Podcasts about myers briggs

No matter how much we'd like it to be true, we can't think our way into changing.We have so much information, language, and so many tools to help us understand what makes us tick right at our fingertips. And who doesn't love a quiz, a personality test, a self-help book, or (ahem) a podcast that helps us make sense of ourselves and others in our personal and professional lives?Whether it's Myers-Briggs, StrengthsFinder, your Enneagram, or your astrological chart, you probably have years' worth of exposure to various categories, frameworks, and language to call on. And yet, you still feel like a stranger to yourself in the moments that matter most.Because we can't intellectualize our way through change. We have to feel it. We have to do it.This is where trauma-informed leadership work actually lives, not in collecting more language for what's wrong with you or others, but in helping you recognize the echoes of your own story that are still running the show, and developing the skills to help you take action and choose differently.Today's guest has spent her career studying people, the soul, and how we relate to ourselves and others. But in writing her most recent book, she found she had to dig deeper into her own story and start to really live the work herself. And when she started living things differently, she realized there was no looking back.Dr. Alison Cook is a therapist, psychologist of religion, bestselling author, and host of the top-ranked The Best of You podcast. Widely recognized for her ability to bridge faith and psychology in a way that is both deeply practical and spiritually alive, Dr. Alison has spent over two decades helping people move from feeling disconnected to feeling secure, grounded, and loved. Her books, including Boundaries for Your Soul and The Best of You, have sold over 150,000 copies. She and her husband, Joe, are the parents of two adult children and call the mountains of Wyoming home.Listen to the full episode to hear: How Alison navigated the personal and professional anxieties raised as she brought her own story into her new bookWhy revisiting her adolescence was a deeply vulnerable but necessary piece of learning to notice her inner bids for connectionHow minimizing our everyday wounds impacts us individually and as a cultureWhy doing the inner work of witnessing yourself is part of getting your needs met in the outside worldWhy self-awareness and conscious choice matter when it comes to engaging our controllers and escape hatchesHow developing trust in her fundamental belovedness gives Alison the security to be accountable to the people in her lifeLearn more about Dr. Alison Cook:WebsiteThe Best of You PodcastInstagram: @dralisoncookFacebook: @dralisoncookThe Secure Soul: Finding Inner Strength and Connection When Trust Doesn't Come EasyLearn more about Rebecca:rebeccaching.comWork With RebeccaThe Unburdened Leader on SubstackSign up for the weekly Unburdened Leader EmailResources:FootlooseIrvin D. YalomDopamine Nation: Finding Balance in the Age of Indulgence, Anna Lembke MDInto the Quiet: Following Jesus in a World of Noise, John Mark ComerTaylor Swift - The Fate of OpheliaPretty in PinkChapters:(00:43) - Introduction (09:46) - Belonging to Our Story (15:53) - Anticipating the Costs (19:28) - Rage Journaling and Attachment Wounds (30:01) - Inner Work and Right Sized Needs (34:22) - Controller Parts Explained (40:22) - Recognize, Return, and Divine Love (43:58) - Leadership Without Othering (48:46) - Inner Life Shapes Leadership (51:25) - Rapid Fire Questions (55:30) - Where to Connect (56:14) - Closing Thoughts

Why do some people fixate on details that seem irrelevant to you? Why do others jump quickly to patterns and possibilities? And why can a decision that seems perfectly logical to one person feel completely wrong to someone else? In this solo episode, Brian uses the Myers-Briggs Type Indicator to explore two particularly useful personality distinctions: Sensing vs. Intuition and Thinking vs. Feeling. These preferences describe how people tend to take in information and how they tend to make decisions. Understanding these differences can increase self-awareness, reduce frustration in relationships, and make coaches more effective by helping them recognize when they are unconsciously expecting clients to process information and decisions the same way they do. Key Ideas & Takeaways There really are different ways of processing the world. Brian opens with a conversation with his longtime friend Travis about a thorn in his thumb. Travis wanted to know exactly what kind of plant the thorn came from; Brian could not understand why that detail mattered. The exchange illustrates how differently two people can naturally gather information. Sensing and Intuition describe how we prefer to take in information. Sensing tends to focus on facts, details, experience, and concrete evidence. Intuition tends to focus on patterns, possibilities, connections, meaning, and what could be. Neither approach is better. Each notices things the other can easily miss. Our own preference can feel like common sense. Because we have spent a lifetime processing information in a particular way, it can be difficult to understand why another person doesn't see what seems obvious to us. Thinking and Feeling describe how we prefer to make decisions. Thinking tends to emphasize logic, consistency, and what makes the most sense. Feeling tends to emphasize values, people, relationships, and the human impact of a decision. Feeling is not the same thing as being emotional, and Thinking does not mean being uncaring. Different decision-making styles strengthen communities. Logic matters, but so do shared values and the impact decisions have on people. Healthy families, teams, churches, and organizations benefit from both perspectives. Coaches need awareness of their own preferences. Coaching frequently involves helping people gather information and make decisions. A coach who assumes the client should process those things the same way the coach does can unintentionally limit the conversation. The opposite preference can generate powerful coaching questions. A coach might invite a strongly Sensing client to consider patterns or possibilities, or ask a strongly Thinking client to consider how a decision fits the values of the people affected. The goal isn't to change the client's preference but to expand what they are able to consider. Assessments should create awareness, not pigeonhole people. Myers-Briggs describes preferences rather than limitations. Knowing a preference can help explain differences without turning personality type into an excuse or rigid label. Brian closes by introducing CAM 509: Coaching and Assessments, beginning September 22, 2026, an eight-week course exploring assessments and how coaches can use them effectively. Memorable Quotes & Ideas "I think the easiest recognition of this is when I'm around somebody who I don't understand." "You are really going to assume that everybody takes in information and makes decisions like you do—and that they should." "I see patterns before I see specifics." "Feeling isn't about being emotional." "I process differently would be a better way of saying that." "As I'm coaching, I want to try to set aside my own biases and preferences toward how I take in information and how I make decisions." "There are options out there that you have not considered."

In this episode of Building Texas Business, Chris Hanslik sits down with Travis Hollman, owner and CEO of Hollman, the largest manufacturer of lockers in the United States and the world. Travis shares the story of a family business his father started in 1976, one he bought in 2016, and how it grew into the company behind the locker rooms you see everywhere from Notre Dame, USC, and the Houston Rockets to Equinox, Goldman Sachs, and Bank of America branches across the country.Travis talks about his winding path into ownership, including getting let go by his own father, launching seven or eight companies of his own along the way, and returning to rescue the business as it slid toward bankruptcy. He reflects on the value of finding work that naturally fits how you think, using tools like Culture Index and Myers Briggs to understand yourself and build the right team, and why starting a company from the ground up is one of the hardest things an entrepreneur can do.The conversation moves through innovation, culture, and the discipline of keeping a fifty year old company feeling like a startup. Travis explains how his MeSpace concept for neurodiverse offices reshaped the way his team designs sleepable, function first locker rooms, how his new AI division is transforming billing, renderings, and shop drawings, and why he believes honesty is the only real policy when a customer relationship goes south. He also opens up about Texas as the ideal place to build and manufacture, sharing a memorable story of staying open through COVID with the help of a responsive local government.Chris and Travis also explore leadership and authenticity, from Travis embracing his direct, bullet point style to surrounding himself with good cop VPs who balance him out. He closes with a moving look at the educational foundation he and his wife created, funding college for the children of his Hispanic plant workers so families can build lasting security across generations.If you are interested in manufacturing, family business, innovation, leadership, and building a company that stays true to its values while embracing new technology, this episode offers an honest and energizing look at what it takes to lead with authenticity and purpose.LINKSShow NotesPrevious EpisodesAbout BoyarMillerAbout Hollman, Inc.

This week on Magnolia Street, we're turning our attention to the other Owens sister... Antonia.

“Assessment is a hue of understanding, not a frame of understanding.” –Christina GiammalvaI LOVE a good assessment. They can be so useful in helping us understand ourselves and work with our own strengths or rhythms. On the flip side, if not used well, the results and reports can become more noise or even box us in. So what do we make of assessments and how can they help us? Let's dive in with Christina Giammalva, therapist and coach, who uses assessments regularly with clients and helped write about assessments for the most recent issue of Pause Magazine. We talk about: Difference between Myers–Briggs typesRoot fears identified in the EnneagramComparing people with the same responses on one assessment and different responses on another Finding comfort in understanding how we are and working better with others by understanding we aren't all the sameUnderstanding attachment theory and wondering if we are enoughThe idea of self-acceptance, not self-improvementABOUT CHRISTINAChristina Giammalva is a Somatic Counselor helping individuals from around the world reach new levels of inner calm. Through revealing the connections between the mind and body, she's devoted to helping clients address deep-rooted issues that cause anxiety, stress, depression and other health-related struggles. LINKShttps://www.christinagiammalva.com/https://www.instagram.com/cfgiammalva/Pause Magazine, Issue 5DOABLE CHANGESAt the end of every episode, we share three doable changes, so you can take what you've heard and put it into action. Action is how change happens.Often we feel like our actions have to be huge to match the bigness of our desires, but we have seen over and over and over again that the little things add up. By stacking up a series of Doable Changes, you will create that big change that you crave. Choose the one that really resonates with you this week and really make it part of your life. Here are Three Doable Changes from this conversation:TRY AN ASSESSMENT. If you haven't taken the Myers-Briggs or Enneagram or Attachment Theory, pick one to try. Don't overthink the questions as you answer. Read the basics about your results. Write down any ahas you have about yourself.CONNECT IDEAS. Try taking more than one assessment. What information do you find showing up in different ways? What intrigues you from each?WORK WITH WHAT YOU LEARN. Understanding how you are wired — and how others are — can be useful. Teams often take similar assessments to understand how members operate. This can help with interpersonal dynamics. Christina found recognizing that her children were wired differently from her helped her mother them. If you have someone you live or work with willing to take the test and share results, discuss what you learn and one thing you might try to change to improve the way you communicate or work together.

