Podcasts about meetings

Special education advocate Lisa Flores join Sharon and Cuitlahuac to talk about the payday loan the district is taking out, supposed gains and improvement in special education services, and give their take on Austin Mayor Kirk Watson's plan to stay off a TE I take over.

Making sure that everyone is on the same page is really important as you get ready for the upcoming season, and one of the ways to do that is by having quality preseason 1 on 1 meetings with your players. In today's podcast, we discuss suggestions for making these meetings a positive experience for the players, and what your goals should be in these sit-downs. In addition, we have our guy Marcus Aurelius discussing telling the truth and why it is so important, and we discuss the legendary Bo Ryan out of Wisconsin as an important coach to study.

How to Lead Meetings and Close High-Value Clients

In this episode of The Fractional CFO Show, Adam Cooper is joined by Dan Maudhub, founder of branding agency Be Wonderful, now an investor, advisor and Non-Executive Director.Dan built and grew Be Wonderful before taking the business through an Employee Ownership Trust (EOT) transaction - a very different route to the traditional trade sale, merger or management buyout that many agency owners might consider when thinking about their exit strategy.The conversation explores the full journey: building an agency with a future exit in mind, choosing an EOT, valuing and structuring the business for the transaction, and then dealing with something that receives far less attention in traditional business exit planning - what happens after the deal is done.Building a business with an exit in mindDan shares how Be Wonderful developed from a founder-led creative agency and why changes in the ownership structure became an important part of its growth.After initially building the company with several minority shareholders, Dan gradually bought those shareholders out. That gave him greater control over the direction of the agency and, ultimately, made the eventual exit process simpler.The discussion highlights an important lesson for anyone thinking about selling a business: exit planning can start many years before an actual transaction.Ownership structure, shareholder alignment, financial performance, management capability and founder dependency can all influence both business valuation and the range of exit options available.Dan also explains why scaling an agency organically can become increasingly difficult as the business grows. New layers of management, relatively short client contracts and the challenge of securing recurring revenue can all affect the route an agency takes towards greater scale and long-term value.Rather than waiting until he was ready to sell, Dan says the business developed its financial model with the eventual exit in mind.Why choose an Employee Ownership Trust?A major part of the conversation focuses on Employee Ownership Trusts and why Dan chose an EOT rather than a traditional M&A transaction or trade sale.Dan explains in straightforward terms how an Employee Ownership Trust works and how employees can effectively become the majority owners and beneficiaries of the business.He also discusses some of the financial and commercial considerations involved in an EOT, including:Business valuationTax considerationsThe structure and timing of payments to existing shareholdersFuture profitabilityEmployee incentivesLong-term financial performanceThe interests of different stakeholdersFor Dan, the decision wasn't simply about finding the exit route with the most attractive headline number.He wanted an approach that could allow him and his family to realise value from the business while also giving employees a meaningful stake in its future success.That made the EOT particularly relevant to Be Wonderful's existing culture and values as a B Corp certified agency.The financial realities of selling a businessOne of the most interesting parts of Dan's experience is the financial risk that remains after an EOT transaction.Unlike an exit where the founder receives all of their proceeds immediately, Dan discusses having a longer period over which value would be realised. That meant considering whether the business could continue generating sufficient profit over the years following the transaction.It required honest conversations about what the business might be worth, what could realistically be taken off the table initially, and what would happen if future performance didn't go according to plan.For founders considering how to sell a business, it's a useful reminder that the headline business valuation is only one part of the equation.Cash flow, profitability, financial modelling, deal structure and the ongoing ability of the company to perform can ultimately be just as important.What happens after the founder leaves?Dan describes the transaction itself as relatively smooth.The bigger surprise came afterwards.After years of being the founder and MD, Dan suddenly found himself returning to board meetings where he was no longer the person leading the conversation or making the final decision.Instead, he had become one voice around the table.Dan talks openly about learning when to contribute, when to step back and even when to bite his tongue as other people made decisions differently from the way he would have made them.There was also a more personal adjustment.The routines and responsibilities that had structured his working life for years suddenly changed. Meetings disappeared from the diary, his role within the organisation changed and he had to consider where he could make the greatest impact next.It provides an interesting perspective on an aspect of selling a company that can easily be overlooked: an exit isn't purely a financial event. For many business owners, it's also a major change in leadership, identity and purpose.Succession planning and founder dependencyPerhaps the biggest lesson came when the business had to operate without its founder.Dan had promoted internally ahead of the EOT and spent months preparing his successor for the MD role. But after Dan stepped back, some of the knowledge, processes and decision-making that had previously existed between them became much harder to replicate.As Dan explains, founders can believe they have everything covered within their team - but they don't really know until they leave the room.The conversation explores what happened next, including pressure on agency profitability, project margins and leadership capacity.Dan reflects on what he would do differently, including breaking down the founder/CEO role in much greater detail and identifying exactly who would take responsibility for each area.It's an important succession planning lesson.Processes and systems that appear obvious to a founder after years of experience may not actually be documented anywhere. Decisions may depend on intuition, experience and conversations that haven't yet been turned into repeatable processes.Removing founder dependency therefore requires more than appointing a successor.It means understanding everything the founder actually does, building the right management structure, documenting critical processes and ensuring the next generation of leadership has the information and support required to make good commercial and financial decisions.Dan also shares one of his biggest leadership lessons from the experience: being an excellent second-in-command doesn't automatically mean someone will be equally effective as the person ultimately responsible for the business.Life after selling your businessThe episode also explores Dan's post-exit career.Alongside his continued involvement with Be Wonderful, he now advises founders looking to scale their businesses, invests in startups and supports entrepreneurs and social enterprises through the Wonderful Foundation.Dan talks about the adjustment from concentrating almost entirely on one company to developing a portfolio career across different businesses and projects.It raises another important question for founders working on their business exit strategy:What are you actually exiting towards?Dan's experience suggests that good exit planning isn't only about achieving the right business valuation or completing the transaction.Founders also need to think about their personal goals, values, desired lifestyle and the role they want business to play in their lives afterwards.In this episode, we discuss:How Dan built and scaled Be WonderfulWhy agency businesses can become difficult to scale organicallyBuilding a financial model with a future business exit in mindHow shareholder structure can affect long-term business valueWhat an Employee Ownership Trust (EOT) is and how it worksEOTs versus a traditional trade sale, merger or M&A transactionBusiness valuation when selling through an EOTThe financial and tax considerations behind different exit strategiesCreating incentives for employees under an employee ownership modelProtecting company culture during a change of ownershipManaging profitability and margins after the founder steps awayMoving from founder and MD to board member and advisorThe emotional and practical realities of life after selling a businessWhy succession planning needs to start well before an exitThe risks of founder dependency in growing agenciesWhy critical processes and systems often remain inside the founder's headChoosing and preparing the next generation of leadershipWhy a strong second-in-command doesn't automatically make a strong first-in-commandBuilding a portfolio career after exitAligning your business exit strategy with your personal goals and valuesIf you're an agency owner, entrepreneur or founder thinking about selling your business, succession planning, an Employee Ownership Trust or simply how to build a more valuable business that can operate without you, this episode offers a practical and experience-led look at what business exit planning really involves.Because preparing a business for sale isn't just about getting the numbers right.It's about building a company that can continue to perform when you're no longer the person in the room.

https://www.plannedgivingaccelerated.com/my-book  The episode features planned-giving consultant Tony Martignetti discussing his book, Planned Giving Accelerated. His central message is that legacy fundraising isn't reserved for universities, hospitals, or large nonprofits—small and midsized organizations can launch a practical program in one week. The three-step approach: Identify your strongest prospects. Prioritize loyal, long-term donors with whom someone at the nonprofit has a genuine relationship. Consistency matters more than wealth: someone who has donated $5 annually for 20 years may be a better prospect than an occasional major donor. Start exclusively with gifts in wills. Bequests are familiar, simple, and cost donors nothing during their lifetimes. More complicated vehicles can wait until the program matures. Cultivate and ask. Begin personal conversations with the best prospects. Martignetti recommends asking directly but naturally: “Would you consider including us in your will?” Key insights: Planned giving is a conversation about life, not death. The focus should be the longevity of the organization's work and its future impact in the community. Loyalty predicts potential better than gift size. Nonprofits shouldn't restrict planned-giving outreach to wealthy or major donors. Start with donors around age 55–60 or older. Younger donors can participate later, but older, established supporters are more likely to retain the organization in their estate plans. Don't lead with tax benefits. Most modest donors will receive little or no estate-tax advantage; they give because they care about the mission. Technical questions should be referred to the donor's attorney or financial adviser. Bequests are usually unrestricted. Martignetti encourages nonprofits to place as much as practical into an endowment while balancing immediate operating needs. Specific restrictions and naming opportunities are exceptions. Discuss programs, buildings, or required gift amounts only when donors want a more tangible legacy. Monthly donors can become strong prospects, although the initial launch should remain tightly focused on the most established relationships. Donor-advised funds require succession planning. Donors should designate successor advisers or charitable beneficiaries so the remaining money doesn't simply default to the sponsoring organization. Meetings can be informal. Martignetti likes meals because their natural pacing creates room for conversation, but fundraisers should meet wherever both parties feel comfortable. The episode also discusses Martignetti's deliberately humorous, anti-academic style and a seemingly unrelated chapter documenting the 2025 “GoFundMe chaos week.” In that episode, GoFundMe created roughly 1.2 million unapproved nonprofit donation pages. Nonprofit professionals organized on LinkedIn, pressured the company to respond, and helped bring wider regulatory attention to “shadow donation pages.” Overall, the takeaway is simple: planned giving does not require a complex campaign, special website, tax expertise, or wealthy donor base. It begins when a nonprofit identifies a loyal supporter and opens an honest conversation about sustaining its mission beyond the donor's lifetime.

