Podcasts about meetings

You can be experienced, prepared, and highly capable—and still find yourself second-guessing your decisions, replaying conversations, or looking to others for validation. In this episode, we unpack what self-trust really is, why so many accomplished leaders struggle with it, and how it directly impacts your executive presence and influence. You'll learn practical shifts to strengthen self-trust so you show up with calm certainty, clear thinking, and authority. 5 Practical Ways to Strengthen Self-Trust 1. Make Decisions Without Over-Collecting Opinions 2. Stop Replaying Conversations After They're Over 3. Speak Before You Feel 100% Ready 4. Separate Outcomes from Self-Worth 5. Use Language That Reinforces Self-Trust   When self-trust increases: Your pace slows   Your message gets clearer   You stop over-explaining   You make decisions faster   Others trust you more   Because people don't just respond to your expertise. They respond to your certainty about yourself.   Favor to Ask If you enjoy this podcast, please leave a review on Amazon or wherever you listen. Your reviews help more people find the show and start communicating with greater confidence and ease. 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/

Tax season doesn't excuse bad preparation.In this solo micro-episode of The Growth Minded Accountant, Lee Reams shares a practical 5-minute AI workflow to help you walk into every client interview informed, confident, and positioned as an advisor — even during your busiest stretch of tax season.Most accountants don't feel underprepared because they don't care.They feel underprepared because they're overloaded.Back-to-back meetings.No time to reread prior returns.No mental space to spot planning opportunities.In this episode, Lee explains:• Why “directional awareness” matters more than perfect prep• How to use AI as a thinking partner — not a replacement• A simple prompt you can use to summarize prior-year returns and financials• How to generate thoughtful client questions in minutes• Why better prep leads to better positioning as an advisorThis isn't about outsourcing tax advice to AI.It's about using technology to show up sharper, ask better questions, and elevate the client experience.Five minutes of prep can change the tone of the entire meeting.Advisors don't memorize clients.They prepare for them.—Host: Lee ReamsPodcast: The Growth Minded AccountantTopic: AI for accountants, tax season efficiency, client interview preparation

Conor Sheehan Labour TD for Limerick, is to introduce a Bill calling for the mandatory broadcasting of all local authority meetings. Conor explained why to Anton this morning.

Conor Sheehan Labour TD for Limerick, is to introduce a Bill calling for the mandatory broadcasting of all local authority meetings. Conor explained why to Anton this morning.

(00:00-24:06) Longing for the days of pitchers running on the warning track at Spring Training. Whoops, those are batting practice balls. It's a big Tri Delt Tuesday. Beaker Vaughn. Adderall and baseball savant. Is this a sports show or a documentary on how to waste your college degree? Larry Nickel on the line. Ghosting Nevin Shapiro.(24:14-1:03:59) Larry put Jackson in a patriotic mood. Doug's war on sweet tea. Audio of Sid Seixeiro of the Sick Podcast Network guaranteeing a win for Canada before the gold medal game. Now let's hear Sid on his post game show. And now Sid has a PSA to Canadians and says US Hockey has been a disgrace since 1980. Meetings will fix it. I hear Montreal is a lovely town. A lot of fire blow. Martin has to leave early today and Doug is furious. Joe Buck couldn't be here, so here's Local Pervert Boy. Mizzou and SLU.(1:04:09-1:19:45) Joey Lunardi's got Mizzou as an 11 seed going to Dayton. Confusion abounds. Dayton is like Keisha Gray. Are Indiana and Indiana State in the same state?See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Jason was a guest on the Outbound Kitchen - Sales Podcast hosted by Elric Legloire to share tactical cold-calling frameworks—using permission-based openers, problem-focused language, and compelling offers to boost connect rates, spark real interest, and book meetings that actually show up. Check out more free content and get coaching at ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://outboundsquad.com.⁠

"The obstacle is the way."  Unicorn companies are billion-dollar companies. They don't scale through hard work alone. They scale because through belief. A powerful mindset.  Most startups stall after traction. Not because the product fails but because alignment fractures. Founders say the same words but mean different things. Meetings drag. Decisions stall. Energy leaks. The companies that break through close the "belief gap" and move faster than fear.  Patrick Sweeney unpacks how neuroscience shapes leadership, conviction, and scale. He shares how overcoming lifelong fear reshaped his own trajectory — from near-death regret to high-performance clarity — and how founders can use shared belief maps, fast decision cycles, and hypothesis testing to eliminate debate paralysis. He explains why most teams suffer from the "illusion of agreement," how decision-making tax slows growth, and why imposter syndrome isn't a weakness — it's common among elite CEOs.  Patrick is a serial entrepreneur with three exits, bestselling author of Fear Is Fuel, and author of The Founder's Creed. His work helps founders align teams, sharpen conviction, and build companies capable of becoming unicorns.  Expert action steps:  Stay emotionally balanced. Don't overreact to success or setbacks.  Treat obstacles as lessons; adapt your response instead of resisting reality.  Focus your energy on your tribe. Not everyone is wired to like you.  Recognize imposter syndrome as normal; even elite CEOs experience it. Learn more & connect:  Pre order The Founder's Creed at https://thefounderscreed.com/.  Book: Fear Is Fuel – Patrick Sweeney https://a.co/d/0btOiKRh  LinkedIn / Instagram: @thefearguru  Visit https://www.eCircleAcademy.com and book a success call with Nicky to take your practice to the next level. 

For Rabbi Danya Ruttenberg, the financial support and professional opportunities afforded by her fellowship at the Wexner Foundation, which plugged her into a network of the “the most powerful Jewish professionals in the country,” were substantial. But as a feminist rabbi whose most recent book is titled “On Repentance and Repair,” she felt she could not ignore the disturbing reality of the close personal and financial ties between Leslie Wexner, the benefactor of the foundation, and the late convicted sex offender Jeffrey Epstein, she tells the Haaretz Podcast. In a personal act of accountability and repentance, in 2019, Ruttenberg – “shocked, disturbed and unsettled” by the early revelations regarding Epstein and Wexner – donated the funds she took from the foundation to an organization confronting sexual violence and challenged others to take similar steps. There was little reaction to her call at the time. Now, with new details revealed in the Department of Justice release of the Epstein files, she says “my only regret is not speaking out earlier and more forcefully, no matter the cost.” She warned that “when we try to pretend that none of this is happening, we feed every conspiracy theory. And when we say that who matters are raped children, and when we center the people who are harmed, and when we live the values of our Torah and of every other teaching that we claim is holy, then we dispel those theories, because we become the people who we are supposed to be … the people who are living our values.” Read more: Island Visit, NYC Flat and 'Belarusian Girls': Ex-Israel PM Ehud Barak Addresses Jeffrey Epstein Ties The Ferrari, the Meetings and 'The Redhead': Latest Jeffrey Epstein Files Reveal Ties With Popular Israeli-American Researcher Dan Ariely Memorializing Jeffrey Epstein? Pro-Netanyahu Channel 14 Confuses Convicted Sex Offender With Beloved Israeli Singer Life After Harvard: What's in Store for Wexner Foundation's Israeli Leaders Program? From 2020: Wexner Foundation Named After Billionaire Philanthropist Distancing Itself From FounderSee omnystudio.com/listener for privacy information.

A turbulent travel weekend brings TSA PreCheck confusion, 7,000+ blizzard cancellations, and flight suspensions to Puerto Vallarta, Oneworld names a new CEO as alliances fight for relevance, and proposed U.S. entry requirements raise fresh concerns for international meetings and business travel. On today's Skift Daily Briefing, Sarah Dandashy⁠ unpacks how operational volatility is testing traveler trust, why airline alliances must prove their value beyond branding, and how stricter visa data rules could chill inbound demand ahead of major global events. This episode is presented by ⁠⁠⁠⁠Lodgify!⁠⁠⁠⁠ Articles Referenced: ⁠⁠⁠⁠⁠Honorable Mention: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@AskAConcierge on IG⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TSA PreCheck Remains Operational After DHS Said It Would Suspend Program Airlines Cancel Over 7,000 Flights as Blizzard Hits Northeast Airlines Suspend Flights to Puerto Vallarta as Unrest Erupts in Mexico Oneworld Appoints New CEO as Airline Alliances Fight for Relevance Proposed U.S. Entry Requirements Could Wreak Havoc on Meetings and Events Connect with Skift LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/skift/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ WhatsApp: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://whatsapp.com/channel/0029VaAL375LikgIXmNPYQ0L/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://facebook.com/skiftnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/skiftnews/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Threads: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.threads.net/@skiftnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Bluesky: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bsky.app/profile/skiftnews.bsky.social⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ X: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/skift⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Subscribe to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@SkiftNews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and never miss an update from the travel industry.

I've been in thousands of marketing meetings, internal, external, agency-side, client-side. I've led campaign launches, budget approvals, influencer briefings… you name it.Some of those meetings were magic… some were not!And there was a point in my career when 5–6 hours of my day were just meetings. So I had two options: figure out how to make them productive or let them hijack my calendar and momentum.This episode is the no-fluff breakdown of how I lead meetings now. From setup to follow-through, I'm sharing the systems and mindset shifts that helped me turn meetings into one of the most effective parts of my week without burning out my team or myself.If meetings are draining your best hours, it's time to take the lead and change how they run. You don't need a new calendar tool. You need this.Because in marketing, your meetings are your momentum and how you run them says everything about how you lead.Follow me on LinkedIn : https://www.linkedin.com/in/emma-windsor29/ For more episodes visit my website : emmawindsor.com

Meeting etiquette isn't just about being polite - it's about whether meetings actually produce results.  In this episode, we unpack the unwritten rules that make meetings effective (or painful), from preparation and punctuality to engagement, follow-through, and accountability.You'll hear why etiquette failures are rarely about rudeness and more often about systems, culture, and leadership signals. We explore the hidden costs of overloaded calendars, multitasking culture, poor meeting design, and hybrid work habits - and why meetings should be treated as real work, not status theater.Most importantly, we share practical ways leaders and facilitators can model better behavior, set clear expectations, and create meetings where people show up prepared, participate fully, and leave with clear next steps.If your calendar feels packed but progress feels slow, this episode offers a clear path to fewer meetings, better meetings, and far less wasted time, energy, and goodwill!

Ferenc shares several interesting recent client meetings. Many listeners will gain valuable financial insights.       1. An annual review with a client who received 20% return with their index annuity this past year.      2.A review with a client that invested in index annuities and high cash value policies in 2007, then guaranteed lifetime income later. Very interesting story through the Great Recession..      3. Planning meeting that potentially doubled income for retirement.   US household debt has hit new records. It has doubled in the past 20 years. This will likely lead to a weak economy, possibly a recession.    Average rent has declined in markets that are overbuilt. Some markets have dropped 20%. The Brookings Institute estimates there are 300,000 fewer people in the US than the previous year.This was the first time in 50 years that more immigrants left America than entered it. Brookings projects about 1,000,000 will leave in 2026. Rents will likely continue to decline.   Housing buyer demand has hit the lowest level on record. In 2005, the median income was $46,000 and the median house price was $184,000. In 2026, the median income is $59,000 while the median house price is $450,000. In 20 years, income increased 20% and house prices increased 150%.   Homebuilders continue to build new homes. The number of unsold completed new homes have hit the highest level since 2011. Building permits hit a five month high. Despite increased inventory, homebuilders are continuing to build. Home prices are likely to continue to decline.   Realtor.com states one of the following needs to occur for homebuyer demand to return:      1. Mortgage rates fall to 2.65%.    2. Household incomes rise 56% to a median of $132,171.    3. Median home prices drop 35% to a median of $273,000.

Was passiert, wenn in Meetings immer nur eine(r) spricht – und zwar du? In dieser Folge reflektiert Ralf zu einem heiklen Thema: Überdominanz in der Kommunikation. Du willst führen, Orientierung geben, unterstützen – und merkst dabei nicht, dass dein Team immer stiller wird. Ralf zeigt, warum zu viel Redeanteil Vertrauen kostet, Mitarbeitende sich innerlich zurückziehen und echte Beteiligung zur Pseudokommunikation verkommt. Höre mit und beantworte dir diese Frage ehrlich: Wie hoch ist deine Dominanz – und was kostet sie dich und dein Team? ► Hier erhältst du Zugang zu unseren gratis Führungs-Tools: https://begeisterungsland.de/begeisterungsletter/ ► Weitere praktische Audio-Lösungen für deinen Führungsalltag findest du hier: https://begeisterungsland.de/audios/ ► Unsere Story liest du hier: https://begeisterungsland.de/unsere-story/ Und wenn dir der Podcast gefällt, freuen wir uns sehr über eine Weiterempfehlung und positive Bewertung!

Listen to the hearing held in Saks's chapter 11 bankruptcy proceedings on February 20, 2026, to catch up on the Saks bankruptcy.The audio streaming on this platform is available on the bankruptcy court's docket. If you'd like to download it directly, see docket number 926, which is a PDF with an embedded MP3 file:https://cases.stretto.com/public/x503/14494/PLEADINGS/1449402202680000000212.pdfThanks to streaming technology and my podcasting initiatives, publicly available court hearings are more readily accessible to people who are hearing impaired, people who prefer to hear content while reading along with subtitles, and the many people who cannot be present in person or send someone to take notes, or for who it does not make sense to hire counsel given the typical costs and delays.Also, some streaming platforms enable use of subtitles in languages other than English, which expands the accessibility of information about developments in the Saks bankruptcy proceedings internationally. Given the international nature of the business and how many people are affected by the bankruptcy, I believe international streaming is essential.There is an important development in the case ahead. The Saks Meeting of Creditors is coming up. The Meeting of Creditors is scheduled to be held telephonically on February 23, 2026, 1:00 p.m. Central Standard Time. Below is the dial-in provided for the call, on the case administration site, which also includes more information about the Saks cases - https://cases.stretto.com/saks/---Meeting of CreditorsPursuant to section 341 of the Bankruptcy Code, the Meeting of Creditors has been scheduled for February 23, 2026, at 1:00 p.m. CT and will be held telephonically:(888) 330-1716; passcode 7125797#---Meetings of Creditors can be informative and provide an opportunity to ask questions of the representative of the bankrupt company presented at the Meeting of Creditors.Thanks for listening to my podcast! Please Subscribe to support my work.