I'm so glad to welcome back my friend Kim O for her third appearance on the show. Kim is a relational soul coach and author who works directly with ROGD-affected teens and their parents — one of a very small handful of people doing work that closely mirrors my own. In this conversation, we dig into what it actually looks like to believe in your child's soul when everything about their behavior is screaming at you to panic.Kim shares how shifting from fear and worry energy to genuine belief in her own son's potential transformed their relationship — and how she now coaches families to do the same. We explore what I call strategic and what Kim calls clever: non-threatening, indirect approaches that plant seeds of growth without triggering the ego defenses that gender ideology has shored up in these kids. We talk about the power of fun and play in rebuilding connection, the danger of suggestion-based parenting, setting real boundaries around devices, and why personality typing tools like the Enneagram can actually give girls a healthier outlet for the same identity-seeking impulse that gender ideology exploits. Kim also introduces her new parent and teen workbook journals, designed to create structured moments of connection and self-reflection for families who don't know where to begin.Kim O is a Relational Soul Coach and author. She utilizes Conscious Principles, Presence, and Authenticity Mapping to awaken you to your greatest power, your Conscious Authentic Self. Through inner child work and profound mindset strategies from the stoics and sages, unhealthy coping mechanisms diminish, leaving your empowerment and high relational intelligence in the wake. As a coach, she provides personal, alchemical stories of trauma turned into gold. If she did it, so can you! Contact and find her resources at linktr.ee/heartworkuKim's workbooks:My Role as the Parent of a Teen: a Journal that Guides YOU to Lead & Create ConnectionWho Am I? a Teen's Journal of Self-Celebration & Connection [00:00:00] Start[00:02:10] Shifting From Fear to Belief Energy[00:06:45] Celebrating Teens and the Teen Brain[00:10:15] The Weekly Check-In and Connect[00:16:15] Practicing Belief When Your Kid Is Nasty[00:20:35] Rupture, Repair, and Strategic Apologizing[00:25:00] Untangling Emotion From Gender Identity[00:32:15] Parents Who Never Rebelled[00:35:00] Rebellion as the Spirit of Adventure[00:40:00] Guilt, Self-Forgiveness, and Planting Seeds[00:45:00] Social Media and the Immature Brain[00:49:06] Fun, Play, and Suggestion-Based Parenting[00:55:45] Chores, Boredom, and Preparing for the Road[01:01:00] What Is the Role of the Teen and Parent[01:07:53] Coaching Under a Different Name[01:11:19] Personality Typing as an Alternative to Gender[01:18:15] Myers-Briggs and Breaking Gender StereotypesROGD REPAIR Course + Community gives concerned parents instant access to over 120 lessons providing the psychological insights and communication tools you need to get through to your kid. Now featuring 24/7 personalized AI support implementing the tools with RepairBot! Use code SOMETHERAPIST2026 to take 50% off your first month.PODCOURSES: use code SOMETHERAPIST at LisaMustard.com/PodCoursesPRODUCTION: Looking for your own podcast producer? Visit PodsByNick.com and mention my podcast for 20% off your initial services.MUSIC: Thanks to Joey Pecoraro for our song, “Half Awake,” used with gratitude & permission. ALL OTHER LINKS HERE. To support this show, please leave a rating & review on Apple, Spotify, or wherever you get your podcasts. Subscribe, like, comment & share via my YouTube channel. Or recommend this to a friend!Learn more about Do No Harm.Take $200 off your EightSleep Pod Pro Cover with code SOMETHERAPIST at EightSleep.com.Take 20% off all superfood beverages with code SOMETHERAPIST at Organifi.Check out my shop for book recommendations + wellness products.Show notes & transcript provided with the help of SwellAI.Special thanks to Joey Pecoraro for our theme song, “Half Awake,” used with gratitude and permission.Watch NO WAY BACK: The Reality of Gender-Affirming Care (our medical ethics documentary, formerly known as Affirmation Generation). Stream the film or purchase a DVD. Use code SOMETHERAPIST to take 20% off your order. Follow us on X @2022affirmation or Instagram at @affirmationgeneration.Have a question for me? Looking to go deeper and discuss these ideas with other listeners? Join my Locals community! Members get to ask questions I will respond to in exclusive, members-only livestreams, post questions for upcoming guests to answer, plus other perks TBD. ★ Support this podcast on Patreon ★

Part of "Proverbs: How to Build a Life," Grant Clark opens the first of a two-part look at wise counsellors, asking why we need trusted voices speaking into our lives at all. The argument is simple: to build the kind of life Jesus has for us, we need other people. Next week's message turns to how to choose those voices.Grant opens with a scene from the BBC comedy "Amanda Land," in which a mother turns to ChatGPT for help talking to her teenage son, and ends the night asking the chatbot whether she is a good mother. He notes that in April 2025 OpenAI described one of its own updates as "overly supportive but disingenuous," excessively flattering and sycophantic, and rolled it back.The cultural data he cites: a 2026 Pew finding that 10 percent of American adults had used an AI chatbot for emotional support or advice; KFF finding 16 percent had sought mental health advice from AI in the previous year, rising to 28 percent among 18 to 29 year olds; and an ABC report that roughly one in five young people aged 12 to 21 in the United States have used AI chatbots for mental health support. Research from OpenAI and MIT associates heavier use with greater loneliness, emotional dependence, and reduced real world social interaction.The whole book of Proverbs is itself a conversation between a wise counsellor and someone who needs wisdom, a father speaking to his son. Not all voices carry equal weight. Proverbs presents a cast of characters, some to seek out and some to avoid:The Wise (Proverbs 1:5; 3:13-18; 9:8-9)The Simple / Naive (Proverbs 1:22; 7:7; 9:4; 14:15)The Fool (Proverbs 1:7; 12:15; 15:5; 26:1-12)The Scoffer / Mocker (Proverbs 3:34; 9:7-8; 13:1; 15:12; 22:10)The Wicked (Proverbs 4:14-19; 10:6-7, 24-32; 12:5-7)The Righteous (Proverbs 10:3, 6-7, 24-32; 11:5-8; 24:15-16)Lady Wisdom (Proverbs 1:20-33; 8:1-36; 9:1-6)The Forbidden Woman (Proverbs 2:16-19; 5:1-23; 7:1-27; 9:13-18)The Friend (Proverbs 17:17; 18:24; 27:5-6, 17)The Parent / Instructor (Proverbs 1:8-9; 2:1-22; 4:1-27; 6:20-23; 23:22-25)A wise counsellor is someone whose life we know and want to imitate, not simply someone with a confident voice who always knows the right thing to say. They fear God, they are humble and teachable, they listen carefully and speak honestly, and they want our good more than our approval.## We all have blind spots.Proverbs 12:15 and Proverbs 21:2 set the problem: the fool's way is right in his own eyes, and all a person's ways seem right to him. A wise person accounts for their own biases and preferences and goes to others for clarity. Grant tells of a friend who returned from a conference having learned that the average person has 2.8 blind spots and asked his wife to name them, and of his own weekend at the beach where everyone but him could see he was covered in a rash. The point of both stories is the same: other people saw what he could not see himself.Christians have more reason than anyone to expect to find sin and blind spots, and more reason than anyone to be secure when they hear it."The gospel is this: We are more sinful and flawed in ourselves than we ever dared believe, yet at the very same time we are more loved and accepted in Jesus Christ than we ever dared hope". - Tim KellerMany people will tell you what you want to hear. Wisdom is choosing on purpose to be told what we need to hear.Independence makes us Foolish. Community makes us Wise.## Three cultural forces that keep us from asking."I Know Best""I Know Myself""God Told Me"The first is the pull of individualism, which hears asking for help as weakness. Proverbs 18:1 answers it: one who isolates himself pursues selfish desires and rebels against all sound wisdom. The second leans on self-knowledge, the Enneagram, Myers-Briggs, DISC, StrengthsFinder, family of origin work, attachment styles, Keller's "Counterfeit Gods," all good gifts that can still tip into "I am the expert on me." The third is a privatized faith that cannot be questioned. Ephesians 3:12 is true, in him and through faith in him we can approach God with freedom and confidence, and we do hear from God ourselves. But underneath all three sits the same assumption, that I can discern God's wisdom without needing God's people.## Many and sound.Proverbs 15:22 says plans fail when there is no counsel, but with many advisers they succeed. Proverbs 20:18 says finalize plans with counsel and wage war with sound guidance. The words to notice are "many" and "sound." Many, because going to a single voice makes us codependent on it. Sound, because the voice should be helpful, godly, thoughtful, unbiased, honest, and pointed toward Jesus and his Word. Proverbs 13:20 adds that the one who walks with the wise becomes wise, but a companion of fools suffers harm.Reflection Questions:1) What are the loudest and most influential voices in your life, at the moment?2) What content are you consuming, that could be shaping how you think about, see, and respond to the world?We do not go to many counsellors for permission or for consensus. We go for clarity. Grant recounts the decision to move his family from South Africa to San Diego, and a Zoom call in which Chris Winant heard his worry that the move might be a pandemic era overreaction and answered that the decision was not Covid caused but Covid inspired.## Give wise people permission to speak.Identify them: people who know you, who fear God, whose lives you would want to emulate, and who will tell you the truth. Invite them, because no one knows you are wrestling with something unless you say so. Give them permission to ask any question. If what they say is hard to hear, you do not have to accept it in the moment, but go away and pray and process it. Test the counsel against Scripture, in prayer, and against the character of Jesus. Then take your next step.## Start with Jesus.Through the Sermon on the Mount, Matthew 5 to 7, Jesus repeats "you have heard it said, but I say to you," which means following him involves unlearning as much as learning. In John 14:6 he says he is the way and the truth and the life. Matthew 7:24-27 closes it out: both builders hear the words of Jesus, both build a house, both face the same storm, and the difference is that one acts on what he heard. Jesus is not only our wise counsellor. He is the way, the truth, and the life, and he asks us to hear his words and do them.Two closing questions. Who has permission in your life to tell you something you do not want to hear? And is there a decision you are currently making alone that you should bring other people into, not for consensus or permission, but for clarity?Verses referenced:Proverbs 12:15Proverbs 21:2Proverbs 18:1Proverbs 15:22Proverbs 20:18Proverbs 13:20Ephesians 3:12Matthew 5-7John 14:6Matthew 7:24-27