Think of this as a crash course in general meetings. In this compendium, John, Craig and Scriptnotes intern, Lauren, mine previous episodes for advice on the bewildering "general." They aim to answer every question you've had about general meetings, over the years: What are they? What's discussed? And how do you get one? In our bonus segment for premium subscribers, John and Craig swap stories about their best, worst, and first general meetings. Get your copy of The Scriptnotes Book and become a Scriptnotes Premium member today! For more content on the craft of writing check out Inneresting our weekly-ish newsletter about screenwriting and things that are interesting to screenwriters. Scriptnotes is produced by Meredith Stedman and edited by Matthew Chilelli. Our coordinator is Lauren Loesberg. Outro by Nick Moore (send us yours!) Email us at ask@johnaugust.com

Brian Windhorst is joined by ESPN's Tim MacMahon and Vince Goodwill to talk about the Clippers' owner Steve Ballmer accepting the NBA's punishment and how that may have cleared the path for the completion of the Kawhi trade to the Raptors. The crew breaks down what we can expect from Kawhi on the court, discusses some wild stories from his previous stint in Toronto and if we will see elite performance once again. Plus, we tackle what Brian is watching in NBA owners' meetings like the state of expansion in the NBA and Adam Silver's tone about the Clippers. Learn more about your ad choices. Visit podcastchoices.com/adchoices

913. When something's broken at work, we reach for the big fix — the reorg, the new tool, the strategy overhaul. But ask people to describe their perfect coffee and they'll say rich, dark, bold. Put a cup in front of them and they reach for weak and milky. Rachel Cooke applies that same gap to work, where what's holding you back usually isn't strategy. It's the thousand small snags you've stopped noticing. Here's how to find one and ease it from right where you sit.Modern Mentor is a Quick and Dirty Tips Podcast, hosted by Rachel Cooke!Find more from Rachel at LeadAboveNoise.com.Have a question for Modern Mentor? Email: modernmentor@quickanddirtytips.com Discover more from Modern Mentor!FacebookLinkedInNewsletterTranscripts available on your podcast app or QuickandDirtyTips.com Hosted on Acast. See acast.com/privacy for more information.

In this episode of Dental Unfiltered, hosts Matt Brown and Dr. Vallo discuss how dental practice leaders can protect their time, empower their teams, and create more effective meetings. They explore why executives shouldn't attend every meeting, how a clear chain of command prevents unnecessary interruptions, and why leaders need to trust their teams to solve problems independently.They also explain how to structure productive executive meetings with a regular cadence and clear agenda, while giving emerging leaders the opportunity to develop, make mistakes, and grow. The key takeaway: strong leadership means knowing when to step in, and when to step back.

We're delighted to have Jayson Gaignard back on the Business of Meetings podcast today. Jayson is the founder of MMT and the author of Community Made: The Truth About Success and the Relationships That Create It. Eric had the privilege of reading Jayson's book, which includes many of the lessons he learned about relationships, community, and success. Stay tuned for more! Jayson's Journey Jayson dropped out of high school and started a service-based business before pivoting to online e-commerce, which he grew to about $7 million a year over four years with no outside investments. After seven years, he realized he didn't need to impress anyone, so he scaled it down to zero. In August 2012, things beyond his control left him in debt. So he began hosting dinners that brought fascinating people together, which eventually led to MMT and building communities. In 2023, he started putting his lessons in writing, which led to his book, Community Made. Community Made Jayson's book, Community Made: The Truth About Success and the Relationships That Create It, centers on three areas: finding your people, investing in your people, and asking for help. Asking for help was pivotal to his personal growth, so he also explores why people avoid it. Transactional and Transformational Relationships Jayson explains the difference between transactional and transformational relationships. Transactional relationships can help you reach a specific goal, while transformational relationships are based more on shared values and wanting to spend time together. He believes you need to be intentional about the people you bring into your life and the energy you invest in those relationships. Building Community Jayson's approach to community is based on careful curation and creating an environment where people can be authentic and vulnerable. The right people, shared values, trust, and confidentiality are essential to creating a community where members can support one another. Success and Comparison Jayson discusses how success can affect relationships and create comparison and envy. He believes you need to be genuinely happy for other people's success while remaining focused on your own path rather than measuring your life against someone else's. Technology and Connection Jayson believes technology and AI can strengthen communities by helping people find others with relevant experience and expertise. However, technology cannot replace the value of being together in person, which remains central to building meaningful relationships. Preparation and Mentorship Jayson also discusses the importance of preparation, especially when having meaningful conversations with other people. He credits mentors and friends who believed in his potential and encouraged him to think bigger. Bio: Jayson Gaignard is an author and community builder who has spent more than a decade creating high-trust communities and experiences for entrepreneurs. He is the Head Curator of MMT, one of the world's most exclusive entrepreneur communities, and was named one of Forbes' "Top Networkers to Watch." His work explores what happens when you bring the right people into the right room—creating opportunities, ideas, and relationships that can transform businesses and lives. Jayson's work has been featured in Forbes, Entrepreneur, Business Insider, and Tim Ferriss' Tools of Titans. Connect with Eric Rozenberg LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter Connect with Jayson Gaignard Mastermind Talks  LinkedIn Book Website  

Difficult people are part of working life, but in food manufacturing and retail, poor behaviour can sometimes be tolerated for far too long, particularly when the person involved is seen as commercially valuable.In this episode, I explore what happens when businesses quietly weigh up someone's results against the disruption they cause. Meetings get worked around them, colleagues learn to stay quiet and eventually good people can decide they've had enough.When you're the person on the receiving end, it's also incredibly easy to start questioning yourself. If nobody else is challenging the behaviour, you might wonder whether you're being too sensitive or making too much of it.I share some practical ways to approach these situations without trying to find the perfect comeback. Preparation matters. Think about your boundaries before the conversation, stay focused on the facts and use simple questions to understand what's actually driving the disagreement rather than getting pulled into an emotional exchange.We also look at why you don't have to win every difficult conversation. Sometimes pausing, stepping away or deciding something isn't worth pursuing in that moment is the more useful response.Importantly, there's a difference between somebody being difficult and somebody crossing a professional line. Shouting, belittling or inappropriate personal comments can become a conduct issue. When that happens, documenting what's taking place and knowing where you can go for support becomes important.Ultimately, you might not be able to change the person or the culture around them. But you can decide what you're prepared to accept, how you respond and where your own line sits.This episode isn't about learning how to win against difficult people. It's about protecting your confidence, staying grounded and finding a way to keep doing good work without absorbing somebody else's behaviour.Timestamps00:00 – Why disruptive behaviour gets tolerated in food businesses02:15 – When commercial value outweighs behaviour07:12 – Why so many people experience conflict but stay silent08:36 – Preparing yourself before a difficult conversation10:41 – Separating the problem from the pressure11:54 – Staying with the facts and asking better questions14:26 – Deciding your boundaries before the conversation18:31 – Why you don't need to win every interaction20:00 – When difficult behaviour becomes a conduct issue22:45 – Calling out behaviour and documenting incidents24:24 – What you can control and where you draw the lineConnect with The Fearless FoodiesThe Fearless Foodie Newsletter straight to your inbox. No fluff, no spam.https://foodies.fearlessfoodies.co.uk/podcastConnect with me here:https://www.linkedin.com/in/amywilkinsoncoach/Useful Links & SupportFearless Relationships ProgrammeSupport for technical, product development and supply teams to prepare for difficult conversations, communicate with confidence and hold their ground.https://fearlessfoodies.co.ukACAS GuidanceAdvice and support around workplace bullying and conduct issues.https://www.acas.org.uk/Work with Fearless FoodieLeadership development and team support tailored to food manufacturing and retail environments.https://fearlessfoodies.co.ukA Big Thank You to Our SponsorsIFP LabsSpecialist laboratory services supporting food businesses with fast, reliable testing and technical expertise.https://www.ifp-labs.com/

Welcome to the Monday Minute, brought to you by Auto Analytix – your 52-week guide to a better dealership. A quick reset to help you lead better, think clearer, and build your dealership with intention. Before we get started, make sure you have reviewed Sunday's newsletter. It lays out the full theme for the week, the why behind it, and simple exercises you can work through with your team. The Monday Minute is the mindset. The newsletter is the roadmap.You have sat in that meeting. No agenda, someone brings up a problem from three months ago, the whole conversation disappears down a rabbit hole, an hour disappears, nobody knows what they are doing next, and everyone just wanted to leave the entire time. That is not a meeting. That is a venting session that stole time from your dealership.In this episode, Jeff and Luke break down what a good meeting actually does – and it is three things: create direction, build accountability, and drive action. Jeff walks through the structure that separates a meeting worth having from one that just fills a calendar slot. Every recurring meeting needs a written agenda. Start with the wins – who did something right this week, who displayed a core value, who took care of a customer or a coworker in a way worth recognizing out loud. Then review the goals – where are you tracking for the week, the month, the quarter. Then get into the headaches – the bottlenecks, the things slowing the team down – and do what the book Traction calls IDS: identify, discuss, and solve. That last part is what most meetings skip entirely. Everyone vents, everyone circles, and nobody leaves owning the solution. Every action item out of a meeting needs a name and a deadline beside it – and the next meeting starts by reviewing those commitments. Luke adds the AI angle that makes it all easier: a Plaud recording device in the room, plugged into AI afterward, means nothing gets missed and action items write themselves. Thirty minutes of focused conversation beats an hour of rambling every single time.Your assignment this week: create a standard meeting agenda and save it somewhere your team can see it and update it every time you meet. Set a consistent meeting schedule and protect it – Jeff's is 9 a.m. every Monday, no exceptions, Zoom if you are not in the building. Assign someone to capture action items at every meeting – or let AI do it. And before anyone leaves, answer three questions out loud: what needs to happen, who is responsible, and when is it due. Then hold each other to it at the next one. Your dealership does not need more meetings. It needs better ones.Review this week's Sunday newsletter at TheIndependentDealer.com for the full theme and exercises.Not subscribed yet? Sign up now.This Monday Minute is brought to you by Auto Analytix – the scoreboarding and analytics platform built for independent dealers. Learn more at autoanalytix.netLet's build this together.