Murph and AP were on the road for this episode, getting a first hand, behind the scenes look at the beginning stages of planning for each of the RAGBRAI LIII overnight towns. RAGBRAI director Matt visits each of the communities many times to go over timelines and all that goes into hosting us riders in July. Iowa looks a bit different in February, but the RAGBRAI buzz was high while Murph and AP sat in on meetings in each of the overnight towns. RAGBRAI LIII overnight towns include: Onawa, Harlan, Guthrie Center, Boone, Marshalltown, Independence, Dyersville, and Dubuque. Just Go Bike: ragbrai.com/justgobike/ Watch, or listen on our Just Go Bike YouTube channel. www.youtube.com/@JustGoBikePodcast Have a topic for a future episode? Message us at justgobikepodcast@gmail.com. Registration for RAGBRAI LIII is open! ragbrai.com/registration/

Why does the day disappear, even when you start with a clear plan? For busy professionals with ADHD, time blindness isn't a character flaw. Research points to neurobiological differences in executive function and time perception, dopamine dysregulation affecting motivation and internal timing. The result? Reactive weeks. Strategic thinking is squeezed out by "urgent." Constant context switching. Strained relationships. In this episode, Dave reframes time blocking as visual decision-making and not rigid scheduling. Why high achievers with ADHD struggle with estimating time The leadership cost of operating without visual structure Using themed blocks (Deep Work, Meetings, Admin, Strategic Thinking, Recovery) Planning by energy, not just the clock Matching high-focus windows to complex work Building buffers and overflow blocks (plan for reality, not perfection) Transition rituals to reduce friction (5-minute resets, defining the next tiny step, clearing tabs) The "Land and Launch" method for smoother task switching **Do you want to work with Dave one-on-one? Go to www.overcomingdistractions.com and book an introductory Zoom chat. Or go directly to Dave's calendar; https://calendly.com/davidgreenwood1/15min  

Clark County Council members discussed possible policy changes after two disruptive incidents during public comment, with Glen Yung, Sue Marshall, Michelle Belkot, and Wil Fuentes weighing options that could include temporary bans, and County Manager Kathleen Otto planning talks with the Clark County Sheriff's Office and Prosecutor's Office. https://www.clarkcountytoday.com/news/clark-county-council-wants-to-come-up-with-a-plan-to-deal-with-unruly-behavior-at-meetings/ #ClarkCounty #VancouverWA #CountyCouncil #PublicMeetings #LocalPolitics #FirstAmendment

Trump has taken secret meetings to try to orchestrate getting CNN into the hands of his buddies and Trump Supporters, the Ellison family, while at the same time firing the one person in his Administration who had the brass ones to stop the deal, just days after he said he would stay out of it and leave the decision of who gets Warner Brothers assets and CNN to the person he fired! Popok connects all the dots of what we are watching with Trump manipulating the Warner Brothers/CNN sale process for his own benefit. Americans United: Learn more at https://au.org/legalaf Subscribe:  @LegalAFMTN  Visit https://meidasplus.com for more! lRemember to subscribe to ALL the MeidasTouch Network Podcasts: MeidasTouch: https://www.meidastouch.com/tag/meidastouch-podcast Legal AF: https://www.meidastouch.com/tag/legal-af MissTrial: https://meidasnews.com/tag/miss-trial The PoliticsGirl Podcast: https://www.meidastouch.com/tag/the-politicsgirl-podcast Cult Conversations: The Influence Continuum with Dr. Steve Hassan: https://www.meidastouch.com/tag/the-influence-continuum-with-dr-steven-hassan The Weekend Show: https://www.meidastouch.com/tag/the-weekend-show Burn the Boats: https://www.meidastouch.com/tag/burn-the-boats Majority 54: https://www.meidastouch.com/tag/majority-54 On Democracy with FP Wellman: https://www.meidastouch.com/tag/on-democracy-with-fpwellman Uncovered: https://www.meidastouch.com/tag/maga-uncovered Learn more about your ad choices. Visit megaphone.fm/adchoices