Personlighetstesters tillförlitlighet jämförs horoskops. Ändå används de flitigt. Varför? Sociologen Emma Engdahl går tillbaka till det mest använda testet Myers-Briggs Type Indicator för att få svar. Lyssna på alla avsnitt i Sveriges Radios app. ESSÄ: Detta är en text där skribenten reflekterar över ett ämne eller ett verk. Åsikter som uttrycks är skribentens egna. Först sänd 2019-12-02.Gratis personlighetstest.Det tar mindre än tolv minuter.Svara ärligt, även om du inte gillar svaret.Försök att inte vara neutral.Ok, tänker jag. Åtta minuter senare har jag svar på vilken personlighetstyp jag är: en förkämpe som kan förändra världen med bara en idé och bör hålla den lilla gnistan av galenskap vid liv. Det låter som reklam, som en person jag gärna skulle vara. Jag köper även efterföljande lista på bra och dåliga egenskaper. Jag är nyfiken, observant, energisk och entusiastisk. Och nog stämmer det att jag ofta överanalyserar, är känslig och har svårt att ta order. Ändå är det något som skaver. Jag har gjort samma test en gång tidigare och då var jag en debattör: kompromisslöst ärlig. Och det är jag nog också. Ibland.Det är allmänt känt att vissa uttalande är så pass vaga att vem som helst kan känna igen sig i dem. Fenomenet kallas Barnumuttalande efter den amerikanske cirkusdirektören P T Barnum, kungen av humbug, som på mitten av 1800-talet underhöll sin publik med menageri, freakshower och vaga uttalande om enskilda besökares personlighet och situation. Du har en oupptäckt potential. Du står inför ett svårt livsval. Detta kallas även Forer-effekt, efter psykologen Bertram Forer som på 1940-talet gav sina studenter samma horoskop och konstaterade att samtliga av dem kände igen sig i det. Att vem som helst kan känna igen sig i personlighetstestens typer gör att de kritiserats för att inte vara mer trovärdiga än just horoskop.Personlighetstestning används nu inte enbart som underhållning eller av privatpersoner som vill uppnå självkännedom. Det är ett vanligt verktyg i arbetslivet när det gäller rekrytering och konflikthantering, vilket kritikerna anser är ytterst vanskligt. Forskningen visar nämligen att det är de egenskaper vi har gemensamt, snarare än de egenskaper som skiljer oss åt, som skapar en god arbetsmiljö och får oss att lösa konflikter. Att dela in folk i olika typer är därmed inte att rekommendera. Det kan rentav vara förödande för människor som inte frivilligt uppsökt varandras sällskap.Naturligtvis kan man slå sig för pannan och förfasas över att folk är mindre begåvade och att samhället har spårat ur. Människans behov av att svara på frågor om vem hon är och hur hon bör leva sitt liv går dock långt tillbaka i mänsklighetens historia. I det antika Grekland ansågs det vara nödvändigt att lära känna sig själv för att kunna tolka utsagorna från oraklet i Delfi. Man ställde också upp regler för hur man borde leva sitt liv för att kunna pröva, förkovra sig och omvandla sig själv. Tillvägagångssättet har många likheter med hur Benjamin Franklin som ung man förde moralisk dagbok i syfte att förnuftsmässigt styra sitt beteende. Bland annat ville han uppnå måttlighet genom att inte äta så att han blev slö eller dricka så att han blev upprymd, ordning genom att låta alla sina saker ha bestämda platser och ödmjukhet genom att försöka likna Sokrates eller Jesus.Så vitt jag kan se, är det strävan efter att leva ett genomtänkt liv som ligger bakom utvecklingen av det mest använda personlighetstestet i världen: Myers-Briggs Type Indicator. Testet är ett resultat av Katherine Cook Briggs och hennes dotter Isabel Briggs Myers utforskande av sina egna liv. I Merve Emres bok The Personality Brokers (2018) skildras deras livsöden.Katherine som föddes 1875 präglades av en inre kamp för att förena sin naturvetenskapliga utbildning med sin religiösa uppfostran. När hennes son Alfred dör i sömnen, endast ett år gammal, blir hon smärtsamt medveten om hur skör människan är under sina första levnadsår och hur noggrant ett litet barns aktiviteter måste regleras för att det ska kunna förfina sin personlighet och rädda sin själ. Hon inser då att det går att förena sökandet efter personlig frälsning med den moderna världens rationella metoder. När Katherine förlorar ytterligare en son, innan han ens hunnit döpas, slår hon slag i saken och gör om sitt vardagsrum till ett laboratorium för personlighetsforskning. Experimenten börjar med hennes förstfödda och enda överlevande barn, dottern Isabel som då är fyra år gammal. Laboratoriet döps till ”The cosmic laboratory for baby training” och ganska snart är det fyllt av bekantskapskretsens barn som skall pröva, förkovra sig och omvandla sig själva.Grundtanken är att barn behöver ledas in på rätt bana i livet genom att lära dem hur de utifrån sin personlighet kan bidra till samhället. Barnen observeras och vägleds genom bestraffning och belöning. Allt bokförs noggrant och insikterna sprids i massmedierna. Katherines gärning, som ytterst handlade om att basera moderskapet på forskningsresultat och göra det till en profession, får stort genomslag. I samband med att Isabel lämnar hemmet för att studera får den experimentella verksamhet som under 18 år utgjort Katherines huvudintresse emellertid ett abrupt slut. Deprimerad skriver hon i ett brev till sin dotter som aldrig postas: ”Vem över fjorton år behöver egentligen en mamma, eller vem borde behöva en?”När Katherine ett flertal år senare upptäcker Carl Gustav Jungs teori om psykologiska typer upphör hennes depression. Jung introducerar idén om att människor kan kategoriseras som introverta eller extroverta. Som tänkande eller kännande. Tankesättet fångar Katherines intresse till den grad att hon utnämner honom till sin husgud. För första gången på länge upplever hon att hennes liv har mål och mening. Hon brevväxlar med Jung och ägnar ett halvt decennium åt att sätta sig in i hans analytiska psykologi, innan hon slutligen besöker honom. Under tiden görs hennes hem återigen till ett laboratorium för personlighetsforskning, men denna gång är det vuxna människor som ska pröva, förkovra sig och omvandla sig själva. Resultatet av arbetet publiceras 1926 i artikeln ”Meet yourself: How to use the Personality Paint Box” där Katherine lär läsarna att med hjälp av indexkort ta reda på vilken av Jungs sammanlagt sexton personlighetstyper de är och vad de bör göra i sina liv. Personlighetstestet är skapat!Det var emellertid Isabel som under 1940-talet omarbetade Katherines arbete så att det blev användbart inom arbetslivet och formulerade det frågeformulär som ligger till grund för Myers-Briggs Type Indicator.Ett personlighetstest är en sammanställning av uttalanden om oss själva. Ovetenskapligt? Javisst. Falskt, vem vet? Sant? Ja, om vi vill och anstränger oss. Vår personlighet är nämligen föränderlig och styrs av hur vi själva, andra och samhället uppfattar oss. Det är därför vi ständigt söker efter strategier för att ta reda på vem vi är och vad vi bör göra i våra liv. Problemet är att den strategi vi väljer att använda oss av kommer att forma vårt framtida jag och våra livsmöjligheter. Om vi uppfattar den kunskap som personlighetstesten genererar som verklig, kommer den att bli verklig i sina konsekvenser. Att förstå sig själv och låta sig styras av ett standardiserat frågeformulär är därmed ytterst begränsande. Det är att bli snuvad på den gnutta frihet vi idag har att forma vårt eget öde.Emma Engdahl, professor i sociologiLitteraturMerve Emre: The Personality Brokers: The Strange History of Myers-Briggs and the Birth of Personality Testing. Doublesday books, 2018. Finns i svensk översättning av Linn Åslund: Vilken typ är du? Varför du inte kan lita på personlighetstester. Fri tanke förlag 2019.