Do you freeze, go blank or struggle to speak up in meetings — even when you know what you want to say?One reason you may keep freezing in meetings isn't what happens during the meeting. It's what happens afterwards.If you leave meetings replaying what you said, focusing on what went wrong, worrying about how you came across or criticising yourself for not speaking up, you may be creating more pressure for the next meeting.In this episode, you'll learn:Why the way you evaluate yourself after a meeting can affect your confidence in the next oneHow unfair self-evaluation keeps you stuck in a low-confidence cycleWhat fair evaluation looks like insteadHow to start changing this habit so you can speak up in meetings with less pressureIf you're looking for help with confidence in meetings, speaking up at work, freezing or going blank in meetings, or overthinking after meetings, this episode is for you.Want to be more Confident At Work?Start here: ⁠⁠⁠⁠⁠take our free: Confidence Assessment ⁠⁠⁠⁠⁠⁠⁠⁠⁠Get private support to feel confident at work - ⁠⁠⁠⁠⁠⁠book a call to explore private coaching⁠⁠⁠⁠⁠⁠⁠  JOIN* the How To Be Confident Masterclass, 29 September 2026 free hereCover art by Jacob McFaddenTheme song by Melissa Carter @ Making Audio Magic 

How to Use WhatsApp Events to Schedule Client Meetings and Follow-Up

Send us a text and chime in!The Phoenix Parks and Recreation Department is inviting the community to attend upcoming Parks Master Plan Key Findings Meetings as the department moves toward the final steps of developing a comprehensive plan to guide the future of Phoenix's parks, recreation facilities, and programs. Over the course of the planning process, the city has engaged residents through surveys and community outreach to share their experiences, priorities, and ideas for the future of Phoenix Parks and Recreation. The feedback gathered from the community has helped identify key themes and priorities. At the upcoming Key Findings Meetings, community members will have an opportunity...   For the written story, read here >> https://www.signalsaz.com/articles/parks-master-plan-key-findings-meetings-in-phoenix/ Check out the CAST11.com Website at: https://CAST11.com Follow the CAST11 Podcast Network on Facebook at: https://Facebook.com/CAST11AZFollow Cast11 Instagram at: https://www.instagram.com/cast11_podcast_network

Why Psychological Safety at Work Matters—and Why Culture Initiatives FailMost organizations say they want employees to speak up, contribute ideas and challenge assumptions.But do employees actually feel safe doing it?When people believe speaking up could hurt their careers, they begin to self-silence. They stop questioning decisions. They hold back ideas. They see potential problems but don't mention them.And the consequences can extend far beyond employee engagement. Organizations can lose innovation, talent, productivity—and sometimes the ability to identify serious risks before they become crises.In this episode of A Seat at the Table, host Jane Singer speaks with Christina Scott, founder of Catalyzing Change, a leadership coaching and organizational development firm.Christina explains why psychological safety isn't simply about making employees feel comfortable. It's an operational strategy that can directly affect organizational performance.Why Do Workplace Culture Initiatives Fail?One of the biggest mistakes organizations make is treating culture change as a campaign.Leadership holds a town hall. Emails go out. Meetings are scheduled. Everyone talks about the new initiative.Then it gradually disappears.Christina argues that real culture change needs to become part of the organization's systems, processes and decision-making.There is also a difference between organizational change and transition. Change is what happens—a new leader, strategy, system or organizational structure. Transition is how people psychologically and emotionally respond to it.Organizations that implement change without helping employees navigate the transition risk resistance and failure.What Makes an Organization Thrive?Christina developed the THRIVE framework, six conditions she believes help create healthy organizations, teams and individuals:Trust: Can people trust each other, speak truthfully and trust their own judgment?High Standards: Does everyone understand what's expected, and are standards high enough to produce excellent work?Resources: Do employees have the staff, budget, materials and support needed to meet those standards?Impact: Is the organization achieving the impact it says it wants to create?Voice: Can employees speak up safely—and does speaking up actually make a difference?Evolution: Can the organization adapt as its environment changes?Together, these conditions provide leaders with a practical way to think about organizational culture beyond vague goals such as creating a "great place to work."What Is Self-Silencing at Work?Self-silencing happens when employees decide that the safest option is to keep quiet.They may have ideas, spot problems or disagree with a decision, but instead decide to "mind their business," do their job and go home.From the employee's perspective, silence can feel like survival.For the organization, however, the cost can be enormous.It loses ideas and innovation from people it is already paying to contribute. Eventually, talented employees may disengage completely or leave.Christina's Unmute Yourself framework addresses both sides of the problem. Organizations need to create environments where people feel safe speaking up, while individuals also need to develop the confidence and skills to express ideas, challenge assumptions and have difficult conversations.Why Is Psychological Safety a Business Issue?Psychological safety is sometimes dismissed as a "soft" workplace benefit.Christina argues that it is foundational to organizational excellence.An organization can have an impressive strategic plan, ambitious KPIs and sophisticated technology. But those systems become less effective when employees are afraid to point out problems.The consequences can become particularly serious in environments where mistakes affect physical safety.If employees see something wrong but don't feel safe enough to report it, what looks like a technical failure can actually have a people and culture problem underneath it.Leaders therefore need to model the behavior they want to see: asking questions, admitting mistakes, encouraging disagreement and creating opportunities for employees to practice speaking up.Can Workplace Culture Be Measured?Culture may seem intangible, but Christina argues that it can be measured.Instead of simply asking, "Do we have a good culture?", organizations can examine specific factors:Do employees trust leadership?Do they have the resources needed to perform?Can they contribute their ideas?Do they feel safe speaking up?Are standards clear?Do employees believe their work has an impact?Surveys, one-on-one conversations and focus groups can reveal patterns that broad questions about "culture" often miss.Why Do Good Employees Leave?Compensation isn't always the reason.Christina identifies two major factors: bad managers and unhealthy organizational cultures.Employees want to feel safe, contribute their abilities and know that their ideas have value. When they're continually told—explicitly or implicitly—to "stay in their lane," talented people can become frustrated and leave.Toxic cultures can also spread. People working around destructive behaviors may gradually begin adopting those same behaviors themselves.That's why organizations can't focus exclusively on financial and productivity targets while ignoring how people work together.Building Culture That LastsThere is no single culture solution that works for every organization.Christina favors a diagnostic approach: ask questions first, identify where the real problems exist and then develop an intervention appropriate for that organization.That could involve leadership coaching, team development, strategic planning or organization-wide support during a major change.The objective isn't to create a temporary initiative.It's to build systems and behaviors that continue working after the consultant, coach—or latest culture campaign—is gone.Episode Timestamps00:00 – Why psychological safety matters at work02:03 – Why culture initiatives fail04:50 – The six elements of the THRIVE framework08:44 – What causes employees to self-silence?11:40 – Psychological safety is a two-way street12:32 – Teaching employees how to speak up13:47 – When silence becomes an organizational risk14:56 – Psychological safety and organizational excellence16:41 – How to measure workplace culture21:07 – Why employees leave managers and toxic cultures23:48 – How toxic workplace culture spreads26:56 – Why leaders need support too28:32 – Creating sustainable organizational change29:34 – Why culture change isn't one-size-fits-all31:22 – Why early intervention mattersAbout Christina ScottChristina Scott is the founder of Catalyzing Change, a leadership coaching and organizational development firm. She has partnered with federal agencies, government, higher education institutions and mission-driven organizations to help leaders close the gap between their stated values and the everyday reality employees experience.Her work focuses on leadership development, organizational culture, psychological safety and creating sustainable change that helps people and organizations thrive.Website:  www.catalyzingchange.comLinkedIn: https://www.linkedin.com/in/christina-l-scott/SEND US A MESSAGEStop starting over again each month. We'll work one-on-one build a tailor-made system you can repeat each quarter.  Marketing gets done - on easy mode.  Learn more about the Consistent Marketing System.Visit A Seat at The Table's website at https://seat.fm

Pastor Kevin Inafuku will be our keynote speaker for Summit Meetings 2026 at Harvest Baptist Church. He spoke with Pastor Walton this week on Harvest Time.

  We kick things off with health class on KSL Brightside! Scientists invented smart underwear that tracks your farts to detect digestive issues (yes, really). Then, a worker is stirring up debate about booking fake meetings with himself just to get stuff done — and honestly, we get it. We also talk about how to tell if someone secretly dislikes you, and a bear has been spotted in Mapleton.   KSL Brightside streams live weekdays 12–3 PM, with a YouTube-exclusive live stream from 12–1 PM and radio plus YouTube from 1–3 PM. 

KGMI's Jason Upton speaks with Whatcom County Council Chair Kaylee Galloway about pilot changes coming to council meeting procedures for the rest of 2026, including what the changes are, why they were made and how the council will decide on whether to make them permanent.

Bill and Scott unpack President Trump's efforts to bring down beef prices by increasing imports and what that means for American ranchers, discuss key takeaways from this week's G20 finance meetings, and check back in on U.S.-Canada trade talks and Canada's retaliatory tariffs.