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Melissa Lavasani & Jay Kopelman join our podcast to discuss how psychedelic policy is actually moving in Washington, DC. Lavasani leads Psychedelic Medicine Coalition, a DC-based advocacy organization focused on educating federal officials and advancing legislation around psychedelic medicine. Kopelman is CEO of Mission Within Foundation, which provides scholarships for veterans and first responders seeking psychedelic-assisted therapy retreats, often outside the United States. The conversation centers on veterans, the VA, and why that system may be the first realistic federal pathway for psychedelic care. Early Themes Lavasani describes PMC's work on Capitol Hill, including hosting events that bring lawmakers, staffers, and advocates into the same room. Her focus is steady engagement. In DC, progress often happens through repeated conversations, not headlines. Kopelman shares his background as a Marine and how his own psychedelic-assisted therapy experience led him to Mission Within. The foundation has funded more than 250 scholarships for veterans and first responders seeking treatment for PTSD, mild traumatic brain injury, depression, and addiction. They connect this work to pending veteran-focused legislation and explain why the VA matters. As a closed health system, the VA can pilot programs, gather data, and refine protocols without the pressures of private healthcare markets. Core Insights A recent Capitol Hill gathering, For Veteran Society, brought together members of Congress and leaders from the psychedelic caucus. Lavasani describes candid feedback from lawmakers. The message was clear: coordinate messaging, avoid fragmentation, and move while bipartisan interest remains. Veteran healthcare is not framed as the final goal. It is a starting point. If psychedelic therapies can demonstrate safety and effectiveness within the VA, broader adoption becomes more plausible. Kopelman raises operational realities that must be addressed: Standardized safety protocols across providers Integration support, not medication alone Clear training pathways for clinicians Real-world data beyond tightly screened clinical trials They also address recent negative headlines involving ibogaine treatment abroad. Kopelman emphasizes the need for shared learning across providers, especially when adverse events occur. Lavasani argues that inconsistency within the ecosystem can slow federal confidence. Later Discussion and Takeaways The discussion widens to federal momentum around addiction and mental health. Lavasani notes that new funding initiatives signal growing openness to innovative treatment models, even if psychedelics are not named explicitly in every announcement. Both guests stress that policy moves slowly by design. Meetings, follow-ups, and relationship building often matter more than public statements. For clinicians, researchers, operators, and advocates, the takeaways are direct: Veterans are likely the first federal pathway Public education remains essential Safety standards must be shared and transparent Integration and workforce development need attention now If psychedelic medicine enters federal systems, infrastructure will determine success. Frequently Asked Questions What do Melissa Lavasani & Jay Kopelman say about VA psychedelic policy? They argue that veteran-focused legislation offers a realistic first federal pathway for psychedelic-assisted care. Is ibogaine currently available through the VA? No. They discuss ibogaine in the context of private retreats and future possibilities, not an existing VA program. Why do Melissa Lavasani & Jay Kopelman emphasize coordination? Lawmakers respond more positively when advocates present aligned messaging and clear priorities. What safety issues are discussed by Melissa Lavasani & Jay Kopelman? They highlight the need for standardized screening, monitoring, integration support, and transparent review of adverse events. Closing Melissa Lavasani & Jay Kopelman provide a grounded look at how psychedelic policy develops inside federal systems. Their message is practical: veterans may be the first lane, but long-term success depends on coordination, safety standards, and sustained engagement. Closing This episode captures a real-time view of how federal policy could shape the next phase of the psychedelic resurgence, especially through veteran-facing legislation and VA infrastructure. Melissa Lavasani & Jay Kopelman argue that coordination, public education, and shared safety standards will shape whether access expands with credibility and care. Transcript Joe Moore: [00:00:00] Hello everybody. Welcome back to Psychedelics Today. Today we have two guests, um, got Melissa Sani from Psychedelic Medicine Coalition. We got Jake Pelman from Mission Within Foundation. We're gonna talk about I bga I became policy on a recent, uh, set of meetings in Washington, DC and, uh, all sorts of other things I'm sure. Joe Moore: But thank you both for joining me. Melissa Lavasani: Thanks for having us. Jay Kopelman: Yeah, it's a pleasure. Thanks. Joe Moore: Yeah. Um, Melissa, I wanna have you, uh, jump in. First. Can you tell us a little bit about, uh, your work and what you do at PMC? Melissa Lavasani: Yeah, so Psychedelic Medicine Coalition is, um, the only DC based Washington DC based advocacy organization dedicated to the advancing the issue of psychedelics, um, and making sure the federal government has the education they need, um, and understands the issue inside out so that they can generate good policy around, around psychedelic medicines. Melissa Lavasani: [00:01:00] Uh, we. Host Hill events. We host other convenings. Our big event every year is the Federal Summit on psychedelic medicine. Um, that's going to be May 14th this year. Um, where we talk about kinda the pressing issues that need to be talked about, uh, with government officials in the room, um, so that we can incrementally move this forward. Melissa Lavasani: Um, our presence here in Washington DC is, is really critical for this issue's success because, um, when we're talking about psychedelic medicines, um, from the federal government pers perspective, you know, they are, they are the ones that are going to initiate the policies that create a healthcare system that can properly facilitate these medicines and make sure, um, patient safety is a priority. Melissa Lavasani: And there's guardrails on this. And, um, you know, there, it's, it's really important that we have. A home base for this issue in Washington DC just [00:02:00] because, uh, this is very complicated as a lot of your viewers probably understand, and, you know, this can get lost in the mix of all the other issues that, um, lawmakers in DC are focused on right now. Melissa Lavasani: And we need to keep that consistent presence here so that this continues to be a priority for members of Congress. Joe Moore: Mm. I love this. And Jay, can you tell us a bit about yourself and mission within Foundation? Jay Kopelman: Yeah, sure. Joe, thanks. Uh, I, I am the CEO of Mission within Foundation. Prior to this, most of my adult life was spent in the military as a Marine. Jay Kopelman: And I came to this. Role after having, uh, a psychedelic assisted therapy experience myself at the mission within down in Mexico, which is where pretty much we all go. Um, we are here to help [00:03:00] provide, uh, access for veterans and first responders to be able to attend psychedelic assisted therapy retreats to treat issues like mild TBI, post-traumatic stress disorder, uh, depression, sometimes addiction at, at a very low level. Jay Kopelman: Um, and, and so we've, we've been doing this for a little more than a year now and have provided 250 plus scholarships to veterans and first responders to be able to access. These retreats and these, these lifesaving medicines. Um, we're also partnered, uh, you may or may not know with Melissa at Psychedelic Medicine Coalition to help advance education and policy, specifically the innovative, uh, therapy Centers of Excellence Act [00:04:00] that Melissa has worked for a number of years on now to bring to both Houses of Congress. Joe Moore: Thank you for that. Um, so let's chat a little bit about what this event was that just, uh, went down, uh, what, what was it two weeks ago at this point? Melissa Lavasani: Yeah. Yeah. It's called For Veteran Society and it's all, um, there's a lot of dialogue on Capitol Hill about veterans healthcare and psychedelics, but where I've been frustrated is that, you know, it was just a lot of. Melissa Lavasani: Talk about what the problems are and not a lot of talk about like how we actually propel things forward. Um, so it, at that event, I thought it was really important and we had three members of Congress there, um, Morgan Latrell, who has been a champion from day one and his time in Congress, um, having gone through the experience himself, um, [00:05:00] at Mission within, um, and then the two chairs of the psychedelic caucus, uh, Lou Correa and Jack Bergman. Melissa Lavasani: And we really got down to the nitty gritty of like w like why this has taken so long and you know, what is actually happening right now? What are the possibilities and what the roadblocks are. And it was, I thought it was a great conversation. Um, we had an interesting kind of dynamic with Latres is like a very passionate about this issue in particular. Melissa Lavasani: Um, I think it was, I think it was really. A great event. And, you know, two days later, Jack Bergman introduced his new bill for the va. Um, so it was kind of like the precursor to that bill getting introduced. And we're just excited for more and more conversations about how the government can gently guide this issue to success. Joe Moore: Hmm. Yeah. [00:06:00] That's fantastic. Um, yeah, I was a little bummed I couldn't make it, but next time, I hope. But I've heard a lot of good things and, um, it's, it sounded like there was some really important messages in, in terms of like feedback from legislators. Yeah. Yeah. Could you speak to that? Melissa Lavasani: Yeah, I mean, I think when, uh, representative Latrell was speaking, he really impressed on us a couple things. Melissa Lavasani: Um, first is that, you know, they really kind of need the advocates to. Coordinate, collaborate and come up with like a, a strategic plan, you know, without public education. Um, talking to members of Congress about this issue is, is really difficult. You know, like PMC is just one organization. We're very little mission within, very little, um, you know, we're all like, kind of new in navigating, um, this not so new issue, but new to Washington DC [00:07:00] issue. Melissa Lavasani: Um, without that public education as a baseline, uh, it's, it's, you have to spend a lot of time educating members of Congress. You know, that's like one of our things is, you know, we have to, we don't wanna tell Congress what direction to go to. We wanna provide them the information so they understand it very intimately and know how to navigate through things. Melissa Lavasani: Um, and secondly. Um, he got pretty frank with us and said, you know, we've got one cha one chance at this issue. And it's like, that's, that's kind of been like my talking point since I started. PMC is like, you have a very limited window, um, when these kind of issues pop up and they're new and they're fresh and you have a lot of the veteran community coming out and talking about it. Melissa Lavasani: And there's a lot of energy there. But now is the time to really move forward, um, with some real legislation that can be impactful. Um, but, you know, we've gotta [00:08:00] be careful. We, we forget, I think sometimes those of us who are in the ecosystem forget that our level of knowledge about these medicines and a lot of us have firsthand experience, um, with these drugs and, and our own healing journeys is, um, we forget that there is a public out there that doesn't have the level of knowledge that we all have. Melissa Lavasani: And, um. We gotta make sure that we're sticking to the right elements of, of, of what needs to happen. We need to be sure that our talking points are on track and we're not getting sideways about anything and going down roads that we don't need to talk about. It's why, um, you know, PMC is very focused on, um, moving forward veteran legislation right now. Melissa Lavasani: Not because we're a veteran organization, but because we're, we see this long-term policy track here. Um, we know where we want to get [00:09:00] to, um. Um, and watching other healthcare issues kind of come up and then go through the VA healthcare system, I think it's a really unique opportunity, um, to utilize the VA as this closed system, the biggest healthcare system in the country to evaluate, uh, how psychedelics operate within systems like that. Melissa Lavasani: And, you know, before they get into, um, other healthcare systems. What do we need to fix? What do we need to pay attention to? What's something that we're paying too much attention to that doesn't necessarily need that much attention? So it's, um, it's a real opportunity to look at psychedelic medicines within a healthcare system and obviously continue to gather the data. Melissa Lavasani: Um, Bergman's Bill emerging, uh, expanding veteran access to emerging treatments. Um, not only mandates the research, it gives the VA authority for this, uh, for running trials and, and creating programs around psychedelic medicines. But also, [00:10:00] one of the great things about it, I think, is it provides an on-ramp for veterans that don't necessarily qualify for clinical trials. Melissa Lavasani: You know, I think that's one of the biggest criticisms of clinical trials is like you're cre you're creating a vacuum for people and people don't live in a vacuum. So we don't necessarily know what psychedelics are gonna look like in real life. Um, but with this expanding veteran access bill that Bergman introduced, it provides the VA an opportunity to provide this access under. Melissa Lavasani: Um, in a, in a safe container with medical supervision while collecting data, um, while ensuring that the veteran that is going through this process has the support systems that it needs. So, um, you know, I think that there's a really unique opportunity here, and like Latrell said, like, we've got one shot at this. Melissa Lavasani: We have people's attention in Congress. Um, now's the time to start acting, and let's be really considerate and thoughtful about what we're doing with it. Joe Moore: Thanks for that, Melissa and Jay, how, [00:11:00] anything to add there on kind of your takeaways from the this, uh, last visit in dc? Jay Kopelman: Yeah, I, I think that Melissa highlighted it really well and there, there were a couple other things that I, I think, you know, you could kind of tie it all together with some other issues that we face in this country, uh, and that. Jay Kopelman: Uh, representative Correa brought up as well, but one of the things I wanted to go back and say is that veterans have kind of led this movement already, right? So, so it's a, it's a good jumping off point, right? That it's something people from both sides of the aisle, from any community in America can get behind. Jay Kopelman: You know, if you think about it, uh, in World War ii, you know, we had a million people serving our population was like, not even 200 million, but now [00:12:00] we have a population of 330 million, and at any given time there might be a million people in uniform, including the Reserve and the National Guard. So it's, it, it's an easy thing to get behind this small part of the population that is willing to sign that contract. Jay Kopelman: Where you are saying, yeah, I'm going to defend my country, possibly at the risk of my l my own life. So that's the first thing. The other thing is that the VA being a closed health system, and they don't have shareholders to answer to, they can take some risks, they can be innovative and be forward thinking in the ways that some other healthcare systems can't. Jay Kopelman: And so they have a perfect opportunity to show that they truly care for their veterans, which don't, I'm not saying they don't, but this would be an [00:13:00] opportunity to show that carrot at a whole different level. Uh, it would allow them to innovate and be a leader in something as, uh, as our friend Jim Hancock will say, you know. Jay Kopelman: When he went to the Naval Academy, they had the world's best shipbuilding program. Why doesn't the VA have the world's best care program for things like TBI and PTSD, which affects, you know, 40 something percent of all veterans, right? So, so there's, there's an opportunity here for the VA to lead from the front. Jay Kopelman: Um, the, these medicines provide, you know, reasonably lasting care where it's kind of a one and done. Whereas with the current systems, the, you know, and, and [00:14:00] again, not to denigrate the VA in any way, they're doing the best job they can with the tools in their toolbox, right? But maybe it's time for a trip to Home Depot. Jay Kopelman: Let's get some new tools. And have some new ways of fixing what's broken, which is really the way of doing things. It's not, veterans aren't broken, we are who we are. Um, but it's a, it's a way to fix what isn't working. So I, I think that, you know, given there's tremendous veteran homelessness still, you know, addiction issues, all these things that do translate to the population at large are things that can be worked on in this one system, the va that can then be shown to have efficacy, have good data, have [00:15:00] good outcomes, and, and take it to the population at large. Joe Moore: Mm-hmm. Brilliant. Thanks for that. And so there was another thing I wanted to pivot to, which is some of the recent press. So we've, um, seen a little bit of press around some, um, in one instance, some bad behavior in Mexico that a FI put out Americans thrive again, put out. And then another case there was a, a recent fatality. Joe Moore: And I think, um, both are tragic. Like we shouldn't be having to deal with this at this point. Um, but there's a lot of things that got us here. Um, it's not necessarily the operator's fault entirely, um, or even at all, honestly, like some medical interventions just carry a lot of risk. Like think, think about like, uh, how risky bypass surgery was in the nineties, right? Joe Moore: Like people were dying a lot from medical interventions and um, you know, this is a major intervention, uh, ibogaine [00:16:00] and also a lot of promise. To help people quite a bit. Um, but as of right now, there's, there's risk. And part of that risk, in my opinion, comes from the inability of organizations to necessarily collaborate. Joe Moore: Like there's no kind of convening body, sitting in the middle, allowing, um, for, and facilitating really good data sharing and learnings. Um, and I don't, I don't necessarily see an organization stepping up and being the, um, the convener for that kind of work. I've heard rumors that something's gonna happen there, and I'm, I'm hopeful I'll always wanna share my opinion on that. Joe Moore: But yeah. I don't know. Jay, from your perspective, is there anything you want to kind of speak to about, uh, these two recent incidents that Americans for Iboga kind of publicized recently? Jay Kopelman: Yeah, so I, I'll echo your sentiment, of course, that these are tragic incidents. Um, and I, [00:17:00] I think that at least in the case of the death at Ambio, AMBIO has done a very good job of talking about it, right? Jay Kopelman: They've been very honest with the information that they have. And like you said, there are risks inherent to these medicines, and it's like anything else in medicine, there are going to be risks. You know, when I went through, uh, when I, when I went through chemo, you know, there were, there are risks. You know, you don't feel well, you get sick. Jay Kopelman: Um, and, and it. There are processes in place to counter that when it happens. And there are processes and, and procedures and safety protocols in place when caring for somebody going through an ibogaine [00:18:00] journey. Uh, when I did it, we had EKG echocardiogram. You're on a heart monitor the entire time they push magnesium via iv. Jay Kopelman: You have to provide a urinalysis sample to make sure that there is nothing in your system that is going to potentially harm you. During the ibogaine, they have, uh, a cardiologist who is monitoring the heart monitors throughout the ibogaine experience. So the, the safety protocols are there. I think it's, I think it's just a matter of. Jay Kopelman: Standardizing them across all, all providers, right? Like, that would be a good thing if people would talk to one another. Um, as, as in any system, right? You've gotta have [00:19:00] some collaboration. You've gotta have standardization, you know, so, you know, they're not called standard operating procedures for nothing. Jay Kopelman: That means that in a, you know, in a given environment, everybody does things the same way. It's true in Navy and Marine Corps, air Force, army Aviation, they have standard operating procedures for every single aircraft. So if you fly, let's say the F 35 now, right? Because it's flown by the Navy, the Marine Corps, and the Air Force. Jay Kopelman: The, the emergency procedures in that airplane are standardized across all three services, so you should have the same, or, you know, with within a couple of different words, the same procedures and processes [00:20:00] across all the providers, right? Like maybe in one document you're gonna change, happy to glad and small dog to puppy, but it's still pretty much the, the same thing. Jay Kopelman: And as a service that provides scholarships to people to go access these medicines and go to these retreats, you know, my criteria is that the, this provider has to be safe. Number one, safety's paramount. It's always gotta be very safe. It should, it has to be effective. And you know, once you have those two things in place, then I have a comfort level saying, okay, yeah, we'll work with this provider. Jay Kopelman: But until those standardized processes are in place, you'll probably see these one-off things. I mean, some providers have been doing this longer than others and have [00:21:00] really figured out, you know, they've, they've cracked the code and, you know, sharing that across the spectrum would be good. Um, but just when these things happen, having a clearing house, right, where everybody can come together and talk about it, you know, like once the facts are known because. Jay Kopelman: To my knowledge, we still don't know all the facts. Like as, you know, as horrible as this is, you still have to talk about like an, has an autopsy been performed? What was found in the patient's system? You know, there, there are things there that we don't know. So we need to, we need to know that before we can start saying, okay, well this is how we can fix that, because we just don't know. Jay Kopelman: And, you know, to their credit, you know, Amio has always been safe to, to the, to the best of my knowledge. You know, I, [00:22:00] I haven't been to Ambio myself, but people that I have worked with have been there. They have observed, they have seen the process. They believe it's safe, and I trust their opinion because they've seen it elsewhere as well. Jay Kopelman: So yeah, having, having that one place where we can all come together when this happens, it, it's almost like it should be mandatory. In the military when there's a training accident, we, you know, we would have to have what's called a safety standout. And you don't do that again for a little while until you figure out, okay, how are we going to mitigate that happening again? Jay Kopelman: Believe me, you can go overboard and we don't want to do that. Like, we don't wanna just stop all care, but maybe stop detox for a week and then come back to it. [00:23:00] Joe Moore: Yeah. A dream would be, let's get like the, I don't know, 10, 20 most popular, uh, or well-known operators together somewhere and just do like a three day debrief. Joe Moore: Hey, everybody, like, here's what we see. Let's work on this together. You know how normal medicine works. And this is, it's hard because this is not necessarily, um, something people feel safe about in America talking about 'cause it's illicit here. Um, I don't understand necessarily how the operations, uh, relate to each other in Mexico, but I think that's something to like the public should dig into. Joe Moore: Like, what, what is this? And I, I'll start digging into that. Um, I, I asked a question recently of somebody like, is there some sort of like back channel signal everybody's using and there's no clear Yes. You know? Um, I think it would be good. That's just a [00:24:00] start, you know, that's like, okay, we can actually kind of say hi and watch out for this to each other. Jay Kopelman: It's not like we don't all know one another, right? Joe Moore: Yes. Jay Kopelman: Like at least three operators we're represented. At the Aspen Ibogaine meeting. So like that could be, and I think there was a panel kind of loosely related to this during Aspen Ibogaine meeting, but Joe Moore: mm-hmm. Jay Kopelman: It, you know, have a breakout where the operators can go sit down and kind of compare notes. Joe Moore: Right. Yeah. Melissa, do you have any, uh, comments on this thread here? And I, I put you on mute if you didn't see that. Um, Melissa Lavasani: all right, I'm off mute. Um, yeah, I think that Jay's hits the nail on the head with the collaboration thing. Um, I think that it's just a [00:25:00] problem across the entire ecosystem, and I think that's just a product of us being relatively new and upcoming field. Melissa Lavasani: Um, uh, it's a product of, you know. Our fundraising community is really small, so organizations feel like they are competing for the same dollars, even though their, their goals are all the same, they have different functions. Um, I think with time, I mean, let's be honest, like if we don't start collaborating and, and the federal government's moving forward, the federal government's gonna coordinate for us. Melissa Lavasani: And not, that might not necessarily be a bad thing, but, you know, we understand this issue to a whole other level that the federal government doesn't, and they're not required to understand it deeply. They just need to know how to really move forward with it the proper way. Um, but I think that it. It's really essential [00:26:00] that we all have this come together moment here so we can avoid things. Melissa Lavasani: Uh, I mean, no one's gonna die from bad advocacy. So like I've, I have a bit of an easier job. Um, but it can a, a absolutely stall efforts, um, to move things forward in Washington DC when, um, one group is saying one thing, another group is saying another thing, like, we're not quite at a point yet where we can have multiple lines of conversation and multiple things moving forward. Melissa Lavasani: Um, you know, for PMC, it's like, just let's get the first thing across the finish line. And we think that is, um, veteran healthcare. And, um, I know there's plenty of other groups out there that, that want the same thing. So, you know, I always, the reason why I put on the Federal Summit last year was I kind of hit my breaking point with a lack of collaboration and I wanted to just bring everyone in the same room and say like, all right, here are the things that we need to talk about. Melissa Lavasani: And I think the goal for this year is, um. To bring people in the same room and say, we talked about [00:27:00] we scratched the surface last year and this is where we need to really put our efforts into. And this is where the opportunities are. Um, I think that is going to, that's going to show the federal government if we can organize ourselves, that they need to take this issue really seriously. Melissa Lavasani: Um, I don't think we've done a great job at that thus far, but I think there's still plenty of time for us to get it together. Um, and I'm hoping with these two, uh, VA bills that are in the house right now and Senate is, is putting together their version of these two bills, um, so that they can move in tandem with each other. Melissa Lavasani: I think that, you know, there's an opportunity here for. Us to show the federal government as an ecosystem, Hey, we, we are so much further ahead and you know, this is what we've organized and here's how we can help you, um, that would make them buy into this issue a bit more and potentially move things forward faster. Melissa Lavasani: Uh, at this point in time, it's, I think that, [00:28:00] you know, psychedelics aren't necessarily the taboo thing that they, they used to be, but there's certainly places that need attention. Um, there's certainly conversations that need to be had, and like I said, like PMC is just one organization that can do this. Um, we can certainly organize and drive forward collaboration, but I, like we alone, cannot cover all this ground and we need the subject matter experts to collaborate with us so we can, you know, once we get in the door, we wanna bring the experts in to talk to these officials about it. Melissa Lavasani: So I. I, I really want listeners to really think about us as a convener of sorts when it comes to federal policy. Um, and you know, I think when, like for example, in the early eighties, a lot of people have made comparisons to the issue of psychedelics to the issue of AIDS research and how you have in a subject matter that's like extremely taboo and a patient population that the government [00:29:00] quite honestly didn't really care about in the early eighties. Melissa Lavasani: But what they did as an ecosystem is really organized themselves, get very clear on what they wanted the federal government to do. And within a matter of a couple years, uh, AIDS research funding was a thing that was happening. And what that, what that did was that ripple effect turned that into basically finding new therapies for something that we thought was a death, death sentence before. Melissa Lavasani: So I think. We just need to look at things in the past that have been really successful, um, and, and try to take the lessons from all of these issues and, and move forward with psychedelics. Joe Moore: Love that. And yes, we always need to be figuring out efficient approaches and where it has been successful in the past is often, um, an opportunity to mimic and, and potentially improve on that. Melissa Lavasani: Yeah. Jay Kopelman: One, one thing I think it's important to add to this part of the conversation is that, [00:30:00] you know, Melissa pointed out there are a number of organizations that are essentially doing the same thing. Jay Kopelman: Um, you know, I like to think we do things a little bit differently at Mission within Foundation in that we don't target any one specific type of service member. We, we work with all veterans. We work with first responders, but. What that leads to is that there are, as far as I've seen, nothing but good intentioned people in this space. Jay Kopelman: You know, people who really care about their patient population, they care about healing, they are trying to do a good job, and more importantly, they're trying to do good. Right? It, it, I think they all see the benefit down the road that this has, [00:31:00] pardon me, not just for veterans, but for society as a whole. Jay Kopelman: And, and ultimately that's where I would like to see this go. You know, I, I would love to see the VA take this. Take up this mantle and, and run with it and provide great data, great outcomes. You know, we are doing some data collection ourselves at Mission within foundation, albeit anecdotal based on surveys given before and after retreats. Jay Kopelman: But we're also working with, uh, Greg Fonzo down at UT Austin on a brain study he's doing that will have 40 patients in it when it's all said and done. And I think we have two more guys to put through that. Uh, and then we'll hit the 40. So there, there's a lot of good here that's being done by some really, really good people who've been doing this for a long time [00:32:00] and want to want nothing more than to, to see this. Jay Kopelman: Come to, come full circle so that we can take care of many, many, many people. Um, you know, like I say, I, I wanna work myself out of a job here. I, I just, I would love to see this happen and then I, you know, I don't have to send guys to Mexico to do this. They can go to their local VA and get the care that they need. Jay Kopelman: Um, but one thing that I don't think we've touched on yet, or regarding that is that the VA isn't designed for that. So it's gonna be a pretty big lift to get the right types of providers into the va with the knowledge, right, with the institutional knowledge of how this should be done, what is safe, what is effective, um, and then it, it's not just providing these medicines to [00:33:00] people and sending them home. Jay Kopelman: You don't just do that, you've gotta have the right therapists on the backend who can provide the integration coaching to the folks who are receiving these medicines. And I'm not just talking, I bga, even with MDMA and psilocybin, you should have a proper period of integration. It helps you to understand how this is going to affect you, what it, what the experience really meant, you know, because it's very difficult sometimes to just interpret it on your own. Jay Kopelman: And so what the experience was and what it meant to you. And, and so it will take some time to spin all that up. But once it's, once it's in place, you know, the sky's the limit. I think. Joe Moore: Kinda curious Jay, about what's, what's going on with Ibogaine at the federal level. Is there anything at VA right now? [00:34:00] Jay Kopelman: At the va? No, not with ibogaine. And, you know, uh, we, we send people specifically for IBOGAINE and five MEO, right? And, and so that, that doesn't preclude my interest in seeing this legislation passed, right? Jay Kopelman: Because it, it will start with something like MDMA or psilocybin, but ultimately it could grow to iboga, right? It the think about the cost savings at, at the va, even with psilocybin, right? Where you could potentially treat somebody with a very inexpensive dose of psilocybin or, or iboga one time, and then you, you don't have to treat them again. Jay Kopelman: Now, if I were, uh, you know, a VA therapist who's not trained in psychedelic trauma therapy. I might be worried [00:35:00] about job security, but it's like with anything, right? Like ultimately it will open pathways for new people to get that training or the existing people to get that training and, and stay on and do that work. Jay Kopelman: Um, which only adds another arrow to their quiver as far as I'm concerned, because this is coming and we're gonna need the people. It's just like ai, right? Like ai, yeah. Some people are gonna lose some jobs initially, and that's unfortunate. But productivity ultimately across all industries will increase and new jobs will be created as a result of that. Jay Kopelman: I mean, I was watching Squawk Box one morning. They were talking about the AI revolution and how there's gonna be a need for 500,000 electricians to. Build these systems that are going to work with the AI [00:36:00] supercomputers and, and so, Joe Moore: mm-hmm. Jay Kopelman: Where, where an opportunity may be lost. I think several more can be gained going forward. Melissa Lavasani: And just to add on what Jay just said there, there's nothing specific going on with Ibogaine at, at the va, but I think this administration is, is taking a real look at addiction in particular. Uh, they just launched, uh, a new initiative, uh, that's really centered on addiction treatments called the Great American Recovery. Melissa Lavasani: And, um, they're dedicating a hundred million dollars towards treating addiction as like a chronic treatable disease and not necessarily a law enforcement issue. So, um, in that initiative there will be federal grant programs for prevention and treatment and recovery. And, um, while this isn't just for psychedelic medicines, uh, I think it's a really great opportunity for the discussion of psychedelics to get elevated to the White House. Melissa Lavasani: Um, [00:37:00] there's also, previous to this announcement last week from the White House, there's been a hundred million dollars that was dedicated at, um, at ARPA h, which is. The advanced research projects, uh, agency for healthcare, um, and that is kind of an agency that's really focused on forward looking, um, treatments and technologies, uh, for, um, a, a whole slew of. Melissa Lavasani: Of issues, but this a hundred million dollars is dedicated to mental health and addiction. So there's a lot of opportunity there as well. So we, while I think, you know, some people are talking about, oh, we need a executive order on Iboga, it's like, well, you know, the, the president is thinking, um, about, you know, what issues can land with his, uh, voting block. Melissa Lavasani: And I think it's, I don't think we necessarily need a specific executive order on Iboga to call this a success. It's like, let's look at what, [00:38:00] um, what's just been announced from the White House. They're, they're all in on. Thinking creatively and finding, uh, new solutions for this. And this is kind of, this aligns with, um, HHS secretaries, uh, Robert F. Melissa Lavasani: Kennedy Junior's goals when he took on this, this role of Health Secretary. Um, addiction has been a discussion that, you know, he has personal, um, a personal tie to from his own experience. And, um, I think when this administration started, there was so much like fervor around the, the dialogue of like, everyone's talking about psychedelics. Melissa Lavasani: It was Secretary Kennedy, it was, uh, secretary Collins at the va. It was FDA Commissioner Marty Macari. And I think that there's like a lot of undue frustration within folks 'cause um, you don't necessarily snap your fingers and change happens in Washington dc This is not the city for that. And it's intentionally designed to move slow so that we can avoid really big mistakes. Melissa Lavasani: Um. [00:39:00] I think we're a year into this administration and these two announcements are, are pretty huge considering, um, you know, the, we, there are known people within domestic policy council that don't, aren't necessarily supportive of psychedelic medicine. So there's a really amazing progress here, and frustrating as it might be to, um, just be waiting for this administration to make some major move. Melissa Lavasani: I think they are making major moves like for Washington, DC These, these are major moves and we just gotta figure out how we can, um, take these initiatives and apply them to the issue of psychedelic medicines. Joe Moore: Thanks, Melissa. Um, yeah, it is, it is interesting like the amount of fervor there was at the beginning. You know, we had, uh. Kind of one of my old lawyers, Matt Zorn, jumped in with the administration. Right. And, um, you know, it was, uh, really cool to [00:40:00] see and hopeful how much energy was going on. It's been a little quiet, kind of feels like a black box a little bit, but I, you know, there was, Melissa Lavasani: that's on me. Melissa Lavasani: Maybe I, we need to be more out in public about like, what's actually happening, because I feel like, like day in and day out, it's just been, you gotta just mm-hmm. Like have that constant beat with the government. Mm-hmm. And, um, it's, it's, it's not the photo ops on the hill, it's the conversations that you have. Melissa Lavasani: It's the dinner parties you go to, it's the fundraisers you attend, you know? Mm-hmm. That's why I, I kind of have to like toot my own horn with PCs. Like, we need to be present here at, at not only on the Hill, not only at the White House, but kind of in the ecosystem of Washington DC itself. There's, it's, there are like power players here. Melissa Lavasani: There are people that are connected that can get things done, like. I mean, the other last week we had a big snow storm. I walked over to my friend's house, um, to have like a little fire sesh with them and our kids, and his next door neighbor came over. He was a member of Congress. I talked about the VA bills, like [00:41:00] we're reaching out to his office now, um, to get them, um, up to speed and hopefully get their co-sponsorship for, uh, the two VA bills. Melissa Lavasani: So, I mean, it, the little conversations you have here are just as important as the big ones with the photo ops. So, um, it, it's, it's really like, you know, building up that momentum and, and finding that time where you can really strike and make something happen. Joe Moore: Mm-hmm. Yeah. Jay, anything to add there? Jay Kopelman: Yeah, I was just gonna say that, you know, I, I, I think the fervor is still there, right? Jay Kopelman: But real life happens. Melissa Lavasani: Yes, Jay Kopelman: yes. And gets in the way, right? So, Melissa Lavasani: yeah, Jay Kopelman: I, I can't imagine how many issues. Secretary Kennedy has every day much less the president. Like there's so many things that they are dealing with on a daily basis, right? It, we, we just have to work to be the squeaky wheel in, in the right way, right. Jay Kopelman: [00:42:00] With the, with the right information at the right time. Like just inundating one of these organizations with noise, it's then it be with Informa, it just becomes noise, right? It it, it doesn't help. So when we have things to say that are meaningful and impactful, we do, and Melissa does an amazing job of that. Jay Kopelman: But, you know, it, it takes time. You know, it's, you know, we're not, this is, this is like turning an aircraft carrier, not a ski boat. Melissa Lavasani: Yeah, Joe Moore: yeah, absolutely. Um, and. It's, it's understandably frustrating, I think for the public and the psychedelic public in particular because we see all this hope, you know, we continue to get frustrated at politics. It's nothing new, right? Um, and we, we wanna see more people get well immediately. [00:43:00] And I, I kind of, Jay from the veteran perspective, I do love the kind of loud voices like, you're making me go to Mexico for this. Joe Moore: I did that and you're making me leave the country for the thing that's gonna fix me. Like, no way. And barely a recognition that this is a valid treatment. You know, like, you know, that is complicated given how medicine is structured here domestically. But it's also, let's face the facts, like the drug war kind of prevented us from being able to do this research in the first place. Joe Moore: You know? Thanks Nixon. And like, how do we actually kind of correct course and say like, we need to spend appropriately on science here so we can heal our own people, including veterans and everybody really. It's a, it's a dire situation out there. Jay Kopelman: Yeah. It, it really is. Um, you know, we were talking briefly about addicts, right? Jay Kopelman: And you know, it's not sexy. People think of addicts as people who are weak-minded, [00:44:00] right? They don't have any self-control. Um, but, but look at, look at the opioid crisis, right? That Brian Hubbard was fighting against in Kentucky for all those years. That that was something that was given to the patient by a doctor that they then became dependent on, and a lot of people died from that. Jay Kopelman: And, and so you, you know, it's, I I don't think it's fair to just put all addicts in a box. Just like it's not fair to put all veterans in a box. Just like it's not fair for doctors, put all their patients in a box. We're individuals. We, we have individual needs. Our, our health is very individual. Like, I, I don't think I should be put in the same box as every other 66-year-old that my doctor sees. Jay Kopelman: It's not fair. [00:45:00] You know, if you, if you took my high school classmates and put us all in a photo, we're all gonna have different needs, right? Like, some look like they're 76, not 66. Some look like they're 56. Not like they're, we, we do things differently. We live our lives differently. And the same is true of addicts. Jay Kopelman: They come to addiction from different places. Not everybody decides they want to just try heroin at a party, and all of a sudden they're addicted. It happens in, in different ways, you know, and the whole fentanyl thing has been so daggum nefarious, right? You know, pushing fentanyl into marijuana. Jay Kopelman: Somebody's smoking a joint and all of a sudden they're addicted to fentanyl or they die. Melissa Lavasani: I think we're having a, Jay Kopelman: it's, it's just not fair to, to say everybody in this pot is the same, or everybody in this one is the same. We have [00:46:00] to look at it differently. Joe Moore: Yeah. I like to zoom one level out and kind of talk about, um, just how hurt we are as a country, as a world really, but as a country specifically, and how many people are out of work for so many. Joe Moore: Difficult reasons and away from their families for so many kind of tragic reasons. And if we can get people back to their families and back to work, a lot of these things start to self-correct, but we have to like have those interventions where we can heal folks and, and get them back. Um, yeah. And you know, everything from trauma, uh, in childhood, you know, adulthood, combat, whatever it is. Joe Moore: Like these things can put people on the sidelines. And Jay, to your point, like you get knee surgery and all of a sudden you're, you know, two years later you're on the hunt for Fentanyl daily. You know, that's tough. It's really tough. Carl Hart does a good job talking about this kind of addiction pipeline and [00:47:00] a few others do as well. Joe Moore: But it's just, you know, kind of putting it in a moral failure bucket. It's not great. I was chatting with somebody about, um, veterans, it's like you come back and you're like, what's gonna make me feel okay right now? And it's not always alcohol. Um, like this is the first thing that made me feel okay, because there's not great treatments and there's, there's a lot of improvements in this kind of like bringing people back from the field that needs to happen. Joe Moore: In my opinion. I, it seems to be shared by a lot of people, but yeah, there's, it's, it's, IGA is gonna be great. It's gonna be really important. I really can't wait for it to be at scale appropriately, but there's a lot of other things we need to fix too, um, so that we can just, you know, not have so many people we need to, you know, spend so much money healing. Joe Moore: Mm-hmm. Jay Kopelman: Yeah. You ahead with that. We don't need the president to sign an executive order to automatically legalize Ibogaine. Right. But it would be nice if he would reschedule it so that [00:48:00] then then researchers could do this research on a larger scale. You know, we could, we could now get some real data that would show the efficacy. Jay Kopelman: And it could be done in a safe environment, you know? And, and so that would be, do Joe Moore: you have any kind of figures, like, like, I've been talking about this for a while, Jay. Like, does it drop the cost a lot of doing research when we deschedule things? Jay Kopelman: I, I would imagine so, because it'll drop the cost of accessing the medicines that are being researched. Jay Kopelman: Right? You, you would have buy-in from more organizations. You know, you might even have a pharma company that comes into this, you know, look at j and j with the ketamine, right? They have, they have a nasal spray version of ketamine that's doing very well. I mean, it's probably their, their biggest revenue [00:49:00] provider for them right now. Jay Kopelman: And, and so. You know, you, it would certainly help and I think, I think it would lower costs of research to have something rescheduled rather than being schedule one. You know it, people are afraid to take chances when you're talking about Schedule one Melissa Lavasani: labs or they just don't have the money to research things that are on Schedule one. Melissa Lavasani: 'cause there's so much in an incredible amount of red tape that you have to go through and, and your facility has to be a certain way and how you contain those, uh, medicines. Oh, researching has to be in a specific container and it's just very cumbersome to research schedule one drugs. So absolutely the cost would go down. Melissa Lavasani: Um, but Joe Moore: yeah, absolutely. Less safes. Melissa Lavasani: Yeah. Joe Moore: Yes. Less uh, Melissa Lavasani: right. Joe Moore: Locked. Yeah. Um, it'll be really interesting when that happens. I'm gonna hold out faith. That we can see some [00:50:00] movement here. Um, because yeah, like why make healing more expensive than it needs to be? I think like that's potentially a protectionist move. Joe Moore: Like, I'm not, I'm not here yet, but, um, look at AbbVie's, uh, acquisition of the Gilgamesh ip. Mm-hmm. Like that's a really interesting move. I think it was $1.2 billion. Mm-hmm. So they're gonna wanna protect that investment. Um, and it's likely going to be an approved medication. Like, I don't, I don't see a world in which it's not an approved medication. Joe Moore: Um, you know, I don't know a timeline, I would say Jay Kopelman: yeah. Joe Moore: Less than six years, just given how much cash they've got. But who knows, like, I haven't followed it too closely. So, and that's an I bga derivative to be clear, everybody, um mm-hmm. If you're not, um, in, in the loop on that, which is hopeful, you know? Joe Moore: Mm-hmm. But I don't know what the efficacy is gonna be with that compared to Ibogaine and then we have to talk about the kind of proprietary molecule stuff. Um, there's like a whole bunch of things that are gonna go on here, and this is one of the reasons why I'm excited about. Federal involvement [00:51:00] because we might actually be able to have some sort of centralized manufacturer, um, or at least the VA could license three or four generic manufacturers per for instance, and that way prices aren't gonna be, you know, eight grand a dose or whatever. Joe Moore: You know, it's, Jay Kopelman: well, I think it's a very exciting time in the space. You know, I, I think that there's the opportunity for innovation. There is the opportunity for collaboration. There's the opportunity for, you know, long-term healing at a very low cost. You know, that we, we have the highest healthcare cost per capita in the world right here in the us. Jay Kopelman: And, and yet we are not the number one health system in the world. So to me, that doesn't add up. So we need to figure out a way to start. Bringing costs down for a lot of people and [00:52:00] at the same time increasing, increasing outcomes. Joe Moore: Absolutely. Yeah. There's a lot of possible outcome improvements here and, and you know, everything from relapse rates, like we hear often about people leaving a clinic and they go and overdose when they get home. Tragically, too common. I think there's everything from, you know, I'm Jay, I'm involved in an organization called the Psychedelics and Pain Association. Joe Moore: We look at chronic pain very seriously, and IGA is something we are really interested in. And if. We could have better, you know, research, there better outcome measures there. Um, you know, perhaps we can have less people on opioids to begin with from chronic pain conditions. Um, Jay Kopelman: yeah, I, I might be due for another Ibogaine journey then, because I deal with chronic pain from Jiujitsu, but, Joe Moore: oh gosh, let's Jay Kopelman: talk Joe Moore: later. Jay Kopelman: That's self inflicted. Some people would say take a month off, but Melissa Lavasani: yeah, Jay Kopelman: I'm [00:53:00] not, I'm not that smart. Joe Moore: Yeah. Um, but you know, this, uh, yeah, this whole thing is gonna be really interesting to see how it plays out. I'm endlessly hopeful pull because I'm still here. Right. I, I've been at this for almost 10 years now, very publicly, and I think we are seeing a lot of movement. Joe Moore: It's not always what we actually wanna see, but it is movement nonetheless. You know, how many people are writing on this now than there were before? Right. You know, we, we have people in New York Times writing somewhat regularly about psychedelics and. Even international media is covering it. What do we have legalization in Australia somewhat recently for psilocybin and MDMA, Czech Republic. Joe Moore: I think Germany made some moves recently. Mm-hmm. Um, really interesting to see how this is gonna just keep shifting. Um Jay Kopelman: mm-hmm. Joe Moore: And I think there's no way that we're not gonna have prescription psychedelics in three years in the United States. It pro probably more like a [00:54:00] year and a half. I don't know. Do you, are you all taking odds? Melissa Lavasani: Yeah. I mean, I think Jay Kopelman: I, I gotta check Cal sheet, see what they're saying. Melissa Lavasani: I think it's safe to say, I mean, this could even come potentially the end of this year, I think, but definitely by the end of 2027, there's gonna be at least one psychedelic that's FDA approved. Joe Moore: Yeah. Yeah. Melissa Lavasani: If you're not counting Ketamine. Joe Moore: Right. Jay Kopelman: I, I mean, I mean it mm-hmm. It, it doesn't make sense that it. Shouldn't be or wouldn't be. Right. The, we've seen the benefits. Mm-hmm. We know what they are. It's at a very low cost, but you have to keep in mind that these things, they need to be done with the right set setting and container. Right. And, and gotta be able to provide that environment. Jay Kopelman: So, but I would, I would love, like I said, I'd love to work myself out of a job here and see this happen, not just for our veterans, [00:55:00] but for everybody. Joe Moore: Mm-hmm. Um, so Melissa, is there a way people can get involved or follow PMC or how can they support your work at PMC? Melissa Lavasani: Yeah, I mean, follow us in social media. Melissa Lavasani: Um, our two biggest platforms are LinkedIn and Instagram. Um, I'm bringing my newsletter back because I'm realizing, um, you know, there is a big gap in, in kind of like the knowledge of Washington DC just in general. What's happening here, and I think, you know, part of PC's value is that we're, we are plugged into conversations that are being had, um, here in the city. Melissa Lavasani: And, you know, we do get a little insight. Um, and I think that that would really quiet a lot of, you know, the, a lot of noise that, um, exists in the, our ecosystem. If, if people just had some clarity on like, what's actually happening or happening here and what are the opportunities and, [00:56:00] um, where do we need more reinforcement? Melissa Lavasani: Um, and, and also, you know, as we're putting together public education campaign, you know. My, like, if I could get everything I wanted like that, that campaign would be this like multi-stakeholder collaborative effort, right? Where we're covering all the ground that we need to cover. We're talking to the patient groups, we're talking to traditional mental health organizations, we're talking to the medical community, we're talking to the general population. Melissa Lavasani: I think that's like another area that we, we just seem to be, um, lacking some effort in. And, you know, ultimately the veteran story's always super compelling. It pulls on your heartstrings. These are our heroes, um, of our country. Like that, that is, that is meaningful. But a lot of the veteran population is small and we need the, like a, the just.[00:57:00] Melissa Lavasani: Basic American living in middle America, um, understanding what psychedelics are so that in, in, in presenting to them the stories that they can relate to, um, because that's how you activate the public and you activate the public and you get them to see what's happening in these clinical trials, what the data's been saying, what the opportunities are with psychedelics, and then they start calling their members of Congress and saying, Hey, there is this. Melissa Lavasani: Bill sitting in Congress and why haven't you signed onto it? And that political pressure, uh, when used the right way can be really powerful. So, um, I think, you know, now we're at this really amazing moment where we have a good amount of congressional offices that are familiar enough with psychedelics that they're willing to move on it. Melissa Lavasani: Um, there's another larger group, uh, that is familiar with psychedelics and will assist and co-sponsor legislation, but there's still so many offices that we haven't been able to get to just 'cause like we don't have all the time in the world and all the manpower in the world to [00:58:00] do it. But, you know, that is one avenue is like the advocates can speak to the, the lawmakers, the experts speak to the lawmakers, and we not, we want the public engaged in this, you know, ultimately, like that's. Melissa Lavasani: Like the best form of harm reduction is having an informed public. So we are not, they're not seeing these media headlines of like, oh, this miracle cure that, um, saved my family. It's like, yes, that can happen psychedelics. I mean, person speaking personally, psychedelics did save my family. But what you miss out of that story is the incredible amount of work I put into myself and put into my mental health to this day to maintain, um, like myself, my, my own agency and like be the parent that I wanna be and be the spouse that I wanna be. Melissa Lavasani: So, um, we, we need to continue to share these stories and we need to continue to collaborate to get this message out because we're all, we're all in the same boat right now. We all want the same things. We want patients to have safe and [00:59:00] affordable access to psychedelic assisted care. Um, and, uh. We're just in the beginning here, so, um, sign up for our newsletter and we can sign up on our website and then follow us on social media. Melissa Lavasani: And, um, I anticipate more and more events, um, happening with PMC and hopefully we can scale up some of these events to be much more public facing, um, as this issue grows. So, um, I'm really excited about the future and I'm, I've been enjoying this partnership with Mission Within. Jay is such a professional and, and it really shows up when he needs to show up and, um, I look forward to more of that in the future. Joe Moore: Fantastic. And Jay, how can people follow along and support mission within Foundation? Jay Kopelman: Yeah, again, social media is gonna be a good way to do that. So we, we are also pretty heavily engaged on LinkedIn and on Instagram. Um, I do [01:00:00] share, uh, a bit of my own stuff as well. On social media. So we have social media pages for Mission within Foundation, and we have a LinkedIn page for mission within foundation. Jay Kopelman: I have my own profiles on both of those as well where people can follow along. Um, one of the other things you know that would probably help get more attention for this is if the general public was more aware of the numbers of professional athletes who are also now pursuing. I began specifically to help treat their traumatic brain injuries and the chronic traumatic encephalopathy that they've, uh, suffered as a result of their time in professional sports or even college sports. Jay Kopelman: And, you know. I people worship these athletes, and I [01:01:00] think that if more of them, like Robert Gall, were more outspoken about these treatments and the healing properties that they've provided them, that it would get even more attention. Um, I think though what Melissa said, you know, I don't wanna parrot anything she just said because she said it perfectly Right. Jay Kopelman: And I'd just be speaking to hear myself talk. Um, but being collaborative the way that we are with PMC and with Melissa is I think, the way to move the needle on this overall. And like she said, if she could get more groups involved in, in these discussions, it would, it would do wonders for us. Joe Moore: Well, thank you both so much for your hard work out there. I always appreciate it when people are showing up and doing this important, [01:02:00] sometimes boring and tedious, but nevertheless sometimes, sometimes exciting work. And um, so yeah, just thank you both and thank you both for showing up here to psychedelics today to join us and I hope we can continue to support you all in the future. Jay Kopelman: Thank you, Joe. Thank you, Joe. It's a pleasure being with you today and with Melissa, of course, always Melissa Lavasani: appreciate the time and space. Joe Moore: Thanks.  