AI is everywhere, but are property management companies asking the right questions before implementing it? In this episode of the #DoorGrowShow, Jason Hull sits down with Mo Hussain to discuss why successful AI adoption has far less to do with technology and far more to do with operational clarity. Instead of chasing the latest AI tools, Mo introduces his Measure, Map, Automate framework to identify operational bottlenecks, uncover hidden profit leaks, and build workflows that actually improve business performance.  Together, they explore why clean data is the foundation of automation, how undocumented processes create costly inefficiencies, and why AI should enhance human decision-making rather than replace it.   You'll Learn [00:00] Meet Mo Hussain and the Measure, Map, Automate Framework [03:20] Why Most Companies Ask the Wrong AI Questions [08:10] The Role of Clean Data in AI Success [12:45] Mapping Workflows Before Automating Them [15:30] The Process Myth and Better Operational Systems [21:10] Building Accountability Into AI Workflows [25:15] Designing AI Agents That Actually Perform [27:45] Turning Operational Data Into Business Growth [29:15] Final Advice for Property Management Leaders Quotables "AI value really truly is workflow value." Mo Hussain  "AI depends on trusted operational data." Mo Hussain  "The winners are not gonna be the companies that have the most amount of data, but they're the ones that can convert data into consistent operating actions." Mo Hussain  Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) welcome everybody. I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry.   At DoorGro, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show. And my guest today is Mo Hussain, and we're going to be talking about how property management companies can stop drowning in data and start turning it into real operational growth. In this episode,   Mo is breaking down the measure, map, and automate framework that he has built and approach an approach to uncovering hidden margins, reducing manual oversight, and getting more value out of every door in your portfolio.   right.   is Mo Hussain. Mo, welcome to the show.   Mo Hussein (01:01) Hey Jason, happy to be here.   Jason Hull (01:03) So today we're going to be chatting a little bit about how property management companies can stop drowning in data and start turning it into real operational growth. And Mo's going to break down the measure, map, and automate framework, his approach for uncovering hidden margins, reducing manual oversight, and getting more value out of every door in your portfolio. So cool, measuring is important. We'll get into that. So before we get into that, Mo,   Can you give people a little bit of background on yourself? How did you get into entrepreneurism? How did you get connected to property management? And help everybody understand who Mo is. Yeah.   Mo Hussein (01:42) Yeah.   great question. So I I've been in this industry now for probably coming up on 20 years at this point. I I worked at some of the prop tech and software providers that are prevalent in the space. Namely, I worked at both YARTI App Folio, which are both kind of headquartered in in Santa Barbara. and a little bit over ten years ago, I started a consultancy and accounting CPA practice that specifically focuses on   Jason Hull (01:56) Namely, I worked at both YARDIE and at Folio, which are both kind of headquartered in in Santa Barbara. a little bit over ten years ago, I started a consultancy and accounting TPA practice that specifically focuses   on prop tech and real estate. So we offer consultations with implementations, custom reporting, operationalizing around technology, which is which is now the buzz around kind of AI and automation at this point.   Mo Hussein (02:11) Prop tech and real estate. So we offer consultations with implementations, custom reporting, operationalizing around technology, which is which is now the buzz around kind of AI and automation at this point. and then   we've also built products for the space to help with automations, help with you know accounting compliance and bringing visibility and custom reporting capabilities to operators. So kind of leveraging all the experience.   Jason Hull (02:25) And then we've also built products for the space to help with automations, help with you know, accounting compliance and bringing visibility and custom reporting capabilities to operators. So kind of leveraging all the experience   Mo Hussein (02:40) from working as a consultant and also as an accountant and even working as some of these tech providers now being a actual supplier in the industry.   Jason Hull (02:41) from working as a consultant and also as an accountant and even working as some of these tech providers now being a aqua supplier in the industry. Very cool. Very cool. So you're a little bit nerdy.   Mo Hussein (02:52) A little bit. Data. I love data. Right.   Jason Hull (02:53) Okay, so am I. So am I. All right. So   cool. So let's talk nerdy to me, Mo. All right. So let's let's chat about this. So let's get into it. So t tell us about this. Wha why is this wh how'd you come up with this framework? Why is this important? I love frameworks because frameworks are usually where we take something that we notice a pattern in, there's some complexity involved, and we make it simple. So explain to us.   Mo Hussein (02:59) Yeah.   Jason Hull (03:18) Where does the measure map and automate framework kind of come from?   Mo Hussein (03:22) Right, right. And this is this kind of stems from a conversation you probably have with plenty of your your clients and even prospects when you start engaging, you know, the the the very popular question now of how do we use AI? I want to streamline and automate. And it's a very loaded, it's a very loaded, fairly ambiguous question, right? How do we use AI? We want to implement AI into our operations, right?   Jason Hull (03:23) And this is this kind of stems from a conversation you probably have with plenty of your   You know, the the the the very popular question now, how do we use AI? It's a very loaded, fairly ambiguous question, right? How do we use AI? We want to implement AI more.   Mo Hussein (03:48) when conversely, like you know, operators and property managers should be starting with a different qu set of questions, right? Like how like where are we losing things like NOI, margin, time, control, or even consistency, right? AI really only matters when it connects and automation really only matters when it connects to a to a revenue lever or some type of a cost lever or productivity gain or or risk reduction, right?   Jason Hull (03:50) Conversely, like you know, operators, property managers should be starting with a different set of questions, right? Like how like where are we losing things like NOI, margin, time, control, or even consistency, right? AI really only matters when it connects in automation really only matters when it connects to a to a revenue lever or some type of a cost lever, productivity gain or or risk reduction,   right? Yeah. there's there's a couple   Mo Hussein (04:14) and there's there's a couple of key components   Jason Hull (04:16) key components in even conversations that you've probably even had with with property managers today is that firstly like you know operators today they already have a lot of data. They probably have access to a lot of different data sets across, you know, operations, but it's probably, you know, disconnected and disjointed and different reports and disconnected systems, hidden in spreadsheets and and dashboards that probably don't drive much much action, right? and everybody wants   Mo Hussein (04:17) in even conversations that you've probably even had with with property managers today is that firstly, like, you know, operators today, they already have a lot of data. They probably have access to a lot of different data sets across, you know, operations, but it's probably, you know, disconnected and disjointed and different reports and disconnected systems hidden in spreadsheets and and dashboards that probably don't drive much much action, right? and everybody wants to   Jason Hull (04:43) to automate and execute   Mo Hussein (04:43) automate and execute an   operational kind of workflow. But the hard part is not whether, you know, AI can really do something, but the hard part is whether a company even knows where value is leaking and who owns that action and and whether these workflows are even clear enough to to be able to automate. And that's kind of the premise of this framework is to kind of measure what that pain is, you know, map that workflow, automate that repetitive work and manage   Jason Hull (04:45) an operational kind of workflow. The hard part is not whether you know AI can really do something, but the hard part is whether a a company even knows where value is leaking and who owns that action and and whether these workflows are even clear enough to to be able to automate. And that's kind of the premise of this framework is to kind of measure what that pain is, you know, map that workflow, automate that repetitive work, and   manage ideally performance through some type of closed loop accountability. We just put an actual word to it, right? A framework to it, I'm sure   Mo Hussein (05:07) ideally performance through some type of a closed loop accountability. We just put an actual word to it and a framework to it, but I'm sure very   similarly to the conversations that you're probably having also even with customers.   Jason Hull (05:15) Very similarly to the conversations that you're probably having also with customers.   Yeah, yeah, got it. Yeah. it's interesting because we're now seeing a lot of these tech companies or tech forward companies that are kind of backtracking on AI a little bit. They were giving out basically blank checks to use AI as much as they could. Some were even creating sort of a contest internally, incentivizing like who could use the most tokens.   Mo Hussein (05:29) Mm.   Right.   You're right.   Jason Hull (05:41) Which is a little bit insane   to just give people a blank check as if that always the more tokens you burn, the more productivity is being created, right?   Mo Hussein (05:51) Right, right, right. And we're seeing, yeah, and you know, as we're seeing these newer models that are coming out, whether it's, you know, through Cloud, Anthropic or even these other these other LLMs, the token utilization is becoming more and more expensive, especially with these newer models. And so now the question of just like, hey, how is that utilization actually translating to actual business value? Right. And this was a question that eventually would have been would have been pushed, right?   Jason Hull (05:54) Yeah and you know.   Of just like, hey, how's that utilization actually translating to actual business value? Right.   Yeah. Yeah. Yeah. I love it. Like how to use AI. Yeah. Bad question. A better question is how do we actually make sure we're creating more profit? How do we actually make sure we are lowering costs? Like   And that's the the idea, they think, well, AI must be so much cheaper than people. And what's interesting, I've also seen some reports lately showing the amount of money these different LLMs are losing right now. They're spending a massive amount of money to deliver AI to us at a super cheap price right now. And but they're losing money. Every time we're chatting, they're losing money.   Mo Hussein (06:47) Mm-hmm.   Right.   Right.   Jason Hull (07:01) And that's that's a wild business model. They're obviously hoping to win some sort of AI race. They're hoping to get us maybe in the future. And there's a lot of talk lately as well of people thinking we gotta shift to local models. Like we gotta I gotta run this AI stuff on my own computer and not be giving all my money to anthropic or open AI you know, open AI or whatever. So okay.   Mo Hussein (07:15) Mm-hmm.   Right, right.   Right.   Jason Hull (07:26) Cool. So let's continue on. Me measure, map and automate. Yeah. Yeah.   Mo Hussein (07:29) Yeah. Yeah. And   by the way, going on your point, Jason, it's you know, you you also, you know, creating automation and leveraging these models locally, it there's definitely value in that. But you know, now more than ever, f you know, teams are kind of distributed, right? And so ideally, if you've built automations and leveraging these L LMs and   Jason Hull (07:35) Yeah, y you also you know   Locally it is definitely that   Teams are kind of distributed, right? Yeah. Ideally, if you've built automations and leveraging these LLMs   and   Mo Hussein (07:52) And things of that sort.   You probably want to have like some type of an interface that's like cloud based, right? Or for folks to be able to kind of collaborate in some type of a ideally like a safe environment, right? and so measure, map and and automate. So you know, there's there's kind of those three components to be able to actually fully ideally leverage leverage AI. But   Jason Hull (07:55) some type of a an interface that's like cloud based, right? Or for folks to be able to kind of collaborate in some type of a ideally like a safe environment, right? yeah. So measure, map and and automate. So you know there's there's kind of those three components to be able to actually fully ideally leverage leverage AI but   there's there's a couple like kind of key core components that feel like   Mo Hussein (08:20) There's there's a couple of like kind of key core components that I feel like   is very important for folks to to really understand before they can they they can even take advantage of of AI, right? so one is you know AI, AI value really truly is workflow value. And so like the most the biggest opportunities when it comes to automation leveraging AI is things that are repetitive.   Jason Hull (08:25) is very important for folks to to really understand before they can they they can take advantage of of AI, right? so one is, you know, a AI AI value really truly is a workflow value. And so like the most   automation leveraging AI as things that are   repetitive, you know, judgment heavy, ideally high volume workflows. Think about things like you know, leasing follow-up, delinquency, turns, maintenance, triage, variance explanations. another another key thing to understand is you know AI depends on trusted ideal operational data. And so if you don't have accurate or clean property unit, resident, vendor,   Mo Hussein (08:44) you know, judgment heavy, ideally high volume workflows. Think about things like you know, leasing follow-up, d delinquency, terms, maintenance triage, variance explanations. another another key thing to understand is, you know, AI depends on trusted ideally operational data. And so if you don't have accurate or clean property unit, resident vendor   payment data and it's and it's inconsistent, you know, AI just   Jason Hull (09:10) payment data and it's and it's inconsistent, you know,   AI just helps accelerate the wrong answer, right? This notion of like hallucinations also kind of exist. and you know insights without ownership is is just is really just theater. And so although AI may identify a problem and recommend an action, things need to be routed, right? And asci you know action needs to be assigned, there needs to be some accountability that gets created there and then a measurement of of of   Mo Hussein (09:13) helps accelerate r the wrong answer, right? And the this notion of like hallucinations also kind of exist. and you know insights without ownership is is just is really just theater. And so although AI may identify a problem and recommend an action, things need to be routed, right? And as I you know action needs to be assigned. There needs to be some accountability that gets created there and then a measurement of of of a   of of a of a result.   Jason Hull (09:40) of of a of a   result. and then lastly like humans humans control still matters, right? Things that have a very high potential opportunity cost. you know, operators should be very careful on how they utilize AI. So, you know, things around fair housing, sensitive sensitive decisions like screenings, evictions, legal communication, you know, employee decisions and maybe even large payment loopholes and so   Mo Hussein (09:42) and then lastly like humans, humans control still matters, right? Things that have a very high potential opportunity cost. you know, operators should be very careful on how they utilize AI. So, you know, things around fair housing, sensitive sensitive decisions like screenings, evictions, legal communication, you know, employee decisions and maybe even large payment approvals. And so   Once we   have these kind of these table stake table stake items, if you will, kind of address, then you know we can move on to kind of you know the our framework of kind of measure, map, and automate. And so in each of these different components have different purposes, you know. The whole point of the measure step is is to quantify where pain exists and to validate kind of being buying versus buy like building. And so you want to ask things like where   Jason Hull (10:09) Once we have these kind of these table stakes stakeheads, if you will, kind of addressed, then you know, we can move on to kind of, you know, the our framework of kind of measure, map, and automate. And so and each of these different components have different purposes, you know. The whole point of the measure step is is to quantify where pain exists and to validate kind of being buying versus buy like building. And so you want to ask things   like where   Mo Hussein (10:36) where   time, where margin, where service quality or accountability is lost today, right? Examples can be things like, you know, days vacant, you know, delinquency rate, maintenance response times. These would be kind of like outputs like invoice coding time, reporting hours, renewal conversions, right?   Jason Hull (10:37) Where time, where margin, where service quality or accountability is lost today, right? Examples can be things like, you know, days vacant, you know, delinquency rate, maintenance response times. These would be kind of like outputs like invoice coding time, reporting hours, renewal conversions, right?   Yeah. Got it. Yeah, that that makes a lot of sense. So you've got to be you have to have good data.   Which the crux of th where their data is all probably housed is inside of their property management software.   Mo Hussein (11:06) Right.   Jason Hull (11:07) And so hopefully that software is kinda tracking some of this stuff. But, you know, everybody's had a CRM that the team didn't put enough notes in. And then it becomes kind of useless, right? So you're like, what happened with Fred on that call earlier, you know, or previously? I I think I think we talked about this. Can't remember. Why aren't you putting in notes? And so then the flaw becomes the human in the loop in a lot of instances. But then you're saying, you know, also humans matter. Like   Mo Hussein (11:14) Right.   Right.   Jason Hull (11:34) Related to fair housing. We've got to have the human in the loop making decisions. I don't think it would go fair very well to be standing in front of a judge and say, Well, the AI messed this up. It wasn't me.   Mo Hussein (11:43) Right. Right.   Right. Yeah, that's very that's very correct. the the the other thing is is that you know software is a tool, right? So they you know, for like that example that you just gave of like, hey, you know, I had a conversation with Freddie or an owner or what have you, and you know, the notes weren't captured. And so if there's if if if if there's there needs to be also a cultural   Jason Hull (11:46) Yeah, that's very that's very   Yeah, they you know, put like that example that you just gave of like, Hey, you know, I had a conversation   And you know, the notes weren't captured. And so if there's if if if if there's there needs to be also   Mo Hussein (12:06) shift within the organization to become more performance kind of driven, right? And using, you know, places of truth. You know, I, you know, we use Salesforce in our own internal kind of CRM and you know, there's this old ad like this old saying of just, you know, hey, if it didn't happen to Salesforce, it didn't happen at all. In other words, if your system of record hasn't been updated and things haven't been added to it   Jason Hull (12:06) cultural shift within the organization to become more performance kind of driven, right? And using, you know, places of truth. You know, I you know, we use Salesforce in our own internal kind of CRM and you know, there's this this old like this old thing of just, you know, hey, if it didn't happen in Salesforce, it didn't happen at all. Right.   Mo Hussein (12:29) to to ensure that it is correct and accurate and up to date, then   Jason Hull (12:29) to it to to ensure that it is correct and accurate and up   to date, then the organization sees it as, you know, as it didn't happen. And somebody, you know, using anecdotal feedback like, well I did this, but I just didn't update this. And so that's it's very important that, you know, whatever system you're using to kind of measure different KPIs and metrics, that that, you know, that behaviors within the organization are shifting towards that. And it's it's something it's a cultural shift that needs to also   Mo Hussein (12:32) the organization sees it as you know as it didn't happen. And somebody, you know, using anecdotal feedback of like, well I did this, but I just didn't update this, it means it didn't happen. And so that's it's very important that, you know, whatever system you're using to kind of measure different KPIs and metrics, that that, you know, that behaviors within the organization are shifting towards that. And it's it's some it's a cultural shift that needs to also cascade   also from from leadership down as well.   Jason Hull (12:57) Cascade also from leadership down.   Yeah, the advantage we have nowadays with all the AI stuff that's come out is now pretty much everything gets transcribed everywhere. So calls get transcribed, notes can be created automatically. You can also go back and ha check the transcription on a call or a zoom call or recording, figure out what happened. So that you know, not leaving notes in the CRM is a little bit less of a problem than it was in the past.   So we've so we've chatted a bit about measure. What is what's important about mapping or map? Yeah. So this is this goes back to my previous point about like you know AI value being it it is workflow value. Yeah so you know you've measured you've identified you know your measurements and KPIs. So whatever those KPIs may be. Next what you need to do is map what the actual   Mo Hussein (13:30) The mapping. Yeah. So this is this goes back to my previous point about like, you know, AI value being it is workflow value. And so, you know, you've measured, you've identified, you know, your measurements and KPIs, you know, days vacant, delinquency, whatever those KPIs may be. Next, what you need to do is map what the actual what   the actual workflows that are happening, not how leadership or staff thinks it's happening.   Jason Hull (13:53) what the actual workflows are happening, not how leadership or staff thinks it's   happening. There's a very key kind of a distinction is that, you know, a lot of operators and teams kind of assume, hey, you know, we have a set process, but it may not be happening the way that they are envisioning or the way that they're assuming that this is happening. Yeah. And and map that entire workflow end to end.   Mo Hussein (13:59) The very key kind of distinction is that, you know, a lot of operators and teams kind of assume, hey, you know, we have a set process, but it may not be happening the way that they are envisioning or the way that they're assuming that this is happening. And and map that entire workflow end to end.   identify what systems are involved, where handoffs occur, where approvals are required.   Jason Hull (14:21) identify what systems are involved, where handoffs occur, where approvals are required,   Mo Hussein (14:27) where judgment calls are are are are kind of made. And so, you know, every company has, you know, things like experienced managers and accountants and maintenance folks and and they usually know what good looks like versus what bad looks like. And so AI here is to help kind of convert that tribal knowledge ideally into a repeatable operating model. And so examples of how that mapping   Jason Hull (14:28) where judgment calls are kind of made. And so every company has you know things like experienced managers and accountants and maintenance folks, and and they usually know what good looks like versus what bad looks like. And so AI here helped kind of convert that tribal knowledge ideally into an overviewable operative model. So examples of   that mapping would be is you know, hey, what is the entire need to lease workflow?   Mo Hussein (14:50) would be is, you know, hey, what is the entire lead to lease workflow? You know,   Jason Hull (14:54) You know, what is the work order to completion, you know? what is our renewal offer to sign and executed actual renewal? And so and actually and again documenting that, a a lot of organizations have some notion of what that workflow kinda looks like. but   Mo Hussein (14:54) What is the work order to completion? You know? what is our renewal offer to signed and executed actual renewal? And so and actually, and again, documenting that. A a lot of organizations have some notion of what that workflow kind of looks like. but you know, they   haven't actually done they may not have documented, or if they did, it's not updated and they have an out of date SOP or a process diagram.   Jason Hull (15:12) you know, they haven't actually gotten any INOT documents in or if they did, it's not updated and they have an out of data so P or a process diagram.   Mo Hussein (15:22) And that's that's and that's that's that's a very important kind of key aspect of kind of this process.   Jason Hull (15:22) and that's that's and that's that's that's a very important kind of key aspect of kind of this process. Yeah, yeah. Well I a lot of times I end up talking with clients and I've noticed kind of this pattern or trend in the industry of I call it the process myth where everybody thinks if we just had better processes   all of our hopes and dreams would come true when it comes to the off side of the business and we would be more profitable. And especially see this in the two to four hundred door range in single family or small multi-residential property management. And so the challenge there is th that it's impossible to create enough processes, KPIs, and systems to make mediocre people be great. But they pe that doesn't stop business owners from trying. They they're like   Mo Hussein (15:59) Right.   Right.   Jason Hull (16:04) They they they wake up in the morning, they're like, I want to play an impossible game today. And they they still try. And I call it the process myth because if you have really great people, even if your processes are garbage, that I've seen these businesses still perform well. But the reverse is not true. You have mediocre people, you could have insane amounts of systems and processes and stuff, and the business still has a lot of headaches and problems.   Mo Hussein (16:16) Mm-hmm.   Jason Hull (16:29) And so I've kind of noticed this pattern. I call it the three levels of process. And level one is documentation. It's just like writing stuff out. But that's kind of like the owner's manual in the glove box of the car. Nobody looks at it, it doesn't get updated. You know, it's like it's it's it's gathering dust, and people don't actually, that's not actually how the processes are run. And over time, things gravitate towards ease or grace or what the flows best for the person doing the job.   Mo Hussein (16:39) Mm-hmm, mm-hmm.   Jason Hull (16:57) Not for what's best for the job sometimes. And so it gravitates a little bit towards chaos or being worse. Then there's this level two, which is checklists. This is where people are using things like Asana or Process Street or Lead Simple or they some sort of checklist space system where now they're verifying the works getting done in a certain way. But checklist has its own problems in that it's very linear and not every process is linear.   Mo Hussein (16:59) Right, right.   Read simple. Mm-hmm.   Mm-hmm.   Jason Hull (17:24) There's decisions   and splits and merges and sting things happening concurrently in property management. And so the challenge with checklist also it can tend to slow things down. It's not as efficient. So the next level and the problem I had with checklist, we used to use process street, is that it it if anytime a process got complicated, I had to build logic and you know, if-then sort of situations into it.   And it usually got to the point where I didn't even understand it. Like a year later, I'm looking at a process. I'm like, I had to retranslate this back into something that made sense to my brain. And I always, and the nerd had to be the one that did all the updates on it because nobody else could understand it. So then we eventually graduated to level three. So level three is visual workflow. This is for humans.   Mo Hussein (18:01) Right.   Mm-hmm.   Jason Hull (18:13) And so, and with with this, my tip to everybody listening, if you have a system, whether it's checklist or it's any of these three levels, you know, documentation, checklist, or visual workflow, that you your first two processes you make as an operator or as a business owner is how to create a process in this system is number one. And number two, how to QA.   Mo Hussein (18:26) Did   Jason Hull (18:37) A process that is made in the system to know it's actually a good one. If you just make those two, you don't have to do any of the other stuff. Everybody else can do it. You just make those two. That's my tip for all you business owners. And now with AI, you can start adding AI. Once you have things visually mapped out, it's you've got the map like you're talking about. Now you can figure out all right, where can AI take over some of this stuff? And where do we still need the human in the loop? Right. So yeah.   Mo Hussein (18:43) Mm.   And automation. Mm-hmm. Yep.   Yeah.   Right,   Jason Hull (19:05) So any tips for those listening to this that are already geeking out with AI, they're doing a little bit of this measuring and mapping and automating. What are some of the biggest challenges you've noticed where this kind of breaks down or people are making mistakes?   Mo Hussein (19:19) It's it's honestly it's the it's the you know, AI value. it's it's a lot of the small individual decisions that are made in a in a repetitive fashion and that that are made a lot that really are gonna unlock like true value for for any operator. And so like, you know, having very clean data, standardized, you know, systems of truth by what we mean by that is that, you know, hey, you know.   Jason Hull (19:20) It's it's honestly it's the it's the you know, AI value it's it's   like true value for for any op   clean data, standardized, you know, systems of truth. But what we mean by that is that, you know, hey,   you know, you know, whatever work order system that you're using, for example, has accurate, you know, work order data. People, you know, you're making a segment for actually closing out the work order when they complete it. Hey, the end of the week, I'm gonna now try to remember what I did earlier in the week.   Mo Hussein (19:47) you know, whatever work order systems that you're using, for example, has accurate, you know, work order data. People, you know, your maintenance technicians are actually closing out the work order when they complete it. Not just, hey, the end the week, I'm gonna now try to remember what I did earlier in the week.   Close it out. So the data is   the data can't be trusted, then AI is just going   Jason Hull (20:04) data the be trusted and AI   Mo Hussein (20:07) to cause additional kind of confusion. And so having accurate systems of record. And I gave that example of of of a work order when a technician kind of closes that, right? the process map, I think the you know, the three buckets are like three level that you kind of gave, I think is a great, great.   Jason Hull (20:20) Yeah, yeah. Yeah, that makes sense.   yeah.   level that you kinda gave I think it's a great,   great anecdote and framing of how processes should be kind of looked at. And and I think one thing that a lot of operators usually tend to overlook or assume is you know how things are being done versus how they actually are being done within the schemes, right? So an owner somebody at some point said, okay hey this is a process we're gonna take and then over time that just kind of got changed.   Mo Hussein (20:29) anecdote and framing of how processes should be kind of looked at. And and I think one thing that a lot of operators usually tend to overlook or assume is you know how things are being done versus how they actually are being done within the teams, right? It's an owner, somebody at some point said, okay, hey, this is the process we're gonna take. And then over time that just kind of got changed. And there   may be, you know, two different property managers   Jason Hull (20:55) And there may be, you know, two different property managers   Mo Hussein (20:58) operating in two different regions in the same company that are doing leasing renewal differently, right? That going back to that point that you mentioned about systematizing and having accountability loops and task base or like checklist items and ensuring that those things are actually done in that same quality and that same fashion is very, very key. And so getting data, like getting the right data, accurate data,   Jason Hull (20:58) operating in two different regions in the same company that are doing these things renewal differently. Right. That point that you mentioned about synthesizing and having accountability loops and task based or like checklist items and ensuring that those things are actually done in that same quality, in that same fashion is very, very key. And so getting data, getting the right data, accurate data   Mo Hussein (21:23) and then also like your process mapping and your   Jason Hull (21:24) And then also like your process mapping   and your processes kind of documented. I think I think the visual representation is a great way to have that. And those are the two key things that ninety percent of folks that are trying to leverage AI and automation and even the folks that are starting to try to jump into this space and try to automate and use AI for these things like usually we're like where where they're really struggling with. got it. Yeah, I think   Mo Hussein (21:26) processes kind of documented. I think I think the visual representation is a great way to have that. Those are the two key things that ninety percent of folks that are trying to leverage AI and automation and even the folks that are starting to try to jump into this space and trying to automate and use AI for these things like usually we're like we're where they're really struggling with.   Jason Hull (21:50) I was just on a webinar recently and they were talking about building AI agents and they were talking about if you want to make really effective AI agents, you need to give them a really good job description, just like a human. And what what's really funny is if you we coach clients on this a lot, but if we tell the clients to to go, we coach clients on   Creating job descriptions. We call our version of them R docs because each section starts with an R, like role, responsibility, et cetera, all the typical stuff. But then we have some additional sections that we found really paramount. So what we'll tell them to do is go ask your team members, give them this framework, and have them create their own R Doc. And then you take a look at this and see if that's what you would have created. Because it's never like what they think their job is. It's usually very different than what the business owner thinks their job is.   Mo Hussein (22:25) Mm-hmm.   Right.   Jason Hull (22:36) And maybe even different what the manager, the ops person thinks the job is, but then you can actually literally get on the same page with them. You can be like negotiate this and be like, this is what we think your priorities should be, and what your outcomes should be, and what we want you to be able to accomplish. And this is helpful for them to know what they're aiming for so that they can please you because your team members want to please you if they're good. But usually there's a big disconnect, like you're saying, between what   Mo Hussein (23:00) Mm-hmm. Mm-hmm.   Jason Hull (23:05) the the employee thinks their j role and job is versus what their manager thinks they should be doing versus what the business owner thinks everybody should be doing. And so nobody's on the same page. And then you're everybody's roles are a little messy. And then you're going, let's give them processes now to work on. And they're not even clear on what their job is or what their role is. Yeah. And so same thing if you were going to build an AI agent and you were like, I want you to try and be good at everything. And then suddenly it's like really   Mo Hussein (23:29) Right.   Jason Hull (23:34) Hallucinating a lot and it's messing everything up and yeah. And it's not a realistic creature, you know, just like some people give create job descriptions that are for like four different personality types. Right. And then they hire somebody that maybe can actually do all four things, and we call those really highly adaptable, weird creatures entrepreneurs. And then they wonder why that property manager left and stole all their clients.   Mo Hussein (23:34) Horrible.   Right.   Yeah.   Jason Hull (23:57) Instead of finding somebody that's like really good at being one thing. Right. Yeah. And that's how you should see Asia.   Mo Hussein (24:00) Right. That that that that role clarity is very, very, very important, right? And that's how you should see agents as well, is that   like, hey, it's like a trained employee. And so you should exp you should expect the same level of, you know, investment involvement, if you will, and trying to and try to help them be the best of like, you know, whether it's a leasing agent, a maintenance coordinator, or whatever that their role may be. And I I think another aspect is and I'm curious how like how   Jason Hull (24:12) you should expect the same level of you know investment involvement if you will and trying to and try to help them be the best of like you know whether it's a leasing agent a maintenance coordinator or whatever that their role may be and I I think another aspect is and I'm curious that   like how you know when you guys are having conversations with clients around role descriptions stuff it's the concept of ownership like hey what you know how to how to align ownership to and lining that up to hopefully the mental business   Mo Hussein (24:28) you know, when you guys having conversations with clients around role descriptions and stuff, it's the concept of ownership. Like, hey, what, you know, how to how to align ownership to and lining that up to hopefully an eventual business outcome or KPI   or something so that, you know, their performance drives also the business performance, right? How have you guys had this conversation or how do you talk about kind of that concept? I can kind of allude to it without kind of explicitly calling it out.   Jason Hull (24:42) Kate guy or something so that you know their performance derives also the business performance, right? Yeah. How do you talk about kind of that concept? You kind of allude to it without kind of explicitly calling   it out. Yeah, I think well, sometimes I'll just totally call a business owner out on things. But I think what I think will be interesting is people are building starting to build agents. I think that they should.   They should have an understanding of personality types. I think they should have an understanding maybe or a conversation with AI about what Myers Briggs type might be good for this agentic role. And because like somebody that's really good at like strategy and the strategist role, which would be like an INTJ in Myers Briggs, might be good at some operational stuff, but they would be really terrible at customer service.   Mo Hussein (25:19) Mm-hmm.   Jason Hull (25:33) Because a lot of INTJs don't even like humans, right? And so they're logical thinkers and they're really judging and they're practical and they're in you know introverted and they're really bad at understanding how the other person feels or even expressing that. And so you're you you don't want to create these try and create AI AI agents that are multiple split personality types, because I don't think they're gonna be as effective. And you can't also, just like you wouldn't want somebody building the process.   QE QA QA of the process. You don't want them both. You don't want AI to be checking itself. Right. Right. The the brain that had problems doing the messing things up, maybe, or didn't do it totally right. You don't want them checking their own work. Right. And so, yeah, so I think this is going to be interesting that people are going to be building agents and they usually think just logically here's the context it needs, here's the role, whatever. But I think also maybe give it the personality that it.   Mo Hussein (26:08) Right, right.   Right.   Jason Hull (26:29) What's the disc assessment for this person, this agent? What's the Myers Briggs type for this agent? And then if especially if they're communicating with humans or doing a task that you want them to be somewhat human like, they're going to be much better at doing this if you give it you create them in the right way. Just an idea.   the other thing to know as a business owner, you need to know who you are so that you can build your dream team around you. So your advisors, whether they're agentic or human, your advisors, your team members, it should be built ultimately around you thriving and being healthy in your own business so that you've got the tea the tools and the resources that fit you. But most business owners make the mistake.   Of trying to build the business around the business and then wonder why they're miserable and why they're kind of a slave to their own business. Right.   Mo Hussein (27:16) Right. Right. Right.   Jason Hull (27:20) So anyway, Mo, measure, map, automate, MMA. Doesn't involve fighting too much. You know, like mixed martial arts. It's a little bit on the, you know, less physical side of things. fun chatting about.   Mo Hussein (27:26) No.   Jason Hull (27:34) all the the AI stuff that's going. How can people anything else that you want to add to our conversation here about yeah this model? And then could you tell us a little bit about what you do and how maybe you help property managers with this stuff? Yeah. Yeah. so I guess just to put it succinct, kind of a a sandwich kind of takeaway. So yeah, operators need to wait for a perfect AI.   Mo Hussein (27:48) Yeah. Yeah. so I guess just to put it succinctly, kind of a a a sandwich kind of takeaway. So, yeah, operators don't need to wait for a perfect AI strategy.   Start by identifying, measuring where value exists, where things are leaking, then mapping workflows and then deciding what can be safely automated and measuring whether those actions improve performance. and so   Jason Hull (28:00) Identifying, measuring where value exists, where things are leaking, then mapping workflows, and then deciding what can be safe and automated, and measuring whether.   Mo Hussein (28:10) like you know, over time we'll see that you know the winners are not gonna be the companies that have the most amount of most amount of data, but they're the ones that can convert data into consistent operating actions across how they've operated every door. if you we help clients with you know putting together SOPs, also mapping their technology needs, where where they're where they're having operational leaks in the business can be   Jason Hull (28:10) So like you know over time we'll see that you know the winners are not gonna be the companies that have the most amount of most amount of data, but they're the ones that can convert data into consistent operating actions across how they've operated every door. if you we help clients with you know putting together SOPs, also mapping their technology needs, where where they're where they're having operational leaks and the business   can be optimized.   Mo Hussein (28:37) Optimized further using   Jason Hull (28:38) Further using technology and automation, we have a platform that we've built, Prop Strata, to actually connect and help with that automation type effort. and we're also we also do a lot of accounting and and CPA work. you can reach us at www.balanceasset solutions.com, and my emails mo at propstrata.com, or you can reach out to our team at info at balance asset.   Mo Hussein (28:39) technology and automation. We have a platform that we've built, Prop Strata, to actually connect and and help with that automation kind of efforts. then we're also we also do a lot of accounting and and CPA work. you can reach us at www.balanceasset solutions.com and and then my email is mo at at propstrata.com or you can reach out to our team at info at balanceasset solutions.com.   Jason Hull (29:03) Cool. So they could take a look at this at propstrata.com.   Mo Hussein (29:07) Correct. W dot propstrata.com.   Jason Hull (29:11) Okay, cool. Very cool. All right. yeah, check that out, everybody. It sounds interesting. All right. Well, Mo, I appreciate you coming out and hanging out with me here on the DoorGro show and sharing everything.   All right.   So if   If you have ever felt stuck or stagnant in your property management business and you want to take it to the next level, reach out to us at doorgrow.com. We are the world's best at creating high-growth property management companies in the single-family residential space or the small multi-space. And if for a free training or how to get unlimited leads for free, text the word leads to 512-648-4608. That's 512-648-4608.   Also, join our free community just for property management business owners at doorgrowclub.com. And if you want tips, tricks, and ideas to learn about our offers, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review on whatever channel you saw or heard this on. We'd really appreciate it. And until next time, remember the slowest path to growth.   is to do it alone. So let's grow together. Bye everyone.