Rejection is part of business, leadership, and life. Whether you didn't get the promotion, the client said no, your idea wasn't chosen, or an opportunity went to someone else, it can sting. But a “no” doesn't have to shake your confidence or make you question your value.In this episode, I share practical ways to bounce back from rejection, learn from it, and keep moving forward. Because rejection is information, not a verdict on who you are. And remember: you're not for everyone, and you're not supposed to be.You'll learn how to:Separate rejection from your identity and remember who you areFeel the disappointment without creating a bigger story around itGet curious about what you can learn from the experienceAsk for feedback without defending yourselfMake your next move instead of letting one “no” cause you to retreatReframe rejection as evidence that you're stretching, taking risks, and putting yourself in the arenaThe goal isn't to avoid rejection. It's to trust yourself enough that rejection doesn't stop you from making the next ask. Some resources for you:Get 3 Strategies to Speak Up in Meetings here.Project more confidence and credibility with my free tips: 9 Words to Avoid & What to Say Instead: Words to Avoid | Karen LaosMy book “Trust Your Own Voice”: https://karenlaos.com/book/ Connect with me:Website: https://www.karenlaos.com/Instagram: https://www.instagram.com/karenlaosofficial Episodes also available on YouTube:https://www.youtube.com/channel/UCEwQoTGdJX5eME0ccBKiKng/videos About me:Many years ago I found myself tongue-tied in a boardroom, my colleagues and executives staring at me. My stomach in my throat, I was unable to get the words out (in spite of being in a senior leadership role). Then, I heard my boss shut down the meeting. My heart sank. I was mortified. She pulled me aside and said, "You didn't trust your gut. You could've tabled the meeting like I did."Why didn't that option occur to me in the moment? Why did I feel like I needed permission?That was the day I set out to change. I began a journey of personal growth to discover the root of the problem. Once I did, I wanted every woman to experience that same freedom.I'm now on a mission to silence self-doubt in 10 million women in 10 years by giving them simple strategies to speak up and ask for what they want in the boardroom and beyond, resulting in more clients, job promotions, and negotiation wins.Companies like NASA, Netflix, Google, and Sephora have been propelled toward more effective communication skills through my signature framework, The Confidence Cocktail™.This is your invitation to step into your most confident self so you can catapult your career! Karen Laos, Communication Expert and Confidence Cultivator, leverages 25 years in the boardroom and speaking on the world's most coveted stages such as Google and NASA to transform missed opportunities into wins. She is fiercely committed to her mission of eradicating self-doubt in 10 million women by giving them practical strategies to ask for what they want in the boardroom and beyond. She guides corporations and individuals with her tested communication model to generate consistent results through her Powerful Presence Keynote: How to Be an Influential Communicator. Get my free tips: 9 Words to Avoid & What to Say Instead: Words to Avoid | Karen Laos Connect with me:Website: https://www.karenlaos.com/Instagram: https://www.instagram.com/karenlaosofficial Facebook: Ignite Your Confidence with Karen Laos: https://www.facebook.com/groups/karenlaosconsultingLinkedIn: https://www.linkedin.com/in/karenlaos/Episodes also available on YouTube:https://www.youtube.com/channel/UCEwQoTGdJX5eME0ccBKiKng/videosMy book “Trust Your Own Voice”: https://karenlaos.com/book/

Alan and Steve share ways to make student leadership check-ins more useful, focused, and efficient. Instead of asking vague questions like “What's going well?” they suggest more specific prompts that help students give feedback teachers can actually use. They also discuss how small groups, clear time limits, and well-placed questions can keep these discussions from turning into gripe sessions.

Today, we're thrilled to welcome Muhammad Younas, the founder and CEO of vFairs. Muhammad is a true North American tech entrepreneur. He developed the award-winning event technology platform, vFairs, which has powered over 50,000 and reached more than 100 million attendees worldwide. Stay tuned to hear about Muhammad's entrepreneurial journey and the invaluable insights he shares today. Mohammad's Journey Mohammad started at IBM before moving into a role involving virtual events. Frustrated by the limited technology and support available, he built his own platform and used it to run more than 100 events. When an exhibitor asked to use his technology, he saw the opportunity to license it, and vFairs was born. COVID COVID created hockey stick growth for vFairs because the company already had hundreds of customers, case studies, testimonials, and references. Customers also helped shape what came next, asking for tools such as a mobile app, badge printing, exhibitor management, and a speaker portal as they prepared to return to in-person events. Event Technology Event technology can do far more than support an event. Sponsor banners, sponsored notifications, different booth tiers, enhanced profiles, and meetings can create new revenue opportunities while giving sponsors and exhibitors more value. Using AI Mohammad sees AI as a way to remove repetitive tasks from the event process so that people can focus on what technology cannot replace. That includes designing the event experience and creating meaningful connections between attendees, exhibitors, and speakers. The aim is not to automate the human side of events, but to give people more time to focus on it. Automation Before introducing automation, Mohammad recommends mapping out the workflow and deciding which parts genuinely need human involvement. AI can handle repetitive, time-consuming tasks, freeing event professionals to focus on decisions, relationships, and experiences where their involvement adds the most value. Keep the Customer at the Center For Mohammad, building a sustainable business starts with making customers genuinely happy. He sees events as part of the hospitality industry, where the quality of the experience matters because satisfied clients become advocates, generate word of mouth, and create opportunities for future business. The goal is not simply to deliver an event, but to build a company that can continue serving customers well over the long term. An Opportunity for Small Businesses Mohammad believes smaller companies can use AI to rethink problems that were traditionally solved with complex, established software. AI-native technology creates opportunities to build new approaches from the ground up rather than simply adding AI to existing systems. But because events involve so many different use cases and edge cases, that opportunity depends on first understanding how the industry actually works. Perfect It Manually First Mohammad's advice is to understand a process before trying to automate it. That means going through the entire customer journey manually, identifying the real pain points, and learning what prospects and customers actually need. Once the process works and you've built trust with customers, you can use AI to automate the parts that it will genuinely benefit. The Event Planner's Role Is Changing Mohammad expects events to claim a larger share of marketing budgets, but that will come with greater pressure to demonstrate results. Event planners therefore need to move beyond simply executing events and become more involved in the strategic side of the business. Their role is increasingly about showing how an event supports broader business goals and delivers measurable value. Bio: Muhammad Younas is the Founder and CEO of vFairs, an award-winning event technology platform that has powered more than 50,000 events and reached over 100 million attendees worldwide. Over the past decade, Muhammad has helped grow vFairs into a global, all-in-one platform for in-person, hybrid, and virtual events, serving organizations across 50+ countries. Through his work with thousands of event organizers worldwide, he has developed a unique perspective on how technology is reshaping attendee expectations, event engagement, personalization, and the way event teams operate. Under his leadership, vFairs has grown to more than 270 team members and has been recognized as a Leader in the Gartner Magic Quadrant for Event Technology Platforms, while earning a 4.9/5 rating on G2. Muhammad regularly shares practical insights on event technology, AI, attendee experience, and the future of the events industry, drawing on lessons learned from building event technology at global scale. Connect with Eric Rozenberg LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter Connect with Muhammad Younas vFairs LinkedIn  

Importance of Warm-Up Meetings Hello, this is Hall T. Martin with the Startup Funding Espresso -- your daily shot of startup funding and investing. In preparation for raising funding, be sure to include warm-up meetings. Six months in advance of launching the fundraise, set up meetings with investors to indicate you will be raising funding soon. The purpose of the warm-up meeting is to gauge initial feedback on the idea. It also alerts the investor that a fundraise will be coming soon. In the warm-up meeting, ask permission to keep them informed of the progress. Most investors will agree as they are interested in the outcome. Use the interim time to update and inform the investor. This often provides feedback from the investor that guides the direction of the fundraise. A monthly update will give the investors six updates in advance of the fundraise launch. By the launch, the investor will know a great deal about the business. This makes the first formal meeting much easier, as the investor knows the deal. Consider taking the core list of investors and setting up a warm-up meeting for each. Thank you for joining us for the Startup Funding Espresso where we help startups and investors connect for funding. Let's go startup something today. _________________________________________________________ For more episodes from Investor Connect, please visit the site at: http://investorconnect.org Check out our other podcasts here: https://investorconnect.org/ For Investors check out: https://tencapital.group/investor-landing/ For Startups check out: https://tencapital.group/company-landing/ For eGuides check out: https://tencapital.group/education/ For upcoming Events, check out https://tencapital.group/events/ For Feedback please contact info@tencapital.group Please follow, share, and leave a review. Music courtesy of Bensound.

Let's be honest: we are all exhausted by pointless, recurring calendar invites. For forty years, professionals have been complaining about bad meetings, yet very little has actually changed. We continue to sit through boring status updates, get trapped in default 60-minute calendar slots, and secretly check our emails in silence while one loud voice dominates the room.In this spontaneous Walk & Talk, Gary and George unpack the ultimate playbook for breaking the boring meeting curse once and for all. Gary shares his practical "3 Ds" framework (Decide, Design, Diagnose) to ensure every meeting has a singular, razor-sharp focus. They explore how to politely decline useless invites, why AI note-takers are actually a lazy crutch, and why you should start your next session by doing "Any Other Business" (AOB) first.Whether you are a manager trying to run more efficient teams or an employee drowning in Zoom invites, this episode offers a refreshing, tactical take on workplace productivity. Learn how to handle virtual multitasking, why you should ban hybrid meetings entirely, and how asking a simple "no constraints" question can completely transform your group decision-making.Key takeaways from this episode:The 3 Ds (+ Connect): Every meeting must have one sole objective. Are you there to Decide something, Design something, or Diagnose a problem? If it's none of these, use that time to Connect (lobby and align) before the formal meeting even starts.Kill the Default Slots: 30 and 60-minute slots are productivity traps. Start booking 17, 22, or 23-minute meetings to instantly grab people's attention and force tighter, more efficient conversations.Stop the Multitasking (It's Your Fault): If people are visibly doing emails during your virtual meeting, it's because you aren't engaging them. Keep them present by constantly asking direct, targeted questions.Ditch Status Updates: A status update is a waste of live meeting time. Move status updates to concise emails, voice notes, or recorded video updates sent out in advance, and use live meeting times only for real-time collaboration.Send us Fan MailLinks & references: https://www.thecompanydoctor.com/Gary Gamp: https://www.linkedin.com/in/garygampGeorge Clode: https://www.linkedin.com/in/georgeclodeGary's new book, Career Catalyst - available online now: https://www.amazon.co.uk/Career-Catalyst-Secret-Skills-School-ebook/dp/B0DFYVG6XY/ref=tmm_kin_swatch_0?_encoding=UTF8&qid=&sr=