Thursday nonsense coming in hot.See omnystudio.com/listener for privacy information.

It was a busy day of meeting together to plan out the current state and future of downtown Minneapolis and the CEO of the Minneapolis Downtown Council, Adam Duininck joins to talk about some of the things discussed at their annual meeting, where Minneapolis downtown area is today as far as safety and workplace environment and also the hotel situation that made buzz this week!

This is Derek Miller, Speaking on Business. Morris Meetings & Incentives, known as MMI, delivers meaningful and impactful travel experiences for businesses across the globe. By focusing on creating unforgettable moments, they help companies strengthen relationships. Senior Global Sales Executive, Danene Dustin, joins us with more. Danene Dustin: Morris Meetings & Incentives (MMI) was founded in 1958, by forward-thinking visionaries like June Morris and Franklin Murdock. June felt organizations could be better served by offering their employees and distributors incentive trips. Recognizing the immense potential of achievement-based travel, she saw firsthand how powerful incentive programs could be for client growth and retention. Since its inception, Morris Meetings & Incentives hosts exceptional trips annually to exotic locations worldwide. By focusing on unifying businesses through shared experiences, Morris Meetings & Incentives has perfected the art of incentive travel. The results speak for themselves: MMI is a top-25 company in North America and global leader in creating unforgettable experiences that drive measurable success and lasting loyalty. Morris Meetings & Incentives' legacy of excellence ensures every journey inspires peak performance and builds stronger corporate culture. Derek Miller: Morris Meetings and Incentives continues making a meaningful impact on Utah businesses by bringing people closer together and helping companies collaborate and grow. Learn more about their services at MorrisIncentives.com. I'm Derek Miller, with the Salt Lake Chamber, Speaking on Business. Originally aired: 2/19/26

Meetings happen. Conversations happen. Frustration grows. Yet outcomes stay the same. Darren Hardy reveals why most communication fails to produce movement and how a simple shift transforms wasted dialogue into decisive action. The insight reshapes leadership at work, at home, and everywhere results matter. Get access to the final showing of Darren's exclusive leadership session mentioned on today's episode at http://hardyevent.com/ Get more personal mentoring from Darren each day. Go to DarrenDaily at http://darrendaily.com/join to learn more.