Years ago, I sat in a room at a former job and took a personality assessment that changed my life. I looked around and realized: I'm nothing like anyone else here.  In this episode, the fourth key in my five-part series on building a six-figure business with location freedom, I'm geeking out on personal assessments, especially human design. I share the exact month I first understood my human design type, and why that same month became my first-ever $10,000 month in business. You'll hear: Why "this is hard" doesn't always mean "try harder," and how my dad's advice on giving up actually changed how I approach my work What being an INFJ and a Human Design Generator taught me about how I get energy, and how I lose it Why building a business that responds to opportunity (instead of forcing it into existence) changed everything for me How understanding my own wiring changed the way I work with authors on their books A caution about taking advice from coaches whose path isn't built like yours Whether you're into human design, Myers-Briggs, the Enneagram, or something else entirely, this episode is an invitation to get curious about your own energy and build your work around what's actually true for you. Catch up on the series: Episode 174 — How I Built a Six-Figure Business with Location Freedom Episode 175 — From Burnout to Book: How Publishing a Book Changed My Life Episode 178 — Leading with You: How Authenticity Built My Business Episode 188 — Stop Selling Hours, Start Selling Who They Become Curious what your own path could look like? If you're an author with a book in you and you want to build something that actually fits who you are, let's talk. Book a free consult with Elizabeth here If you are curious about Human Design, here's a link to getting your free chart: https://candyybarone.bodygraph.cc Learn more at greenheartliving.com and follow along on Facebook at facebook.com/greenheartliving.