In this episode of Better Business, Better Life, Debra Chantry-Taylor is joined by Bobby Rouse to explore the risks of picking and choosing EOS tools instead of embracing EOS® as a complete operating system. Bobby shares his journey from growing up on a farm in Idaho to becoming a serial entrepreneur and Professional EOS Implementer®. His experiences across management, technology & business helped him recognise the value of EOS as a practical framework for creating clarity, discipline & stronger leadership teams. A key theme throughout the conversation is that EOS works because the tools are designed to work together. Bobby explains that businesses do not change simply because they introduce a Level 10 Meeting® or a Scorecard. Real change happens when the people within the organisation change how they think, communicate, make decisions & hold one another accountable. Debra & Bobby discuss why businesses that self-implement often fall into the trap of picking and choosing EOS tools. A leadership team might adopt Level 10 Meetings or create a Scorecard while overlooking foundational tools such as the Accountability Chart® and People Analyzer®. While this can create some improvement, it rarely delivers the full transformation EOS is designed to create. Bobby & Debra also unpack the importance of keeping Scorecards simple. Using a scuba diving analogy, Bobby explains that leaders do not need hundreds of numbers to understand whether a business is healthy. They need the handful of critical numbers that tell them whether they are heading in the right direction. The episode goes beyond business implementation too, with practical advice on staying in your designated seat, using your calendar to architect your life & taking regular Clarity Breaks when pressure and uncertainty increase. Bobby also shares the “Is it true? Is it helpful? Is it kind?” framework as a useful way to challenge the stories & communication patterns that can affect both teams and individuals. CONNECT WITH DEBRA:    ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer® | Entrepreneurial Leadership & Business Coach | Business Owner ►Connect with Debra: debra.chantry-taylor@eosworldwide.com►EOS Worldwide Website: Debra Chantry-Taylor | EOS Implementer | EOS Worldwide___________________________________________       GUEST'S DETAILS: ► Bobby Rouse – LinkedIn: https://www.linkedin.com/in/bobby-rouse-2887613/ ► Website – EOS Worldwide – Bobby Rouse | EOS Implementer | EOS Worldwide Ep 288 Chapters: 00:00 – Introduction 00:14 – The Impact of Traction 31:44 – Becoming an EOS Implementer 31:56 – Space Learning and Implementation Mastery 32:09 – Self-Implementation vs Professional Help 32:19 – Effective Data and Scorecards 41:26 – Essential Business Tips

This broadcast aired live Sunday September 6th 2026  With Your Race Time Radio Host: Joe Chisholm Watch This Episode:  https://www.youtube.com/watch?v=vH01581iBh4  Featuring: - Andrew Ranger wins NASCAR Canada Series event at CTMP - Josh Stade No.17 picks up the Championship at The Beach – Sauble - Josh Tissington No.31 wins a Canadian Super Truck Series feature - Russ Janson No.65 wins Canada 200 at Saratoga Speedway - Dave Venard No.7 comes out victorious in Canadian Super Truck Series Championship - Kevin Trevellin No.19 - Todd Sheppard No.47 wins  Ontario Sportsman Series 2nd 50 at  Flamboro Speedway Save 25% on Qwick Wick Fire Starters https://www.qwickwick.com/ Use: RTR Code at Check out #MotorsportsCompetitors #StockCarRacing #ShortTrackCompetitors #QwickWick25%CouponRTR  Watch RTR: https://www.youtube.com/@racetimeradiotv/streams X: https://x.com/Racetimeradio Web: https://racetimeradio.com/  Contact: joe@racetimeradio.com

Complainers. We all work with them What are they complaining about at work? Here's a few things ... To subscribe to The Pete McMurray Show Podcast just click here

Today we challenge ourselves to judge team meetings by outcomes, not agendas, and to lead conversations that turn updates and scorecards into real decisions. We share a practical approach to accountability that feels like coaching, plus a reminder that consistent meetings create momentum for the whole firm, including us as leaders.Key topics discussed in this episode:• Auditing the last team meeting by asking what changed because it happened• Shifting from scorecard review to decisions, blockers, and next actions• Turning project updates into action items with clear ownership• Using a coaching tone to remove shame and surface what got in the way• Creating leader accountability through preparation and planning cadenceFollow Elite Achievement for more conversations on leadership and high-level execution. About Kristin BurkeKristin Burke works with financial advisors and leaders in financial services who are building and scaling firms. She helps them lead more effectively, develop their team, and execute consistently on the priorities that drive growth.Work with KristinIf you are building a firm and want a strategic partner to help you think through leadership, team development, and execution, you can learn more about working with Kristin here:WebsiteConnect on LinkedInLinkedIn

On The Coaching 101 Podcast, hosts Daniel Chamberlain and Kenny Simpson open with Simpson's 35–23 win over Brookland, early-season injuries, and the value of scheduling tough non-conference games, including a planned short week and an upcoming opponent with multiple college signees. After a Bill Walsh quote on championship standards and a Field House update focused on weekly game review and coaches' Q&A, they discuss why scout team should not be a punching bag but a developmental unit that still prepares starters to win Friday. They cover who to place on scout team, using mostly the program's terminology and techniques while approximating opponent looks, mixing brief ones-on-ones for best-on-best with scout reps, rewarding scout team players, maintaining tempo and organization, coaching scout players via meetings/film, playing JV games for development, and using situational “anything goes” reps to stress the starters.00:00 Podcast Intro00:35 Season Opener Recap02:40 Scheduling Up Challenges03:54 Quote of the Week05:49 Fieldhouse In Season08:25 Sponsors and Tools09:17 Scout Team Philosophy10:15 Who Runs Scout Team13:36 Good on Good Reps19:15 Coach the Scout Team21:07 Best Scout Rep Standard23:12 Developing Next Years Starters25:13 Scout Team Terminology25:47 Perfect Looks Not Needed26:46 Teach Skills and Techniques27:39 Put Kids in Positions28:19 Saban Skill Set Lesson29:40 How Scout Team Wins31:04 Developing the Scout Team33:43 Plan Without Wasting Time34:04 JV Games and Purpose35:24 Systems for Faster Reps36:58 Meetings and Player Roles43:28 Tempo and Rep Control46:31 Rewards and Recognition48:35 Situational Two Plays49:34 Sponsors and Wrap UpDaniel Chamberlain:@CoachChamboOKChamberlainFootballConsulting@gmail.comchamberlainfootballconsulting.comKenny Simpson:@FBCoachSimpsonfbcoachsimpson@gmail.comFBCoachSimpson.com

Schedule Your Success: In the Age of Distraction, Scheduling Your Success Matters** We live in an age where everything is competing for our attention. Emails. Messages. Meetings. Admin. Notifications. Other people's priorities. And if we don't intentionally make space for the things that matter most, they have a funny way of getting pushed to tomorrow, next week or someday. In this Majik Mind coaching sermon, I share a simple practice that has made a massive difference in my own business and life: **scheduling your success.** We explore: • Why your biggest priorities deserve protected time on your calendar • How time blocking makes it easier to actually do the things you say matter • Why I theme different days around different kinds of work • How wearing fewer hats each day creates more focus • Why your calendar is one of the clearest reflections of your actual priorities • How scheduling your work can create MORE space for family, creativity, adventures, play and doing absolutely nothing In the age of distraction, your attention is one of your most valuable resources. **Decide what matters. Give it a place on your calendar. Then show up and do the thing.** ## WANT SUPPORT GROWING YOUR CREATIVE BUSINESS? **JOIN THE MAJIK MIND: YOUR VILLAGE OF CREATORS** Get ongoing coaching, community, creative business training, co-working, expert support and access to a growing library of tools and resources for purpose-driven creators and entrepreneurs. https://majikmedia.com/majik-mind **EXPLORE THE MAJIK ACCELERATOR CIRCLE** Our 9-month high-touch accelerator and advisory experience for established creators and entrepreneurs ready to simplify, strengthen and scale their business. https://majikmedia.com/services **CRAFT & TOUR YOUR SIGNATURE WORKSHOP** Turn your expertise into a powerful Signature Workshop designed to grow your audience, build relationships and generate revenue through aligned organizations and communities. https://majikmedia.com/signature-workshop/ **WORK WITH MAJIK MEDIA** Need strategy, creative direction, messaging, websites, systems, AI, partnerships, media production or hands-on support bringing an idea to life? Explore our à la carte creative services. https://majikmedia.com/services/ **THRIVING IN BUSINESS WITHOUT SOCIAL MEDIA** Discover how to grow your business through relationships, partnerships, referrals, workshops, email and good old-fashioned human connection. https://majikmedia.com/biz-without-social

Shoot Us A Message!Meetings: the overlooked habit that keeps an agency from falling apartThis episode breaks down why daily meetings are the “glue” that keeps an insurance agency running smoothly. We explain how inconsistent check-ins create hidden problems, while short, focused meetings surface roadblocks, accountability gaps, and team momentum before the numbers slip.We discuss why meetings are often avoided, why that avoidance makes problems harder to fix, and how AI tools can help track team sentiment and patterns over time.Key Takeaways and Timestamps00:00 - The thing that disappears before agency numbers start dropping02:36 - Why meetings are the uncomfortable habit owners avoid06:03 - The simplest meeting agenda: targets, roadblocks, and fixes09:06 - Set the meeting, forget the excuses11:36 - Using AI note-taking to track daily team meetings12:05 - Reading team sentiment and leading indicators with AI15:40 - Why 15 focused minutes can replace scattered interruptions16:44 - Surprises, accountability, and recognition in daily meetingsThe Insurance Dudes ResourcesJoin the Agent Elite: https://www.skool.com/agenteliteBest Seller: https://MillionDollarAgencyBook.comInsurance Dudes Files: https://blog.theidudes.comTeamIQ: https://teamiq.theidudes.comTelefunnel Lead Callers: https://theidudes.comILB: https://insuranceleadbrokers.comInsurance Agency Trader: https://trader.theidudes.comIf this helps, subscribe and hit the bell so you can catch every episode.Follow UsFacebook: https://www.facebook.com/theinsurancedudesLinkedIn: https://www.linkedin.com/company/the-insurance-dudes-podcastInstagram: https://www.instagram.com/insurancedudespodcastListen to the Audio PodcastApple: https://podcasts.apple.com/us/podcast/the-insurance-dudes/id1451888095Spotify: https://open.spotify.com/show/2gVVPkZ2MWQ1orwdltdIAKSupport the showHey there! Thank you for listening! We'd be SUPER GRATEFUL for a subscribe!And a review over on the Apple Podcasts would be incredible!Check out our newsletter, webinar, and some great Internet Lead tactics at The Insurance Dudes Homepage.We appreciate you!Craig Pretzinger & Jason FeltmanThe Insurance Dudes

Many fundraisers think successful donor meetings are primarily about charisma.   Wrong.       Charisma helps. Confidence helps. Storytelling helps. But more than anything else, successful fundraising meetings are usually the result of thoughtful preparation. The best fundraisers rarely "wing it." They prepare like professionals because they understand something incredibly important:   Preparation reduces anxiety It also increases confidence, clarity, credibility, and effectiveness. Unfortunately, too many nonprofit leaders and development staff walk into donor meetings carrying little more than optimism, caffeine, and vague hope that "something good will happen."    Then midway through the meeting, they forget key facts, stumble through the organization's impact numbers, contradict each other in group meetings, or launch into rambling explanations that sound like a hostage reading cue cards.   Not ideal. Great fundraisers—the strongest relationship-based fundraisers—approach donor preparation very differently. They think strategically before every donor interaction. They anticipate questions. They rehearse conversations. They study the donor carefully. They coordinate messaging. They eliminate surprises wherever possible.   In short, they prepare. And yes, occasionally they still sweat through their shirt anyway. But at least they sweat professionally. :-) Tune in to learn more!

