them with learning because tomorrow I'm going to fail at something - I'm not sure what it'll be, but it won't be what I failed at today because I will have learned and picked myself up to keep going.” MATT: And what better example of how to navigate through failure then watching Mark Zuckerberg, CEO of Facebook, deal with some poor business choices recently. Let's study Facebook for a moment. Here we have a multi-billion dollar company, make some poor business choices that affect us, the consumer, on a very personal level. We're talking about a lot of people's personal information not valued the way we would expect. We even find Zuckerberg having to testify before Congress, gaining the attention of major national media outlets. For most, this would destroy their reputation, profits, and potentially their company. And who knows, this could still blow up in their face, but at the moment, their stock price indicates quite the opposite. So, what if Zuckerberg let fear overtake how he leads? What if he let the failures or his anxiety cripple his decision making process? PHIL: It would be corporate suicide. Despite all that's still stacked against the future of Facebook, they're essentially turning their lemons into lemonade. Sure it's coming with a high financial price tag - and I guarantee Zuckerberg feels the anxiety of his decisions, especially with the microscopic scrutiny of the media. But the BIG take-away is, he's still making decisions and moving forward. And even though they may not all be the right ones to make, the fact that they're made gives investors the confidence they need to put their money back into stocks. Despite their bad press, they closed at $207.23 per share on July 16th. That's the highest they've been since they went public! So if you're one to become overwhelmed with anxiety in the midst of making decisions, one practice to build your confidence is to know what's going on in your department or your organization as soon as possible and make the best choice with what is known.  Traci Dolan: “I think the sooner I can come up to speed on what's going on in the organization, the more effective a decision-maker I will be. I haven't been mentored to do that, per se, but just by career history, it's just evolved.” PHIL: Fear of failure and the anxiety that comes with decision-making put serious growth stoppers in our path to professional success. We have to remember that these emotions are normal for everyone. What separates those who are successful from those you are stuck are, they learn how to overcome them instead of being overcome by their emotions. MATT: Finally, it's extremely important that we don't limit ourselves by saying it cannot be done. In order to be a leading business owner or a top-level executive, we have to let go of the “we can't do this” mentality. Traci quickly learned her focus as a public accountant had to expand past the numbers and spreadsheets. This shift in seeing the big picture and how to make uncomfortable choices ultimately landed her the coveted “C-Level” position.  Traci Dolan: “What becomes really important is being a strategic business partner - once you establish yourself as that, and understanding the business and trying to find ways to say yes so that the answer isn't, "No, you can't do it," but it's, "No, you can't do that, but let's figure out how we can do this so that it's a win for the business.” —BUTT TO — “In fact, if you're not working with the business and you're sitting in your office cranking on spreadsheets, pretty soon no one is going to want to talk to you, and you've lost your strategic value to the company.” || MUSIC PLAYS || MATT: So let's recap. The key is to start. Start the business, start learning your organization, start finding a mentor, or start embracing the uncomfortable growth necessary for success. Next it's about shifting our perspective of failure - whether in fear of failure or anxiety of decision-making - we have to see failure as fertile grounds for personal growth. Finally, we CANNOT limit ourselves with a “can't do” attitude. We have to figure out ways to make it work so our business and we ultimately succeed. || MUSIC PLAYS || MATT: Thanks for tuning in this week. As always, thank you Phil for being here today. If you enjoyed this podcast and want to discover more, check out our archived episodes and don't forget to subscribe. While you're there, tell us what topics you would like to hear, leave a review, or just say hi. I'm Matt Martella and this has been another edition of ROI Podcast presented by the Indiana University Kelley School of Business. || MUSIC FADES OUT ||

Richard is sorely missed this week as Chris talks about the latest book from Andy Weir, Artemis. Matt Finally finishes Stranger Things Season 2. We finish off talking about Murder on the Orient Express. Follow us on Twitter Like us on Facebook Email us at show@weareentertained.com Support us on Patreon

Here we go! Penultimate episode of Survivor Mates! As we head into finale week here's how it looks. Lee and El are inseparable and in ❤️. Flick is important but needs to not be their third. Matt has finally realised what is going on. Kristie is important but struggling. After 2 episodes we bid farewell to Sam. Hope he got some Tim Tams off the island. See you next week for the FINALE EPISODE!

Pennywise ain't clowning around! Matt & Chris discuss 'It' (both new and old), Jon Watts' and Eli Roth's 'Clown' and even the Joker and Harley Quinn...but the good versions this time! - 1:24 - Shazam 10:26 - Flash & Supergirl musical episode rumours 14:12 - Superman in Justice League / ‘Superman coming in…’ 22:26 - Batman: Arkham VR / Injustice 2 roster keeps growing 40:39 - Matt FINALLY reads Mad Love! / Harley Quinn & The Joker 1:06:38 - It - old movie, upcoming movie AND the book 1:27:16 - Jon Watts’ ‘Clown’ and how damn freaky it is 1:54:16 - EMAILS & SHOUTOUTS - Watch #BigDamnStream on Twitch: https://www.twitch.tv/officialcdj And catch every Big Damn thing on http://bigdamnblog.tumblr.com/

Special Episode “Matt Finally Escapes from Krypton” After 18 years and multiple attempts to visit Six Flags Magic Mountain, Matt final catches his white whale of thrill ride: “Superman: Escape...

John Barrowman drops by for a few minutes to talk about special in-flight services. When the hostful resumes, Chris has close-quarters social anxiety, Jonah recaps FYF Fest and Matt FINALLY sees Dark Knight Rises.