“It's too easy to look back at sciences of the past and say they were all fools. The exact same thing is gonna happen two hundred years from now when people look back at us.” — Paul Stob on the lessons of phrenology Step right up. Over the road from P.T. Barnum's American Museum in 19th century New York stood the city's more metaphorical circus — the Phrenological Cabinet, where admission was free and you could hold a murderer's skull in your hand. After the Barnum museum, it was the second most popular show in town. Although back then phrenology — the supposed science of skull size and head bumps — wasn't seen as the province of tricksters or clowns. So who created this 19th century American obsession with skulls, who created the phrenology phenomenon? In his new book, Empire of Skulls, the Vanderbilt scholar Paul Stob tells the phrenology story through the wealthy Fowler family — Orson, Lorenzo, and Charlotte — who financed and promoted this American circus. It was the Fowlers, Stob explains, who shaped phrenology into the intellectual glue of 19th century American progress and convinced reformers like Walt Whitman, Susan B. Anthony, John Brown, and Elizabeth Cady Stanton of its social value. The appeal was self-improvement, that most American ideal. In Europe, your skull was your fate; in Fowler's America, you could supposedly reshape your brain like a bicep in order to grow new bumps. A gym for skulls. And, in P.T. Barnum fashion, it toured, bringing replica skull collections to the utopian communes of mid 19th century America. And in good (or bad) American fashion, this bunk often had a darker subtext with skulls pilfered from native burial mounds and, inevitably, a slaveholding phrenologist wing. Not everyone bought a ticket. Mark Twain visited Lorenzo Fowler's London depot incognito and was told his skull shape indicated an absence of humor. Three months later, he reappeared, this time as Twain, and got the reverse prognosis. But what finally killed phrenology wasn't Twain but the hitherto unparalleled bloodshed of the Civil War. Not even the Fowlers could glean much positive from the mountains of actual skulls at Gettysburg or Antietam. The circus had ended. Now it's the Fowlers who are the freaks. We gawk at them rather than their skulls. Step right up. The show must go on. Five Takeaways •       The Intellectual Glue of American Reform. From the 1830s to the 1860s — the era of reform — practically every movement to improve the young republic was led by believers in phrenology: abolition, women's suffrage, temperance, prison and education reform. Whitman, Susan B. Anthony, John Brown, Stanton, and Mott were all sympathetic; Orson Fowler barnstormed Massachusetts with his Amherst friend Henry Ward Beecher, who swore by phrenology for the rest of his life; John Brown Jr. worked at the Fowlers' Phrenological Cabinet until Bleeding Kansas called him west. The reason was one word: improvement. Even the enslaved, the phrenologists argued, must be freed — because every human being deserves the chance to improve.•       Curl Your Brain Like a Bicep. European phrenology said your skull was your fate. The Fowlers Americanized it: exercise a mental faculty, they taught, and the brain deposits new gray matter that literally pushes out the skull — self-improvement you could measure with calipers. Parents brought children for readings, returned years later, and found the head had grown just as prescribed: to the Fowlers, concrete proof. The ideal male head measured twenty-three inches around, the female twenty-two — women started in a different place, but nothing said they couldn't climb. And in 1843's Hereditary Descent, Orson made an argument radical for his century: that race mixing was a positive good for humanity.•       Second Only to Barnum. For three decades the Fowlers' Phrenological Cabinet at Clinton Hall — free of charge, unlike the American Museum kitty-corner across the street — was the second most visited tourist attraction in New York City. Visitors could hold a murderer's skull and feel for themselves why he killed, or trace the bumps of statesmen and writers. The empire was literal: the global skull trade of the era, from Samuel Morton's Crania Americana to skulls pilfered from native burial mounds, stocked the shelves. The Fowlers were millionaires, not billionaires — and Orson spent his share on a sixty-room octagon mansion, flagship of the 500-odd octagon houses he inspired across America.•       Twain's Two Visits — and the Birth of “Pseudoscience.” Oliver Wendell Holmes Sr. said reading a brain through a skull was like reading the inside of a safe by feeling the knob — and coined the word “pseudoscience” specifically for the phrenologists. Mark Twain ran the experiment: visiting Lorenzo Fowler's London depot incognito, he was told his organ of mirthfulness was a divot; three months later, business card presented, it was off the charts. Stob still insists on calling phrenology a science — because that is how its era understood it, because it was more accurate than much of the competition, and because one of the fathers of American neurology emerged from the Fowlers' own circle.•       We Are the Phrenologists Now. What killed phrenology was the Civil War: three decades of promising heaven on earth ran skull first into carts of actual skulls, and the utopia of self-improvement died on the battlefield. But the impulse never did. Phrenology, Stob argues, was self-help before the word existed — and its descendants fill the airport bookstore: astrology, Myers-Briggs, the Enneagram, the genetic ancestry kit, all of them, in his words, scientifically garbage yet enormously significant in people's lives. The uncharitable reading of the past is a trap. In two hundred years, Stob warns, they will look back at our sciences of the self exactly the way we look at the Fowlers. About the Guest Paul Stob is Director of the Program in American Studies at Vanderbilt University, where he also teaches in the Department of Communication Studies and the Program in the Communication of Science and Technology. His research focuses on nineteenth-century American intellectual culture — religion, democracy, populism, and social movements. He is co-author, with Stephen Lucas, of The Art of Public Speaking, now in its fourteenth edition. His first trade book is Empire of Skulls: Phrenology, the Fowler Family, and a New Nation's Quest to Unlock the Secrets of the Mind (Counterpoint, April 14, 2026). References: •       Empire of Skulls: Phrenology, the Fowler Family, and a New Nation's Quest to Unlock the Secrets of the Mind by Paul Stob (Counterpoint, April 2026). Jennifer Wright in The New York Times Book Review: “A thoroughly researched and intriguing work.”•       The Gospel According to Hobby Lobby by Michael Blanding — the recent Keen On episode on the Greens, this show's previous installment of ...