After a positive August for stocks, Carl Quintanilla, Jim Cramer and David Faber explored the challenges facing the stock market in September, including moves in Treasurys: The 10-year note yield hit highs not seen since January 2025. According to David's sources, Anthropic agreed to a $35 billion computing deal with Nvidia-backed cloud provider Lambda. The anchors discussed the future for Apple on John Ternus' first day as CEO. Hear what Elon Musk told the G20 meetings about AI and robotics. Also in focus: Oil prices jump as military strikes continue in the U.S.-Iran conflict. Squawk on the Street Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

One on one meetings are the first thing leaders cancel and the one that costs the most. The fix isn't discipline, it's your one on one meeting agenda. In research run across Google, the top two behaviors employees named when they didn't feel supported by their manager were both about this meeting: canceling it, and showing up late. Lia breaks down why this is the most impactful meeting of your week, why yours feels pointless right now, and the four-part agenda that fixes it in fifteen minutes.In this episode you will learn:Why canceling and rescheduling one on ones lands harder on your team than you thinkWhat you only ever find out in a one on one, and never at the coffee cart or on a client callHow your next delegation decision surfaces in this meetingThe three reasons one on ones get canceled, and the fix for each oneThe four-part agenda: highlights, lowlights, blockers, and feedbackWhat to ask when you get to the end and there's time left overResources mentioned:The New Manager Playbook, which has the one on one agenda template: liagarvin.com/newmanagerplaybookDownload my FREE guide to making hard conversations with your team easier at liagarvin.com/convoLooking for support for yourself of your team? I've got you covered.Explore manager training, leaders keynotes & offsites, and 1:1 advisory, or my 90-Day-COO program for business owners who want simple systems that actually work.I transform teams from cost centers to profit centers with practical tools and research-backed strategies that make managing EASIER.Get all the details at: www.liagarvin.comContact: liagarvin.com/contactEmail: hello@liagarvin.comFollow on Instagram: https://www.instagram.com/lia.garvinWatch on YouTube: https://www.youtube.com/@Lia.Garvin--© 2026 Lia Garvin / Managing Made Simple

Have you ever walked out of a morning meeting thinking, "Damn, that was a great meeting" only to watch everyone return to the exact same behaviors by lunchtime? That isn't a meeting problem. It's a behavior problem. Dealerships ask sales and service managers to train their teams constantly. Improve the appointments. Strengthen the phone calls. Personalize the follow-up. Build more customer confidence. Increase repair approvals. But here's the question we need to ask: Who taught the managers how to train? In this episode of Dealer Talk with Jen Suzuki, I'm sharing the practical framework I teach in manager workshops and at NADA Dealer Academy: ONE OBJECTIVE → SHOW IT → DO IT → DRIVE IT. This isn't about packing five priorities into a 45-minute meeting nobody remembers. It's about selecting one behavior, showing what great looks like, practicing it together and driving it until it becomes part of how the team operates. You'll learn how to turn real calls, texts, videos, appointments, repair orders and customer interactions into short training sessions that build confidence and how to use contests, observation and recognition to keep the behavior alive after the meeting ends. Because attendance isn't the scorecard. The real question is: What behavior changed because of the meeting? If your dealership wants stronger trainers not simply managers who hold more meetings—this episode gives you a framework you can use tomorrow.

Most event professionals can tell you exactly what will happen on stage at any given time. Yet far fewer can tell you exactly what would happen if someone collapsed in the ballroom. Stay tuned as Eric tackles emergency preparedness and security. Emergency Preparedness A 70-page emergency manual that nobody has opened in two years is documentation, not a system. Emergency preparedness starts with the people responsible for responding, not with a binder, processes, or SOPs. Everyone needs to know their role and be ready to act when an emergency happens. Know Who Does What You need to know who makes the decision, who communicates, who executes, and who takes over if someone is unavailable. If you can answer those four questions, you have a true emergency preparedness plan you can act on immediately if something happens. Medical Emergencies For a medical emergency, decide who calls the emergency services, who contacts the venue, where the AED is, who manages the surrounding attendees, who goes with the individual, and who stays on site. It's essential to discuss that before an emergency actually happens. Safety and Security You need to know who is defined as a suspicious individual, what constitutes a threat, who makes the decision, who gets called, and what happens if there is civil unrest or you need to evacuate. Your event team is not law enforcement, so you also need to establish when control transfers to venue security, police, the fire department, or other authorities. Lead by Example If something unforeseen happens, inform the people in charge, lead by example, and support your client. Everyone needs to communicate and be aligned on the action to be taken, with one person making the final decision. Planning You need a plan for hurricanes, tornadoes, flooding, wildfires, and other events that could disrupt a meeting. Decide who makes the decisions, what the plan B is, what the hotel will do, what insurance is available, and what everyone involved will do. Technology and Cyber You need to know what happens if your registration disappears, the internet goes down, attendee data is compromised, your payment system stops working, the app fails, or somebody hacks the system. You also need to consider whether your meeting can continue manually if your technology fails. Business Continuity Owner-dependency problems must also be addressed. Think about what happens if you, as the business owner, are unavailable. Who has access to the bank? Who can authorize payment? Who has the passwords? Who handles communication? Who is running the company? Communication During an emergency, people become desperate for information, and if they don't have it, they create it. Define who communicates internally, who speaks with the client and attendees, who deals with the media and law enforcement, who contacts families, and who is not authorized to communicate publicly. Organizational Dependencies Ask your team to imagine what would happen if you disappeared for the next seven days. If you couldn't call, text, or email, and they couldn't ask you a single question, what would they be unable to do? Their answers will help you identify the organizational dependencies that need to be addressed. A Simple Plan For each major risk, define the trigger, who leads the response, the first three things to do, who needs to be involved, who needs to be informed, who communicates, and who takes over if the designated person is unavailable. Keep the Plan Current Your plan needs to be a living document that reflects your experience, your tests, what you are learning in the industry, and new issues that can happen. Circumstances, the environment, and people change, so you need to review the plan regularly and train your team. Test the Plan After writing a plan, you need to test it. Create a scenario, present it to your team, and watch what happens. The more realistic and unexpected the example, the better you can see who takes control and who is the right person on your team to respond. Build a Business That Can Handle Almost Anything The objective is not to have a plan for everything, but to build a business that can handle almost anything and a team that is ready to act in any situation. Eric Rozenberg's Bio. Rozenberg, CMM, CMP, is an entrepreneur, author, podcast host, and business mentor who has built, scaled, and successfully exited multiple companies in the Meetings & Events industry. As the founder and CEO of Event Business Formula, Eric helps event entrepreneurs build real companies—not just successful event businesses. Through practical frameworks and decades of real-world experience, he teaches business owners how to create predictable revenue, build stronger teams, reduce owner dependency, and develop businesses that are scalable, transferable, and ultimately sellable. Eric is also the founder of Eric AI, the Meetings & Events industry's first AI-powered business mentor, available 24/7 in 77 languages. He is the author of Meeting at C-Level and Before It's Too Late, and the host of The Business of Meetings podcast, where he interviews entrepreneurs and industry leaders from around the world. Connect with Eric Rozenberg LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter  

One thing today: friends pray and God MOVES.

Message from Jefferson Tokurah on August 31, 2026

In this episode, find out what the next generation of acousticians is researching! In this episode, we talk to the latest round of POMA Student Paper Competition winners, from the joint 189th meeting of the ASA and the Acoustical Society of Japan, held in Honolulu in December 2025. Their topics include:- Perception of the PIN/PEN merger in speakers from the US South (Irene Smith, McGill University)- Using distance to better inform models for multi-channel sources separation (Rajesh Rameshbabu, University of Illinois, Chicago)- Designing resin reeds for oboes (Fumihiko Kurosawa, University of Tsukuba)- Modelling cochlear synaptopathy, or "hidden hearing loss" (Kai Burian, Technical University Munich)Associated papers:Irene Smith and Meghan Clayards. "Merged perception of PIN and PEN: Interspeaker variation or partial merger in perception?" Proc. Mtgs. Acoust. 60, 060013 (2025) https://doi.org/10.1121/2.0002242Rajesh Rameshbabu; Rashen Fernando; Ryan Corey. "Learning distance-dependent spatial structure for multichannel source separation." Proc. Mtgs. Acoust. 60, 055004 (2025) https://doi.org/10.1121/2.0002298Fumihiko Kurosawa; Naoto Wakatsuki; Tadashi Ebihara. "Control of characteristics through topological optimization of 3D-printed oboe reeds." Proc. Mtgs. Acoust. 60, 035003 (2025) https://doi.org/10.1121/2.0002307Kai Burian, Ahsan J. Cheema, and Sunil Puria. "Modeling loudness contours to determine human auditory nerve fiber distribution and cochlear nerve degeneration." Proc. Mtgs. Acoust. 60, 050006 (2025) https://doi.org/10.1121/2.0002265Read more from Proceedings of Meetings on Acoustics (POMA).Learn more about Acoustical Society of America Publications.