AI isn't about productivity. It's about presence.In this special episode, the tables turn and I'm interviewed by Sham Colegado about my new book, Artificial Organizations. We explore why 95% of AI projects fail, why executives don't want more tools — they want their life back — and how the real competitive edge isn't automation, but judgment at speed.If you've been overwhelmed by the explosion of AI tools or unsure where to start, this episode will help you reframe the conversation. This isn't about doing more. It's about deciding better — faster, with clarity and confidence — by combining human instinct with machine intelligence.Key TakeawaysAI Used Only for Productivity Fails: When AI is treated as a cost-cutting tool instead of a transformation system, it rarely creates lasting value.Presence Is the Real Advantage: The goal isn't more output. It's showing up calmer, clearer, and better prepared — so decisions improve.Decision Velocity + Decision Advantage Wins: Make decisions faster and with better information. Speed without clarity is noise. Clarity without speed is stagnation.The Future Belongs to Human + Machine Judgment: Executives who combine instinct with machine intelligence will outperform those relying on either alone.Additional InsightsExecutives Don't Want More Tools — They Want Their Life Back: Leaders aren't overwhelmed by lack of tools. They're overwhelmed by fragmented workflows, constant context switching, and decision fatigue. AI must reduce cognitive load, not add to it.Presence Drives Performance: When AI handles capture and synthesis, leaders show up calmer, more prepared, and more focused. Productivity improves — but performance and clarity are the real unlock.The Identity Threat of AI: Many executives privately fear incompetence. They don't want to look behind or uninformed. That hesitation often shows up as skepticism or avoidance.Decision Velocity Is the New Differentiator: Artificial organizations move faster because they reduce decision latency. Meetings become focused. Context is pre-loaded. Choices are made with confidence.Traits + Tasks + Tools (T3 Model): Start with how you naturally work best. Then amplify your highest-leverage tasks with the right tools.Capture, Transcribe, Synthesize, Act: A simple workflow that turns every conversation into a reusable data asset. This loop compounds judgment and accelerates learning over time.Episode Highlights00:00 – Episode RecapBarry explains why AI used purely for productivity fails — and why the real advantage comes from transforming how leaders make decisions.02:58 – Guest Introduction: Sham ColegadoBarry welcomes Sham Colegado, a key member of the Artificial Organizations team, who interviews Barry about the book and its core ideas.03:32 – “Executives Don't Want More AI Tools”Barry shares the personal burnout moment that sparked a shift from productivity chasing to rethinking how he works.06:02 – AI's Real Promise: Presence Over ProductivityWhy performance and clarity matter more than output — and how AI can make leaders calmer and more focused.09:30 – The Identity Threat of AIExecutives reveal a hidden fear of incompetence and why one-on-one learning environments matter.12:26 – Decision Velocity & Decision AdvantageThe two engines of artificial organizations and how reducing decision latency compounds competitive advantage.15:15 – The Traits, Tasks, Tools FlywheelHow aligning natural strengths with high-leverage work determines which AI tools actually create impact.19:01 – What the Best AI...

How Much Are Meetings Hurting You? - Mike CohnI'm emailing because we keep seeing the same issue surface in different organizations, even where teams are experienced and committed.If something isn't working, it will usually show up in your meetings first. That's because work habits show up in real meetings, under real pressure.If planning, reviews, retrospectives, and daily scrums aren't working, agile won't work. That's where priorities get set, decisions get made, and trade-offs happen (or don't).After seeing capable teams benefit from an objective view of their meetings, we designed:Meeting Observation & Recommendations (MOR) It isn't more training (many teams don't need ‘more' training; they need direction)It doesn't require your team to step away from workAnd it's not about catching people outIt's about removing the constraints that are holding your team back.You can read about how it works here: Meeting Observation & RecommendationsThis is a fast way to see what's actually getting in the way, and find out what to change next.If you're accountable for delivery and feel like agile should be helping more than it is, this might be worth a look.Agile Meetings Playbook: https://agiledad.com/documentsHow to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