This week, Jun and Daniel escape the studio for a special 24-hour "vacation" to a modern hanok in Seoul's Seochon neighborhood to record their final wrap-up episodes. With the podcast winding down, the hosts take a moment to reflect on their incredible journey, starting with a recap of their very first in-person listener meetup. Daniel shares his awe at seeing 60 listeners gather at a Korean pub to mingle in an "American-style" standing party, highlighting the beautiful culture clash of the event.The hosts also dive into the lifetime stats of the Korean American Podcast. They reveal they've reached nearly 1 million downloads on Buzzsprout and over 380,000 views on YouTube, with a surprisingly balanced 50/50 male-to-female gender split among their video audience. Jun confesses a secret about his Myers-Briggs personality type and the late-night sacrifices he made to keep the podcast's Instagram Reels growing, while Daniel reflects on why staying true to their "sincere" format was the proudest achievement of their three-year run.As a reminder, we publish our episodes bi-weekly from Seoul, South Korea. We hope you enjoy listening to our conversation, and we're so excited to have you following us on this journey!Support the showWe hope you enjoy listening to our conversation, and we're so excited to have you following us on this journey!Support us on Patreon:https://patreon.com/user?u=99211862Follow us on socials: https://www.instagram.com/koreanamericanpodcast/https://twitter.com/korampodcasthttps://www.tiktok.com/@koreanamericanpodcastQuestions/Comments/Feedback? Email us at: koreanamericanpodcast@gmail.com Member of the iyagi media network (www.iyagimedia.com)