An overflowing task manager and a crowded-out calendar are rarely ever caused by using the wrong tools. The problem happened well before you entered the task or added the appointment to your task manager or calendar.  And that's what we're looking at this week.  Links: Email Me | Twitter | Facebook | Website | Linkedin   Learn more about my Productivity Academy Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived    Apollo 13 Lunar Module Start-up Procedures   The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl's YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script |431 Hello, and welcome to episode 431 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  If you were to look at your appointments for tomorrow right now, how much time do you have that is not already committed? Two, three, four hours?  Now look at your task manager: how many tasks are overdue or scheduled for tomorrow?  In the uncommitted time you have tomorrow, are you confident you can complete all those tasks?  Most people who do this little exercise, if they are being honest with themselves, will answer “no chance”.  And this is the top reason why so many people are struggling with time management and productivity today. And there is a word for it: Overcommitted.  It's not the tools they use or any other complex reason. It's simply because they've allowed themselves to become overcommitted.  This week, I'm looking at how this happens and what you can do to unravel the problem so you are operating within your natural capacity, not overworked or under pressure, and not feeling like you are sinking under the weight of unrealistic deadlines and commitments.  So, to get us started, let me hand you over to the Mystery Podcast Voice for this week's question.  This week's question comes from Douglas. Douglas asks, “Hi, Carl, I know you tell people to keep their task manager clean and tight, but I find that impossible. I'm collecting 20 or more things into my inbox each day; I often have 4 or 5 hours of meetings, and I have to deal with at least 130 emails and messages each day. How would you get all that under control?” Hi Douglas, thank you for your question.  I did some quick maths on the numbers you provided and noticed that if you are collecting, on average, 25 new tasks a day, have 130 emails and messages to deal with and only have 3 ½ hours of non-meeting time each day, that would mean you would have only 1 minute and 13 seconds to spend on each item.  Yet those numbers assume you are not taking time for lunch or coffee or a glass of water. If you were to include a 30-minute lunch break and 15 minutes to get water and coffee each day, that would leave you with less than a minute available for each email, message, and task.  Is that realistic?  Based on that quick calculation, the issue here is one of capacity. You've no capacity left. All that's needed to completely destroy your day is an urgent, last-minute meeting request, an issue that prevents you from doing any of your planned work or simply an IT problem that doesn't allow you to do the work you planned.  I can assure you, Douglas, you are not alone here.  There are millions of people all around the world struggling with the same thing. They're overcommitted.  Which is why it's completely irrelevant what tools you're using.  The first thing I would advise someone in this situation is to do the maths I did above. Now, I know I do not have all the information. I don't know what work you do, your position in the company, or whether you lead a team.  But what I do know is you've gone beyond your natural capacity, and now you will be building up enormous backlogs. You will be struggling to meet your deadlines, and I bet when you get home you're exhausted.  This exercise will tell you how much capacity you have.  If the meetings you attend each day are non-negotiable, you will need to find a way to reduce the number of tasks you receive. Which means you will likely have to do something uncomfortable.  Reject requests.  Now I know this is very hard to do. Nobody likes disappointing someone. But the choice is: either you disappoint them when they ask, or you disappoint them when you cannot deliver what you promised on time. And I think failing to deliver on your commitments is the bigger disappointment. Think of it this way. If you say no and they ask someone else who can deliver, then you've actually helped them.  Sure, your pride may be slightly hurt, but this isn't about your pride. This is about setting yourself realistic expectations on what you can and cannot do.  However, there is another possible solution. Cap your daily meetings. If, when you do the little exercise on how much non-committed time you have, you realise that you will need four hours of meeting-free time each day, then you cap your meeting time at 3 hours per day.  This will then leave you with 4 or 5 hours for your tasks.  Now there are various ways to do this. You could use a calendar service such as Calendly or Acuity to open blocks of time for people to schedule meetings with you, or you could tell people that you've reached your meeting limit for the day and ask if you could meet on another day.  You will be surprised how accommodating people can be.  Another consideration is to reduce the meeting times to 30 minutes. This has the added advantage that people will get to the point much faster, and you'll find you still cover everything that needs to be covered.  I've learned many things over the years I've been coaching and helping people with their time management and productivity, but one of those lessons stands out: Every “yes” has an invisible “no”.  In other words, every time you accept another commitment, whether it is a meeting or a piece of work, you are saying no to something else you could have done with that time.  But it goes beyond that. Meetings have a nasty habit of generating more commitments. Another meeting, more emails and tasks, for example.  And pieces of work generate what Cal Newport calls “admin costs”; these are the little extra tasks, such as finding information, following up, and answering questions. They are the invisible “nos” rarely ever considered.  So in your situation, Douglas, there are a few questions to ask yourself: Do all your regular meetings require your presence? If not, perhaps you could drop one or two of them. If you can, don't allow the saved time to be replaced by other meetings. Protect that time. Save it for the things you have prioritised.  The goal here is to gradually withdraw from these meetings.  If you manage a team, perhaps you could delegate attendance at some of these meetings to one of your team members. They can then report back to you with a summary of what happened.  What are you collecting? You mentioned that you collect around 20 new items on average each day. That seems like a lot. What are you collecting?  There are some things that will need to be collected; you may need to contact someone for information or organise the purchase of new equipment.  But if you are collecting emails to respond to and articles to read, then your task manager is not the best place for them. Emails and messages have their own self-contained apps. Keep everything within these walls. For instance, if you have a Slack message to reply to but need to think about it first, flag the message. Or you can use Claude or ChatGPT to find all your unresponded messages for today. You could even set this up as an automation  With email, it's easier. You can create an Action folder for emails you need to respond to and drop them in there. Then give yourself some time later in the day to respond to them.  The goal here is to reduce the pressure on your capacity, and one of the fastest ways to do that is to reduce friction points.  For example, if you get an email you feel you should respond to and then move it to your task manager, that's a lot of additional time—remember “admin cost”? It's far faster to drag and drop it into an Action folder.  A great question to ask yourself is: What has to come out of my week to make it more realistic?  Juggling your current commitments around, fiddling with your task manager or trying new tools is not addressing the real issue.  The real issue is a capacity one. You're trying to do far more than you can do. You won't find the solution until you address that.  I would begin with: How much time do you need to stay on top of your work? That could be an extra five or six hours a week. Now you have something tangible to work with.  For those of you who have watched the film Apollo 13, there's a scene where the character Ken Mattingly is in the lunar module flight simulator, and they are trying to find a start-up procedure that would not draw more than 20 amps.  This meant they had to find out what they could turn on and what they could not.  After hours of testing, they finally had a start-up procedure that draws just under 20 amps.  I will put a link to the clip in the show notes, as it is a great illustration of what we sometimes have to do with the time we have. It's finite, and often the only things we can do are the essentials. There's no time for the “would like to do” or low-value tasks.  In many ways, an issue we all share is that we think time is infinite, when it's the opposite. It's finite, and how we allocate our time each day is largely our choice.  The key is understanding that there are always trade-offs and consequences when we allocate our time. If we say yes to one thing, we say no to another, whether we are consciously aware of it or not.  As I am writing this script, I am not responding to an urgent email or talking with my family. Equally, when I am chatting with my wife, I am not writing feedback for my coaching clients.  So, Douglas, look at your calendar. How are you allocating your time each week? What can you remove to free up time for the things you want to spend it on?  It won't be easy, and you will feel uncomfortable doing it. However, I can assure you that it is possible and when you have done it, you will feel lighter, more focused and appreciate your time in ways you've never considered. Plus, the bonus is that other people will begin respecting your time more than they do today.  Thank you for your question, and thank you to you too for listening. It just remains for me now to wish you all a very, very productive week.   

You can select which part of the service to listen to below:(06:55) - Prayer Requests (23:36) - Specials (37:56) - Bro. Donny (39:10) - Baby Dedication (47:28) - Sermon

Hour One of the Good Morning Football Podcast begins with the outlook for the Steelers. Hosts Jamie Erdahl, Kyle Brandt, and Manti Te'o discuss how they would like to see Aaron Rodgers final season play out. Whiteboard Wednesday asks what has been the most eye-opening moment in the preseason. Judy Battista gives an update from League Meetings. Plus, how will the Bills be different this season? Stay tuned for Hour 2 of the GMFB Podcast! The Good Morning Football Podcast is part of the NFL Podcast NetworkSee omnystudio.com/listener for privacy information.