In this episode, I'm joined by Rebecca Hinds — organizational behavior expert and founder of the Work AI Institute at Glean — for a practical conversation about why meetings deteriorate over time and how to redesign them. Rebecca argues that bad meetings aren't a people problem — they're a systems problem. Without intentional design, meetings default to ego, status signaling, conflict avoidance, and performative participation. Over time, low-value meetings become normalized instead of fixed. Drawing on her research at Stanford University and her leadership of the Work Innovation Lab at Asana, she shares frameworks from her new book, Your Best Meeting Ever, including: The four legitimate purposes of a meeting: decide, discuss, debate, or develop The CEO test for when synchronous time is truly required How to codify shared meeting standards Why leaders must explicitly give permission to leave low-value meetings We also explore leadership, motivation, and the myth that kindness and high standards are opposites. Rebecca explains why effective leaders diagnose what drives each individual — encouragement for some, direct challenge for others — and design environments that support both performance and belonging. Finally, we talk about AI and the future of work. Tools amplify existing culture: strong systems improve, broken systems break faster. Organizations that redesign how work happens — not just what tools they use — will have the advantage. If you want to run better meetings, lead with more clarity, and rethink how collaboration actually happens, this episode is for you. You can find Your Best Meeting Ever at major bookstores and learn more at rebeccahinds.com.  00:00 Start 00:27 Why Meetings Get Worse Over Time Robin references Good Omens and the character Crowley, who designs the M25 freeway to intentionally create frustration and misery. They use this metaphor to illustrate how systems can be designed in ways that amplify dysfunction, whether intentionally or accidentally. The idea is that once dysfunctional systems become normalized, people stop questioning them. They also discuss Cory Doctorow's concept of enshittification, where platforms and systems gradually decline as organizational priorities override user experience. Rebecca connects this pattern directly to meetings, arguing that without intentional design, meetings default to chaos and energy drain. Over time, poorly designed meetings become accepted as inevitable rather than treated as solvable design problems. Rebecca references the Simple Sabotage Field Manual created by the Office of Strategic Services during World War II. The manual advised citizens in occupied territories on how to subtly undermine organizations from within. Many of the suggested tactics involved meetings, including encouraging long speeches, focusing on irrelevant details, and sending decisions to unnecessary committees. The irony is that these sabotage techniques closely resemble common behaviors in modern corporate meetings. Rebecca argues that if meetings were designed from scratch today, without legacy habits and inherited norms, they would likely look radically different. She explains that meetings persist in their dysfunctional form because they amplify deeply human tendencies like ego, status signaling, and conflict avoidance. Rebecca traces her interest in teamwork back to her experience as a competitive swimmer in Toronto. Although swimming appears to be an individual sport, she explains that success is heavily dependent on team structure and shared preparation. Being recruited to swim at Stanford exposed her to an elite, team-first environment that reshaped how she thought about performance. She became fascinated by how a group can become greater than the sum of its parts when the right cultural conditions are present. This experience sparked her long-term curiosity about why organizations struggle to replicate the kind of cohesion often seen in sports. At Stanford, Coach Lee Mauer emphasized that emotional wellbeing and performance were deeply connected. The team included world record holders and Olympians, and the performance standards were extremely high. Despite the intensity, the culture prioritized connection and belonging. Rituals like informal story time around the hot tub helped teammates build relationships beyond performance metrics. Rebecca internalized the lesson that elite performance and strong culture are not opposing forces. She saw firsthand that intensity and warmth can coexist, and that psychological safety can actually reinforce high standards rather than weaken them. Later in her career at Asana, Rebecca encountered the company value of rejecting false trade-offs. This reinforced a lesson she had first learned in swimming, which is that many perceived either-or tensions are not actually unavoidable. She argues that organizations often assume they must choose between performance and happiness, or between kindness and accountability. In her experience, these are false binaries that can be resolved through better design and clearer expectations. She emphasizes that motivated and engaged employees tend to produce higher quality work, making culture a strategic advantage rather than a distraction. Kindness versus ruthlessness in leadership Robin raises the contrast between harsh, fear-based leadership styles and more relational, positive leadership approaches. Both styles have produced winning teams, which raises the question of whether success comes because of the leadership style or despite it. Rebecca argues that resilience and accountability are essential, regardless of tone. She stresses that kindness alone is not sufficient for high performance, but neither is harshness inherently superior. Effective leadership requires understanding what motivates each individual, since some people thrive on encouragement while others crave direct challenge. Rebecca personally identifies with wanting to be pushed and appreciates clarity when her work falls short of expectations. She concludes that the most effective leaders diagnose motivation carefully and design environments that maximize both growth and performance. 08:51 Building the Book-Launch Team: Mentors, Agents, and Choosing the Right Publisher Robin asks Rebecca about the size and structure of the team she assembled to execute the launch successfully. He is especially curious about what the team actually looked like in practice and how coordinated the effort needed to be. He also asks about the meeting cadence and work cadence required to bring a book launch to life at that level. The framing highlights that writing the book is only one phase, while launching it is an entirely different operational challenge. Rebecca explains that the process felt much more organic than it might appear from the outside. She admits that at the beginning, she underestimated the full scope of what a book launch entails. Her original motivation was simple: she believed she had a valuable perspective, wanted to help people, and loved writing. As she progressed deeper into the publishing process, she realized that writing the manuscript was only one piece of a much larger system. The operational and promotional dimensions gradually revealed themselves as a second job layered on top of authorship. Robin emphasizes that writing a book and publishing a book are fundamentally different jobs. Rebecca agrees and acknowledges that the publishing side requires a completely different skill set and infrastructure. The conversation underscores that authorship is creative work, while publishing and launching require strategy, coordination, and business acumen. Rebecca credits her Stanford mentor, Bob Sutton, as a life changing influence throughout the process. He guided her step by step, including decisions around selecting a publisher and choosing an agent. She initially did not plan to work with an agent, but through guidance and reflection, she shifted her perspective. His mentorship helped her ask better questions and approach the process more strategically rather than reactively. Rebecca reflects on an important mindset shift in her career. Earlier in life, she was comfortable being the big fish in a small pond. Over time, she came to believe that she performs better when surrounded by people who are smarter and more experienced than she is. She describes her superpower as working extremely hard and having confidence in that effort. Because of that, she prefers environments where others elevate her thinking and push her further. This philosophy became central to how she built her book launch team. As Rebecca learned more about the moving pieces required for a successful campaign, she became more intentional about who she wanted involved. She sought the best not in terms of prestige alone, but in terms of belief and commitment. She wanted people who would go to bat for her and advocate for the book with genuine enthusiasm. She noticed that some organizations that looked impressive on paper were not necessarily the right fit for her specific campaign. This led her to have extensive conversations with potential editors and publicists before making decisions. Rebecca developed a personal benchmark for evaluating partners. She paid attention to whether they were willing to apply the book's ideas within their own organizations. For her, that signaled authentic belief rather than surface level marketing support. When Simon and Schuster demonstrated early interest in implementing the book's learnings internally, it stood out as meaningful alignment. That commitment suggested they cared about the substance of the work, not just the promotional campaign. As the process unfolded, Rebecca realized that part of her job was learning what questions to ask. Each conversation with potential partners refined her understanding of what she needed. She became more deliberate about building the right bench of people around her. The team was not assembled all at once, but rather shaped through iterative learning and discernment. The launch ultimately reflected both her evolving standards and her commitment to surrounding herself with people who elevated the work. 12:12 Asking Better Questions & Going Asynchronous Robin highlights the tension between the voice of the book and the posture of a first time author entering a major publishing house. He notes that Best Meeting Ever encourages people to assert authority in meetings by asking about agendas, ownership, and structure. At the same time, Rebecca was entering conversations with an established publisher as a new author seeking partnership. The question becomes how to balance clarity and conviction with humility and openness. Robin frames it as showing up with operational authority while still saying you publish books and I want to work with you. Rebecca calls the question insightful and explains that tactically she relied heavily on asking questions. She describes herself as intentionally curious and even nosy because she did not yet know what she did not know. Rather than pretending to have answers, she used inquiry as a way to build authority through understanding. She asked questions asynchronously almost daily, emailing her agent and editor with anything that came to mind. This allowed her to learn the system while also signaling engagement and seriousness. Rebecca explains that most of the heavy lifting happened outside of meetings. By asking questions over email, she clarified information before stepping into synchronous time. Meetings were then reserved for ambiguity, decision making, and issues that required real time collaboration. As a result, the campaign involved very few meetings overall. She had a biweekly meeting with her core team and roughly monthly conversations with her editor. The rest of the coordination happened asynchronously, which aligned with her philosophy about effective meeting design. Rebecca jokes that one hidden benefit of writing a book on meetings is that everyone shows up more prepared and on time. She also felt internal pressure to model the behaviors she was advocating. The campaign therefore became a real world test of her ideas. She emphasizes that she is glad the launch was not meeting heavy and that it reflected the principles in the book. Robin shares a story about their initial connection through David Shackleford. During a short introductory call, he casually offered to spend time discussing book marketing strategies. Rebecca followed up, scheduled time, and took extensive notes during their conversation. After thanking him, she did not continue unnecessary follow up or prolonged discussion. Instead, she quietly implemented many of the practical strategies discussed. Robin later observed bulk sales, bundled speaking engagements, and structured purchase incentives that reflected disciplined execution. Robin emphasizes that generating ideas is relatively easy compared to implementing them. He connects this to Seth Godin's praise that the book is for people willing to do the work. The real difficulty lies not in brainstorming strategies but in consistently executing them. He describes watching Rebecca implement the plan as evidence that she practices what she preaches. Her hard work and disciplined follow through reinforced his confidence in the book before even reading it. Rebecca responds with gratitude and acknowledges that she took his advice seriously. She affirms that several actions she implemented were directly inspired by their conversation. At the same time, the tone remains grounded and collaborative rather than performative. The exchange illustrates her pattern of seeking input, synthesizing it, and then executing independently. Robin transitions toward the theme of self knowledge and its role in leadership and meetings. He connects Rebecca's disciplined execution to her awareness of her own strengths. The earlier theme resurfaces that she sees hard work and follow through as her superpower. The implication is that effective meetings and effective leadership both begin with understanding how you operate best. 17:48 Self-Knowledge at Work Robin shares that he knows he is motivated by carrots rather than sticks. He explains that praise energizes him and improves his performance more than criticism ever could. As a performer and athlete, he appreciates detailed notes and feedback, but encouragement is what unlocks his best work. He contrasts that with experiences like old school ballet training, where harsh discipline did not bring out his strengths. His point is that understanding how you are wired takes experience and reflection. Rebecca agrees that self knowledge is essential and ties it directly to motivation. She argues that the better you understand yourself, the more clearly you can articulate what drives you. Many people, especially early in their careers, do not pause to examine what truly motivates them. She notes that motivation is often intangible and not primarily monetary. For some people it is praise, for others criticism, learning, mastery, collaboration, or autonomy. She also emphasizes that motivation changes over time and shifts depending on organizational context. One of Rebecca's biggest lessons as a manager and contributor is the importance of codifying self knowledge. Writing down what motivates you and how you work best makes it easier to communicate those needs to others. She believes this explicitness is especially critical during times of change. When work is evolving quickly, assumptions about motivation can lead to disengagement. Making preferences visible reduces friction and prevents misalignment. Rebecca references a recent presentation she gave on the dangers of automating the soul of work. She and her mentor Bob Sutton have discussed how organizations risk stripping meaning from roles if they automate without discernment. She points to research showing that many AI startups are automating tasks people would prefer to keep human. The warning is that just because something can be automated does not mean it should be. Without understanding what makes work meaningful for employees, leaders can unintentionally remove the very elements that motivate people. Rebecca believes managers should create explicit user manuals for their team members. These documents outline how individuals prefer to communicate, what motivates them, and what their career aspirations are. She sees this as a practical leadership tool rather than a symbolic exercise. Referring back to these documents helps leaders guide their teams through uncertainty and change. When asked directly, she confirms that she has implemented this practice in previous roles and intends to do so again. When asked about the future of AI, Rebecca avoids making long term predictions. She observes that the most confident forecasters are often those with something to sell. Her shorter term view is that AI amplifies whatever already exists inside an organization. Strong workflows and cultures may improve, while broken systems may become more efficiently broken. She sees organizations over investing in technology while under investing in people and change management. As a result, productivity gains are appearing at the individual level but not consistently at the team or organizational level. Rebecca acknowledges that there is a possible future where AI creates abundance and healthier work life balance. However, she does not believe current evidence strongly supports that outcome in the near term. She does see promising examples of organizations using AI to amplify collaboration and cross functional work. These examples remain rare but signal that a more human centered future is possible. She is cautiously hopeful but not convinced that the most optimistic scenario will unfold automatically. Robin notes that time horizons for prediction have shortened dramatically. Rebecca agrees and says that six months feels like a reasonable forecasting window in the current environment. She observes that the best leaders are setting thresholds for experimentation and failure. Pilots and proofs of concept should fail at a meaningful rate if organizations are truly exploring. Shorter feedback loops allow organizations to learn quickly rather than over commit to fragile long term assumptions. Robin shares a formative story from growing up in his father's small engineering firm, where he was exposed early to office systems and processes. Later, studying in a Quaker community in Costa Rica, he experienced full consensus decision making. He recalls sitting through extended debates, including one about single versus double ply toilet paper. As a fourteen year old who would rather have been climbing trees in the rainforest, the meeting felt painfully misaligned with his energy. That experience contributed to his lifelong desire to make work and collaboration feel less draining and more intentional. The story reinforces the broader theme that poorly designed meetings can disconnect people from purpose and engagement. 28:31 Leadership vs. Tribal Instincts Rebecca explains that much of dysfunctional meeting behavior is rooted in tribal human instincts. People feel loyalty to the group and show up to meetings simply to signal belonging, even when the meeting is not meaningful. This instinct to attend regardless of value reinforces bloated calendars and performative participation. She argues that effective meeting design must actively counteract these deeply human tendencies. Without intentional structure, meetings default to social signaling rather than productive collaboration. Rebecca emphasizes that leadership plays a critical role in changing meeting culture Leaders must explicitly give employees permission to leave meetings when they are not contributing. They must also normalize asynchronous work as a legitimate and often superior alternative. Without that top down permission, employees will continue attending out of fear or habit. Meeting reform requires visible endorsement from those with authority. Power dynamics and pushing back without positional authority Robin reflects on the power of writing a book on meetings while still operating within a hierarchy. He asks how individuals without formal authority can challenge broken systems. Rebecca responds that there is no universal solution because outcomes depend heavily on psychological safety. In organizations with high trust, there is often broad recognition that meetings are ineffective and a desire to fix them. In lower trust environments, change must be approached more strategically and indirectly. Rebecca advises employees to lead with curiosity rather than confrontation. Instead of calling out a bad meeting, one might ask whether their presence is truly necessary. Framing the question around contribution rather than judgment reduces defensiveness. This approach lowers the emotional temperature and keeps the conversation constructive. Curiosity shifts the tone from personal critique to shared problem solving. In psychologically unsafe environments, Rebecca suggests shifting enforcement to systems rather than individuals. Automated rules such as canceling meetings without agendas or without sufficient confirmations can reduce personal friction. When technology enforces standards, it feels less like a personal attack. Codified rules provide employees with shared language and objective criteria. This reduces the perception that opting out is a rejection of the person rather than a rejection of the structure. Rebecca argues that every organization should have a clear and shared definition of what deserves to be a meeting. If five employees are asked what qualifies as a meeting, they should give the same answer. Without explicit criteria, decisions default to habit and hierarchy. Clear rules give employees confidence to push back constructively. Shared standards transform meeting participation from a personal negotiation into a procedural one. Rebecca outlines a two part test to determine whether a meeting should exist. First, the meeting must serve one of four purposes which are to decide, discuss, debate, or develop people. If it does not satisfy one of those four categories, it likely should not be a meeting. Even if it passes that test, it must also satisfy one of the CEO criteria. C refers to complexity and whether the issue contains enough ambiguity to require synchronous dialogue. E refers to emotional intensity and whether reading emotions or managing reactions is important. O refers to one way door decisions, meaning choices that are difficult or costly to reverse. Many organizational decisions are reversible and therefore do not justify synchronous time. Robin asks how small teams without advanced tech stacks can automate meeting discipline. Rebecca explains that many safeguards can be implemented with existing tools such as Google Calendar or simple scripts. Basic rules like requiring an agenda or minimum confirmations can be enforced through standard workflows. Not all solutions require advanced AI tools. The key is introducing friction intentionally to prevent low value meetings from forming. Rebecca notes that more advanced AI tools can measure engagement, multitasking, or participation. Some platforms now provide indicators of attention or involvement during meetings. While these tools are promising, they are not required to implement foundational meeting discipline. She cautions against over investing in shiny tools without first clarifying principles. Metrics are useful when they reinforce intentional design rather than replace it. Rebecca highlights a subtle risk of automation, particularly in scheduling. Tools can be optimized for the sender while increasing friction for recipients. Leaders should consider the system level impact rather than only individual efficiency. Productivity gains at the individual level can create hidden coordination costs for the team. Meeting automation should be evaluated through a collective lens. Rebecca distinguishes between intrusive AI bots that join meetings and simple transcription tools. She is cautious about bots that visibly attend meetings and distract participants. However, she supports consensual transcription when it enhances asynchronous follow up. Effective transcription can reduce cognitive load and free participants to engage more deeply. Used thoughtfully, these tools can strengthen collaboration rather than dilute it. 41:35 Maker vs. Manager: Balancing a Day Job with a Book Launch Robin shares an example from a webinar where attendees were asked for feedback via a short Bitly link before the session closed. He contrasts this with the ineffectiveness of "smiley face/frowny face" buttons in hotel bathrooms—easy to ignore and lacking context. The key is embedding feedback into the process in a way that's natural, timely, and comfortable for participants. Feedback mechanisms should be integrated, low-friction, and provide enough context for meaningful responses. Rebecca recommends a method inspired by Elise Keith called Roti—rating meetings on a zero-to-five scale based on whether they were worth attendees' time. She suggests asking this for roughly 10% of meetings to gather actionable insight. Follow-up question: "What could the organizer do to increase the rating by one point?" This approach removes bias, focuses on attendee experience, and identifies meetings that need restructuring. Splits in ratings reveal misaligned agendas or attendee lists and guide optimization. Robin imagines automating feedback requests via email or tools like Superhuman for convenience. Rebecca agrees and adds that simple forms (Google Forms, paper, or other methods) are effective, especially when anonymous. The goal is simplicity and consistency—given how costly meetings are, there's no excuse to skip feedback. Robin references Paul Graham's essay on maker vs. manager schedules and asks about Rebecca's approach to balancing writing, team coordination, and book marketing. Rebecca shares that 95% of her effort on the book launch was "making"—writing and outreach—thanks to a strong team handling management. She devoted time to writing, scrappy outreach, and building relationships, emphasizing giving without expecting reciprocation. The main coordination challenge was balancing her book work with her full-time job at Asana, requiring careful prioritization. Rebecca created a strict writing schedule inspired by her swimming discipline: early mornings, evenings, and weekends dedicated to writing. She prioritized her book and full-time work while maintaining family commitments. Discipline and clear prioritization were essential to manage competing but synergistic priorities. Robin asks about written vs. spoken communication, referencing Amazon's six-page memos and Zandr Media's phone-friendly quick syncs. Rebecca emphasizes that the answer depends on context but a strong written communication culture is essential in all organizations. Written communication supports clarity, asynchronous work, and complements verbal communication. It's especially important for distributed teams or virtual work. With AI, clear documentation allows better insights, reduces unnecessary content generation, and reinforces disciplined communication. 48:29 AI and the Craft of Writing Rebecca highlights that employees have varying learning preferences—introverted vs. extroverted, verbal vs. written. Effective communication systems should support both verbal and written channels to accommodate these differences. Rebecca's philosophy: writing is a deeply human craft. AI was not used for drafting or creative writing. AI supported research, coordination, tracking trends, and other auxiliary tasks—areas where efficiency is key. Human-led drafting, revising, and word choice remained central to the book. Robin praises Rebecca's use of language, noting it feels human and vivid—something AI cannot replicate in nuance or delight. Rebecca emphasizes that crafting every word, experimenting with phrasing, and tinkering with language is uniquely human. This joy and precision in writing is not replicable by AI and is part of what makes written communication stand out. Rebecca hopes human creativity in writing and oral communication remains valued despite AI advances. Strong written communication is increasingly differentiating for executive communicators and storytellers in organizations. AI can polish or mass-produce text, but human insight, nuance, and storytelling remain essential and career-relevant. Robin emphasizes the importance of reading, writing, and physical activities (like swimming) to reclaim attention from screens. These practices support deep human thinking and creativity, which are harder to replace with AI. Rebecca uses standard tools strategically: email (chunked and batched), Google Docs, Asana, Doodle, and Zoom. Writing is enhanced by switching platforms, fonts, colors, and physical locations—stimulating creativity and perspective. Physical context (plane, café, city) is strongly linked to breakthroughs and memory during writing. Emphasis is on how tools are enacted rather than which tools are used—behavior and discipline matter more than tech. Rebecca primarily recommends business books with personal relevance: Adam Grant's Give and Take – for relational insights beyond work. Bob Sutton's books – for broader lessons on organizational and personal effectiveness. Robert Cialdini's Influence – for understanding human behavior in both professional and personal contexts. Her selections highlight that business literature often offers universal lessons applicable beyond work. 59:48 Where to Find Rebecca The book is available at all major bookstores. Website: rebeccahinds.com LinkedIn: Rebecca Hinds  

Maybe you are new to the podcast, maybe not. Either way, we are back (or starting)! The Baseball podcast by fans for fans with no insiders whatsoever... It's a good time. Oh, and we have an intern. Check it out now! 

“Ugh… I'm going to sound like a broken record.”If you've felt that in a 2nd or 3rd meeting, you've probably had the urge to “freshen up” your story just to keep it interesting.In this episode, Stacy breaks down why that instinct can backfire.She's digging into what actually matters in follow-up meetings, especially when new people join, when the sales team thinks “we already covered that,” and when you're tempted to improvise a whole new version of your story.Listen in to learn:Why “repetitive” might be a you problem (not a them problem)Why you don't want your story to shift too much between meetingsThe simple test for whether you should “run it back” (even in a 3rd meetingHow to tee up repetition without it feeling awkwardThis is Story Snacks, a bite-sized, jam-packed series for fund managers who are ready to master strategic storytelling in under 20 minutes a week. ---Running a fund is hard enough.Ops shouldn't be.Meet the team that makes it easier. | billiondollarbackstory.com/ultimus- - -Thinking about expanding your investor base beyond the US? Not sure where to start? Take our quick quiz to find out if your firm is ready to go global and get all the info at billiondollarbackstory.com/gemcap

What does it take to run a successful business? In this episode of The Shortlist, Wendy Simmons and Melissa Richey unpack one of their most-referenced books: Traction by Gino Wickman.They explore how the Entrepreneurial Operating System (EOS) provides a practical framework for clarity, accountability, and growth, specifically for AEC leaders and small to mid-sized firms.In this episode, we dive into the six key components of the system—Vision, People, Data, Issues, Process, and Traction—alongside essential tools like the VTO, Rocks, the Accountability Chart, and Level 10 Meetings. We also explore the specific marketing impact of this framework, discussing how EOS helps teams shift from reactive task management to proactive, quarterly priorities.Whether you fully adopt the system or just borrow a few tools, this conversation offers tangible ways to align your team and gain real momentum.CPSM CEU Credits: 0.5 | Domain: 6

The event didn't start on the show floor.By the time Accelevents showed up with a 10×10 booth, much of the pre-show groundwork was already in motion—accounts targeted, meetings scheduled, and conversations planned. The result? 116 meetings driven by intentional strategy, not booth size or blind hope for foot traffic.In this live conversation, Matt is joined by Jonathan Kazarian, CEO of Accelevents, and Michael Burns, CRO, to walk through a real case study. They'll break down the pre-show strategy behind that outcome:✅ Why booth size had nothing to do with meeting volume✅ How targeted outreach and community plays drove qualified conversations✅ What changes when sales and marketing co-own pre-show strategy✅ How pre-booked meetings should influence booth design and on-site experienceIf you want your next event to work BEFORE you arrive and not after, this episode will show you how to rethink your approach.----------------------------------Connect with Jonathan KazarianLinkedIn: https://www.linkedin.com/in/jkazarian/ Connect with Michael Burns LinkedIn: https://www.linkedin.com/in/michael-burns-0208/ Connect with Matt KleinrockLinkedIn: https://www.linkedin.com/in/matt-kleinrock-9613b22b/Company: https://rockwayexhibits.com/ 

Caught Her Secret Of Late Meetings - One Call To Title IX Had Them Begging For MercyBecome a supporter of this podcast: https://www.spreaker.com/podcast/true-cheating-wives-and-girlfriends-stories-2026-true-cheating-stories-podcast--5689182/support.

Donnacha Ó Beacháin, lecturer at the School of Law and Government in DCU

The Sacramento County Planning Commission (Commission) consists of five members. Commission members are appointed by a Sacramento County Board of Supervisor within the boundaries of five supervisorial districts, respectively. The Commission also serves as the Board of Zoning Appeals. Meetings are held on the second and fourth Mondays of each month.

Title: These 3 Things Transformed Him into a Referral Generating Machine and 6x his Business in 9 Months Host: Michael J. Maher Guest: William "Will" Craddock Description: In this powerful success story episode of the Referrals Podcast, Michael sits down with Will Craddock — a true implementor of the (7L) Referral Mastery System and a standout leader inside the Generosity Generation. In just one year, Will went from grinding through seven networking meetings a week to intentionally choosing one — all while dramatically increasing his referrals, transactions, and influence. He shares how mentorship from leaders shaped his mindset around focus, generosity, clarity, and belief. Will walks through his evolution from dominating one-to-one meetings to embracing Event Mastery, including hosting a Top Yap event, a Money Mastery class that led to his best month ever (30+ transactions), and a wildly successful "Wind Down Wednesday" VIP experience at Black Hammock. This episode is a masterclass in what happens when you stop consuming content… and start implementing. If you've ever wondered what's possible when you fully commit to the (7L) system — this is the proof. (7L) Referral Strategies: Events, Networking, 1:1 Meetings, Networking Stack, Event Mastery, Triangle of Trust, Handwritten Note Special Offer: The next Event Mastery class begins March 10th inside the Referral Mastery Academy. If you're ready to stop attending networking events and start owning them — this is your opportunity. www.EventMastery.com

We are entering the crazy season when Spring Breaks will be happening all over the country during March and April. This is a friendly reminder to be proactive in scheduling any meetings, tours, tests, and assessments that you would like to have completed before the end of the school year. The year will be winding down before we know it! We don't want to see more students fall behind by multiple grade levels simply because assessments haven't been done in a timely fashion. It's not just academics that warrant an IEP meeting; social and emotional struggles should be documented and addressed as well. Don't be afraid to be the “squeaky wheel” when it comes to advocating for your child's educational services!Show Highlights:When there is a problem, be proactive, not reactive.Don't be afraid to raise the alarm and raise the questions to get support in place for your child.Transition IEP meetings should be robust and address ALL the student's needs.Amanda's tips for IEP meetings for students transitioning to middle or high schoolSpecific problems with providing IEP services and accommodations amid the current teacher shortageHandling RSP hour shortages and makeup times (Ask for the logs to verify the required hours.)Resources:Contact us on social media or through our website for more information on the IEP Learning Center: www.inclusiveeducationproject.org.Thank you for listening!Don't forget to SUBSCRIBE to the show to receive every new episode delivered straight to your podcast player every Tuesday.If you enjoyed this episode and believe in our message, please help us get the word out about this podcast. Rate and Review this show on Apple Podcasts, Pandora, Spotify, or wherever you get your podcasts. Your rating and review help other listeners find this show.Be sure to connect with us and reach out with any questions or concerns via Facebook, Instagram, X,

Today, we're talking about ways to structure your business to be sold, even if you're not actively thinking of selling. In this episode, Eric breaks down the five critical elements you need to consider to make a business sellable. Stay tuned for five game-changing elements that will help you build a valuable and scalable business that runs successfully, with or without you. Can It Be Sold? If your business cannot be sold, you don't own a business — you own a job. The real test is simple: what happens if you disappear for 90 days? A true business will survive your absence. That standard forces you to build something transferable, stable, and valuable. Predictable Revenue Creates Stability You need clear visibility into where your future income will come from. Contracted recurring revenue is the gold standard, and repeat clients follow closely behind that. Revenue predictability allows you to plan investments, manage your cash flow, and reduce risk. Diverse Client Base Avoid over-relying on any single client. Overreliance on a single client erodes a business's value and increases its vulnerability. It's best to diversify your client base so that no single client accounts for more than 20% of your profit. Documenting Processes Document everything. If your systems are not documented, the company has little transferable value. A sales playbook defines your positioning, messaging, objections, and communication style. Standard operating procedures outline your service delivery. Onboarding systems create consistency for clients and vendors. Financial dashboards track KPIs, leading indicators, and lagging indicators. Strong Leadership A business that depends entirely on you is fragile, whereas a business supported by capable people is resilient. Delegation increases your business's scalability and protects you from burnout. If no one else can run your sales, operations, or administration, you become a bottleneck. Strong leadership involves building a team that can take on the business's responsibilities.  Clean Financials Buyers look for clarity, transparency, and realistic compensation structures. Messy books reduce confidence and valuation. Always separate your personal expenses from your professional expenses. Maintain a clean profit and loss for the last three years, at least. Understand your margins per project. Create cash flow plans for every confirmed project and consolidate them into a company-wide forecast. Strategic Positioning Know your niche. Be clear on how you differentiate yourself. A "me too" business competes on price, and a strategically positioned business competes on value. Brand equity, specialization, and a clear point of difference will increase your profitability and make your business more attractive to buyers. Freedom The less the business depends on you, the more valuable it becomes, and the more leverage you gain to shape your future. A sellable business gives you the freedom to focus on what you do best. It reduces stress, allowing you to work on the business instead of constantly working in it. Connect with Eric Rozenberg On LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter  

Ecoutez L'oeil d'Alex Vizorek du 17 février 2026.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

APAC stocks traded mixed amid the extremely thinned conditions due to the Lunar New Year holiday and in the absence of a lead from the US, where markets were closed for Washington's Birthday/Presidents Day.Nikkei 225 retreated shortly after the open with SoftBank and heavy industry stocks leading the declines, as the post-election euphoria petered out following the recent underwhelming GDP data. USD/JPY pulled back with pressure seen as risk sentiment in Japan deteriorated shortly after the open.US President Trump said he will be involved in the Iran talks indirectly and that Iran wants to make a deal, while he also stated that Iran "are bad negotiators" and he hopes they will be more reasonable in talks.European equity futures indicate a subdued cash market open with Euro Stoxx 50 futures down 0.3% after the cash market closed with losses of 0.1% on Monday.Looking ahead, highlights include UK Unemployment/Wages (Dec), German/EZ ZEW (Feb), US ADP Weekly, NY Fed (Feb), Canadian CPI (Jan), Japanese Balance of Trade (Jan), US-Iran talks, US-Ukraine-Russia talks (Feb. 17th-18th). Speakers include Fed's Barr & Daly, Supply from Germany. Earnings from Medtronic, Leidos, Palo Alto, Cadence Design Systems, Republic Services, Vulcan Materials, Kenvue, Antofagasta. Holiday: Chinese Spring Festival Golden Week (17-24 Feb).Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

Ecoutez L'oeil d'Alex Vizorek du 17 février 2026.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Rebecca Hinds is an organizational behavior expert who studies how collaboration breaks down in modern workplaces — and how to fix it. Her new book is Your Best Meeting Ever: 7 Principles for Designing Meetings That Get Things Done. And in the second half of the show, we'll focus in on a particular meeting format that deserves its own attention. We'll get big ideas from the 2024 book Glad We Met: The Art and Science of 1:1 Meetings. Sponsored By: Shopify - Start your $1/month trial at shopify.com/daily

In this episode, AJ reframes meeting recordings as a serious leadership asset for modern People organizations, not surveillance, not compliance theater, and not a “gotcha” mechanism. When used with integrity, recording becomes institutional memory: a durable system that protects context, accelerates decision-making, and reduces the costly churn of re-litigating the same priorities quarter after quarter.For global HR leaders navigating scale, complexity, and constant change, the real risk isn't transparency; it's lost intelligence. AJ explores how teams quietly forfeit compounding insight when strategic conversations aren't captured and analyzed: the patterns behind misalignment, the early signals of resistance, the recurring operational blockers, and the “small idea behind the big idea” that can unlock faster execution and measurable business lift.This conversation goes beyond note-taking. It's about using transcripts as structured data, then applying AI to synthesize trends across critical meetings (executive decisions, workforce strategy, revenue reviews, product shifts, cross-functional handoffs) so leaders can see what's emerging, what's repeating, and what needs action. The outcome: fewer blind spots, stronger alignment, and a more resilient operating rhythm for the enterprise.If you're leading People at scale and want a sharper way to capture truth, protect momentum, and convert conversations into progress, this episode is for you.

East Rock Celebration   Meetings with Pastor Jared and Beth and wow, God is doing some amazing things not just on their campus, but in their community because of the faithfulness and obedience of the people at COTN.  So lets take a moment and celebrate them and all that God is doing and moving within the Elkton Community.   Now If only we […]

It's sometimes hard to organise meetings and some people feel like meetings are a waste of time. Pippa and Phil talk about planning meetings and how to keep them on track.Find a full transcript for this episode and more programmes to help you with your English at: https://downloads.bbc.co.uk/learningenglish/office_english/260216_OfficeEnglish_organising_meetings_transcript_.pdfFIND BBC LEARNING ENGLISH HERE: Visit our website ✔️ https://www.bbc.co.uk/learningenglish Follow us ✔️ https://www.bbc.co.uk/learningenglish/followusSUBSCRIBE TO OUR NEWSLETTER: ✔️ https://www.bbc.co.uk/learningenglish/newslettersLIKE PODCASTS? Try some of our other popular podcasts including: ✔️ 6 Minute English ✔️ Learning English from the News ✔️ Learning English StoriesThey're all available by searching in your podcast app.

Chief Matthew Vinci brings more than 31 years of experience across every level of the fire service — from the kitchen table to national advocacy to the Fire Chief's office. In this episode, he shares how his background as a labor leader shaped his belief that people are the most valuable resource any department has, and why inclusive leadership isn't optional if you want real progress. We explore the real growth challenges facing fire departments today, how involving your labor group in strategic planning, budgeting, and facilities decisions builds trust instead of resistance, and why stagnation quietly erodes culture. Chief Vinci breaks down how leaders can make strong decisions with 80–90% of the information, instead of waiting for perfection, and why momentum matters. He also shares how Spokane County Fire is tackling wellness with a multi-pronged approach, and why leaders must accept that you never truly know where your career — or life — will take you, but preparation and involvement shape the outcome.

Welcome to Starfleet Academy, students, we hope you survive the experience!It's the grimdark future of the 32nd century and a bunch of weird, traumatised kids are stuck together having to learn and grow into Starfleet officers! Will the main character be too annoying a main character? How many The O.C. references will Charlie make? How much will Miles lust after an espresso machine? And how delightful are those teachers?Kids These Days brings Holly Hunter and her wayward ward into the orbit of Starfleet Academy, along with Paul Giamatti who Paul Giamattis the hell out of his role. Beta Test gets into some proper Star Trek content: Meetings! Peace talks! Also some teen drama and shonky CGI whales.00:01:56 What Non-Star Trek Thing We've Been Enjoying: Detectorists, Plur1bus00:08:29 Starfleet Academy “Kids These Days”00:52:31 Starfleet Academy “Beta Test”Talking points include: The OC, Blake's 7, Detectorists, Toby Jones would have made a good MODOK, Plur1bus (which is not Polybius), Charlie's lawn is no longer Area X, credit to rexedge.bsky.social for pointing out that Fate of Ophelia would work great in Simlish, The Stranger Things, 80's nostalgia, Rimmer-ness, the wall of references, Paris Gellar, the secret other member of the Gellar family in Friends, Brit Marling's science fiction oeuvre, teen drama ball cancer plots, Charlie would never make it as a barista, psychics who psychic a bit too much, bros, Miles lusts after an espresso machine, the works of Brian David Gilbert, Heated Rivalry, . Oh, and occasionally Star Trek.Casual Trek is by Charlie Etheridge-Nunn and Miles Reid-LobattoMusic by Alfred Etheridge-NunnCasual Trek is a part of the Nerd & Tie Networkhttps://ko-fi.com/casualtrekMiles' blog: http://www.mareidlobatto.wordpress.com Charlie's blog: http://www.fakedtales.com

Are your first meetings quietly killing your deals?Salespeople treat initial conversations as information-gathering sessions or company overviews. But the problem is that prospects don't value meetings that only serve the salesperson.In this episode, Lee Salz reveals why asking busy prospects to “learn about your company” is a losing strategy — especially when they're juggling hundreds of competing priorities. .If you want shorter sales cycles, stronger engagement, and more consistent second meetings, this conversation is a must-listen.

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Dr. Rebecca Hinds, author of Your Best Meeting Ever, shares how to waste less time and get things done -- togetherSee omnystudio.com/listener for privacy information.