People decide whether to trust you before they've had time to fully evaluate your expertise. Before they process your words, they're reading your energy, pace, posture, eye contact, and certainty. The question is: Does the way you show up match the brilliance you bring? In this milestone 200th episode, I'm sharing seven practical ways to build trust quickly, strengthen your credibility, and influence the room with Powerhouse Presence™. 1. The Handshake Moment: Trust Starts Before Your Content Does People experience you before they process what you're saying. Your posture, facial expression, eye contact, pace, and energy are already communicating a message. Before your next high-stakes conversation, ask yourself: How do I want to be experienced in this room? Choose three words, such as calm, credible, clear, and let those guide how you show up. 2. Calm Certainty Builds Credibility Powerhouse Presence™ isn't about being the loudest or most charismatic person in the room. It's about communicating: I belong here. I know what I bring. And I don't need to prove it. Slow your pace. Finish your sentences. Let your words land. Confidence doesn't rush. 3. Your First Words Matter Don't waste your opening warming up, qualifying your opinion, or giving unnecessary backstory. Instead of: “I've been thinking about this, and I'm not sure everyone will agree, but…” Try: “Here's what I recommend.” Use BLUF: Bottom Line Up Front. Lead with what matters most. 4. Remove the Language That Leaks Authority Pay attention to words and phrases that unintentionally weaken your message: just, sorry, I think, maybe, hopefully, or does that make sense? You don't have to become aggressive or overly direct. The goal is to communicate with greater clarity and certainty. Before you speak, ask: Am I softening this because it needs to be softened, or because I'm uncomfortable owning it? 5. Stand Out by Being Concise Over-explaining can come from wanting to prove your credibility. Ironically, it can have the opposite effect. Make your point. Give the necessary context. Then stop. Challenge yourself to cut the runway and eliminate the first 20–30% of what you would normally say. The more important your point, the less you should bury it. 6. Make Sure Your Presence Matches Your Brilliance You can be exceptionally talented and still have a gap between what you know and how others experience you. I call this the Credibility Gap: the distance between the expertise you possess and the confidence, clarity, and authority others experience from you. Your goal isn't to become someone else. It's to make sure the room can see the value that's already there. 7. Build Trust Through Consistency Powerhouse Presence™ isn't something you turn on for the big presentation or board meeting. Trust is built in the everyday moments: keeping your word, being prepared, communicating clearly, handling pressure well, and saying what needs to be said. People trust leaders when they know what they can count on from them.   Your Powerhouse Challenge This week, don't try to be more impressive. Be more intentional. Speak sooner. Say less. Slow down. Trust your own voice. Because when your presence matches your brilliance, you don't have to fight to command the room. People feel it. Some resources for you: Get 3 Strategies to Speak Up in Meetings here. Project more confidence and credibility with my free tips: 9 Words to Avoid & What to Say Instead: Words to Avoid | Karen Laos My book “Trust Your Own Voice”: https://karenlaos.com/book/   Connect with me: Website: https://www.karenlaos.com/ Instagram: https://www.instagram.com/karenlaosofficial  Episodes also available on YouTube: https://www.youtube.com/channel/UCEwQoTGdJX5eME0ccBKiKng/videos   About me: Many years ago I found myself tongue-tied in a boardroom, my colleagues and executives staring at me. My stomach in my throat, I was unable to get the words out (in spite of being in a senior leadership role).  Then, I heard my boss shut down the meeting. My heart sank. I was mortified. She pulled me aside and said, "You didn't trust your gut. You could've tabled the meeting like I did." Why didn't that option occur to me in the moment? Why did I feel like I needed permission? That was the day I set out to change. I began a journey of personal growth to discover the root of the problem. Once I did, I wanted every woman to experience that same freedom. I'm now on a mission to silence self-doubt in 10 million women in 10 years by giving them simple strategies to speak up and ask for what they want in the boardroom and beyond, resulting in more clients, job promotions, and negotiation wins. Companies like NASA, Netflix, Google, and Sephora have been propelled toward more effective communication skills through my signature framework, The Confidence Cocktail™. This is your invitation to step into your most confident self so you can catapult your career! Karen Laos, Communication Expert and Confidence Cultivator, leverages 25 years in the boardroom and speaking on the world's most coveted stages such as Google and NASA to transform missed opportunities into wins. She is fiercely committed to her mission of eradicating self-doubt in 10 million women by giving them practical strategies to ask for what they want in the boardroom and beyond. She guides corporations and individuals with her tested communication model to generate consistent results through her Powerful Presence Keynote: How to Be an Influential Communicator. Get my free tips: 9 Words to Avoid & What to Say Instead: Words to Avoid | Karen Laos Connect with me:Website: https://www.karenlaos.com/Instagram: https://www.instagram.com/karenlaosofficial Facebook: Ignite Your Confidence with Karen Laos: https://www.facebook.com/groups/karenlaosconsultingLinkedIn: https://www.linkedin.com/in/karenlaos/Episodes also available on YouTube:https://www.youtube.com/channel/UCEwQoTGdJX5eME0ccBKiKng/videosMy book “Trust Your Own Voice”: https://karenlaos.com/book/

The best leaders and team cultures take time to calibrate their thermostat. Join Jason Barger and other thought leaders for the 10th year of this inspiring event.   For full show notes visit: https://www.jasonvbarger.com/podcast/tcl-preview-2026/   Jason provides an exclusive preview of the 10th anniversary Thermostat Cultures Live event, challenging leaders to step back, breathe, and proactively calibrate their organizations. Please rate and review the podcast to help amplify these messages to others! Summary: In an era of business that often glorifies speed at the expense of substance, how do executives break out of the daily grind to actually stimulate progress? In this solo episode of The Thermostat, Jason V Barger previews the highly anticipated 10th anniversary of the Thermostat Cultures Live event, taking place on Friday, November 6, 2026. This gathering is designed specifically for authentic leaders to pause, reflect, and intentionally set the temperature for their teams. This conversation moves beyond standard leadership advice to outline the strategic necessity of stepping back. Jason shares five essential details about the upcoming hybrid experience—featuring a VIP in-person event in Columbus, Ohio, alongside a global virtual broadcast. He also highlights the exceptional roster of thought leaders joining him on stage, including social psychologist Owen Fitzpatrick, future-of-work expert Rebecca Hinds, and former Starbucks President Howard Behar. Essential listening for C-Suite executives, HR directors, and team leaders committed to shaping compelling cultures, this episode serves as an invitation to stop reacting to daily chaos and start building actionable solutions for the road ahead. Episode Notes & Timestamps: Intro: Jason sets the stage by announcing the upcoming 10th anniversary of Thermostat Cultures Live on November 6, 2026. A Milestone Celebration: Thanking the listeners as The Thermostat is recognized as the #13 top authentic leadership podcast in the U.S. by Million Podcasts. A Decade of Impact: Reflecting on the event's history and the incredible thought leaders who have shared the stage over the past ten years. The 5 Things You Need to Know: Jason breaks down the core elements of the 2026 event, starting with its hybrid format accommodating both in-person and virtual attendees. The Strategic Pause: Why stepping back to calibrate your personal and organizational thermostat is a performance necessity, not an administrative luxury. Action and Pre-Sales: Highlighting the solutions-focused nature of the curriculum and how to secure pre-sale tickets and VIP corporate sponsorships. Meet the 2026 Voices: Previews of upcoming sessions with Owen Fitzpatrick (Inner Propaganda), Rebecca Hinds (The Future of Work and Meetings), and Howard Behar (Servant Leadership). Questions to Ponder: Jason challenges listeners to evaluate where in their schedule they are making intentional time to reflect, breathe, and grow. Key Takeaways for Leaders: The Strategic Pause: Understand that elite performance requires stepping out of the frantic daily grind to proactively calibrate your leadership approach. Action-Oriented Culture: Move beyond passive listening and focus on building tangible, solutions-based strategies to elevate your team's everyday experience. The Power of Congregation: Discover the unmatched competitive advantage of placing yourself in a room full of authentic, growth-minded leaders dedicated to shaping the future of work. Listen to the full episode and access show notes at: https://jasonvbarger.com/podcast/thermostat-cultures-live-event-preview/ Bio: Jason Barger is a husband, father, speaker, and author who is passionate about business leadership and corporate culture. He believes that corporate culture is the "thermostat" of an organization, and that it can be used to drive performance, innovation, and engagement. The show features interviews with business leaders from a variety of industries, as well as solo episodes where Barger shares his own insights and advice. Connect: Subscribe to our channel: https://www.youtube.com/@JasonVBarger Make Your 2026 Effective! Book Jason with your team at https://www.jasonvbarger.com Like or Follow Jason

In this episode of The Capital Raiser Show, Richard C. Wilson sits down with Sahil Nandwani of Calafia Group for a tactical conversation on what it actually takes to get meetings with the most valuable investor types - and then move those conversations from interesting to funded. Sahil shares the mechanics from the investor side: what he looks for in a capital raiser before taking a meeting, what follow-up strategies work, and how the best capital raisers create urgency without desperation. Topics covered: - How to get meetings with serious family office investors - What Sahil looks for in a capital raiser before agreeing to meet - What moves a conversation from interesting to a completed deal - Follow-up timing and strategy that works with sophisticated investors - How to use short-form communication tools to close gaps faster - Creating urgency without sounding desperate - What the best capital raisers do differently in the first conversation The Capital Raiser Show brings together family offices, billionaires, and elite capital allocators to discuss capital raising, investing, and strategic growth. Subscribe for more interviews with top investors, founders, and family offices.

Arun Parameswaran: The Scrum Master Mistake of Fixing Trust With Process Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "Don't confuse activity with progress." - Arun Parameswaran   When Arun Parameswaran stepped into one of his first Scrum Master assignments, he joined a distributed team where everything looked normal from the outside. Meetings were happening, Jira was updated, and work appeared to be moving. Underneath that surface, knowledge was unevenly shared, communication between locations was weak, and trust was not yet strong enough for people to speak openly. Arun's first instinct was to add more structure: more meetings, more activities, more process. Looking back, he saw the real mistake. He was creating activity, not progress. The shift came when he stopped trying to provide answers and started listening through one-on-one conversations. He learned where people were struggling, what they expected from him, and what the team needed to own for itself. In this episode, Arun shares why Scrum Masters must understand people before changing the process, and why the best coaching often starts by asking better questions.   Self-reflection Question: Where are you adding process today because the real issue feels harder to talk about?   [The Scrum Master Toolbox Podcast Recommends]

Text and Be HeardA casino in your pocket changes everything. When gambling moves from a building to a screen, the triggers follow you into bed, into grief, into quiet moments you used to survive without a bet. Francie joins us from Amarillo to share how online gambling didn't just “get bad” over time, it flipped her life upside down in about 120 days while she was caring for her dying mother. We get specific about what makes online gambling addiction so sticky: the hypnotic screen, the familiar slot games and sounds, the speed of roulette and blackjack, and even payout delays that keep compulsive gamblers mentally chained to money they think is coming. Francie also talks about how the gambling industry keeps widening its net, from constant sports betting ads to reward systems that look a lot like gambling mechanics in kid-focused games, plus the rising wave of women and older adults pulled in through loneliness, loss, and stress. Then we move to what actually helps. With no local Gamblers Anonymous meetings available, Francie finds online meetings, sponsors, and a real recovery community. She explains how getting involved, making calls and texts, and doing service work turns isolation into accountability and purpose. We also challenge the “responsible gambling” narrative head-on and talk about why freedom means waking up without the next bet running your day. If you or someone you love is looking for online gambling help, gambling addiction recovery tools, or a place to start, hit play, share this with one person, and subscribe so you don't miss what comes next. After you listen, what part of Francie's story did you recognize in your own life?Support the showRecovery is Beautiful.   Go Live Your Best Life!!Facebook Group - Recovery Freedom Circle | FacebookYour EQ is Your IQYouTube -    Life Is Wonderful   Hugo VRecovery Freedom CircleThe System That Understands Recovery, Builds Character  and Helps People Have Better Relationships.A Life Changing Solution, Saves You Time, 18 weekswww.lifeiswonderful.love  Instagram -  Lifeiswonderful.LoveTikTok -  Lifeiswonderful.LovePinterest -   Lifeiswonderful.LoveX -     LifeWonderLoveLinkedIn -   Hugo Vrsalovic    LinkedIn -   The 1% in Recovery