Matchmaker Maria breaks down what compatibility really means and why finding the right partner has nothing to do with shared hobbies or a Myers-Briggs label. She explains the four dating personalities, why your lifestyle is really about how you value your time and money, and the questions every good dater should be asking. Plus, hear the surprising story of the woman who thought she wanted an adventurous partner until one personality test changed everything and led her to her husband. If you've ever wondered why your relationships keep missing the mark, this episode is your roadmap. Check out this test today!

In this episode of Strategy in Action, host Jason Croft sits down with Chris Blachut, founder of Innate Edge, to tackle one of the most consequential and most overlooked challenges in business and life: figuring out who you actually are at your core and building everything around that.Chris brings a fascinating story to the conversation. After leaving a comfortable corporate career at Procter and Gamble, pre-retiring at 27, and spending 13 years bouncing through entrepreneurial misadventures with no common thread connecting them, he went deep into neurobiology, personality science, and AI to crack a code he wishes he had cracked decades earlier. The result is a systematic, human-guided assessment process called the X-ray, designed to cut through scattered self-perception and reveal the coherent inner engine that has been driving a person all along.Jason brings his signature ability to bridge complex ideas into practical clarity, pressing Chris on the real-world application of this work, sharing his own experience going through the X-ray, and drawing out what makes this process genuinely different from the Myers-Briggs assessments most people take, feel mildly validated by, and never think about again.Viewers and listeners will come away knowing:• How to identify the core verb that describes the unique way they naturally generate value in the world, and why naming it precisely changes everything• Why most self-assessments deliver a distorted reflection and what it actually takes to see yourself clearly• How to build a life narrative around your verb, your violation, and your vision so that motivation stops being something you have to manufacture• What pragmatic passion really means and why chasing passion without it is just running cleaner fuel through a still-broken engine• How Chris used years of deep research into neurobiology and personality science, combined with AI and hands-on work with real clients, to turn a deeply personal breakthrough into a process others can now access in under fifteen minutesWhether you are a seasoned entrepreneur trying to figure out what comes next or someone who has always felt the quiet pull that something is not quite right with the direction you are heading, this episode gives you a concrete, human, and surprisingly fast starting point for finally understanding what you are built for.Find all the show notes and links here:  https://www.strategyactionshow.com/113

Explore Your Personality: https://PersonalityHacker.com    In this episode, Joel and Antonia unpack the old stereotype that sensors are "basic" while intuitives are somehow the upgraded version, and they trace where that bias comes from and why it's flawed. They dig into why Myers-Briggs gives intuition a special weight by naming it directly, why so many sensors end up mistyping as intuitives, and how the world is shifting away from being built for either type. The conversation closes on a bigger idea: as technology pushes everyone toward more intuitive, pattern-based thinking, sensing wisdom and staying grounded in physical reality may matter more than ever.

he Persistent Entrepreneur Podcast with David Hill Guest: Norman Hardeman, Hardeman Homes Team — Columbus, Georgia In this episode, David Hill flips the script and lets top real estate agent Norman Hardeman take the wheel. Norman interviews David on one of his most powerful tools for building a real estate team: the DISC behavioral assessment. They break down each personality type, how to identify them in clients and team members, and how to adapt your communication style to close more deals and build a stronger team. What You'll Learn: What DISC is and how it differs from Myers-Briggs and StrengthsFinders A breakdown of each DISC type (D, I, S, C) and their real estate applications How to use DISC when hiring and placing team members in the right roles How to identify a prospect's personality type within seconds of answering the phone Why the wrong approach with an S or C personality can cost you a listing How David uses DISC alongside John Maxwell's leadership principles A live role-play of a for-sale-by-owner cold call using DISC in real time Norman's firsthand experience as a high-C agent building a listing-focused business Resources Mentioned: DISC Assessment + 45-min consultation with David: davidihill.com/disc ($297) GoHighLevel free 2-week trial: davidihill.com Connect with David on all socials: @DavidIHill All tools, webinars & AI resources: davidhill.link Connect with Norman Hardeman: Hardeman Homes Team, Columbus, GA Get your own DISC: www.davidihill.com/disc Get 2 Week Trial of Go-High-Level https://www.gohighlevel.com/?fp_ref=david-i-hill-training25 #RealEstateTeam #PersistentEntrepreneur #DavidHill #NormanHardeman #BehavioralAssessment #RealEstateSales #ListingAgent #TeamBuilding #SalesTraining #JohnMaxwell #RealEstatePodcast #EntrepreneurMindset #ForSaleByOwner

In this week's TGIM episode, Nicole dives into one of her favourite topics for entrepreneurs and moms alike: understanding your unique wiring so you can design your life and business around you. She gets real about postpartum, societal expectations, and why trying to fit into someone else's “perfect system” is holding you back.Using tools like Human Design, astrology, the Enneagram, and even personality frameworks like Myers-Briggs, Nicole breaks down how knowing your energy, decision-making style, and natural tendencies can help you stop overthinking, avoid burnout, and show up fully in your business and life.What you'll take away from this episode:Why you don't have to justify your choices (work, family, or personal priorities) to anyone.How understanding your wiring can help you navigate business, motherhood, and creativity without guilt.The difference between using frameworks as a tool vs. a crutch.Practical ways to align your workflow and decision-making with your energy type.Why you can't copy someone else's “perfect system” and why that's a good thing.How embracing your natural tendencies can actually make your business and life more fun.If you've ever felt like everyone else's way of working is better than yours, this episode is your permission slip to stop comparing and thrive in your own way.Take our FREE quiz: https://www.myalignedpurpose.com/quizGrab your ticket for SHE LEADS: https://www.myalignedpurpose.com/she-leads-2027Pre-order our book: https://www.myalignedpurpose.com/presale

Had an AHA or Insight? Share it:How Maeve Ferguson stopped fighting the inner work and built a business that Harvard professors apply to join.Maeve Ferguson builds diagnostic assessment funnels for the highest end of the thought leadership market. Harvard professors. New York Times bestselling authors. She is data-obsessed, systems-driven, and the last person you would expect to credit her business transformation to weekly identity reprogramming sessions and subliminal audios.She thought hypnosis was training someone to be a monkey on a stage.What Maeve discovered,  after years of having the right strategy and the wrong clients, is that the business is her mirror. She was not attracting the wrong people because her offer was wrong. She was attracting exactly who matched the identity she was putting out. When she changed her identity everything changed.I brought Maeve on because her story is the proof of concept for everything this show is built on. You cannot out-strategy an identity that does not match where you are trying to go. The inner work is not the soft option. It is the only thing that makes the outer work land.We also go deep into the messy middle , the void between who you were and who you are becoming. Maeve moved through her transition in a few months. I am in it right now. If you are somewhere in that space of a personal transformation, this conversation will explain a lot.Listen to the episode and find out.About Maeve FergusonMaeve Ferguson is The Authority Architect, the strategist behind the diagnostic infrastructure that transforms established thought leaders from 'respected but replaceable' to Category of One.Creator of The Client Engine™, Maeve works with 7-10 figure thought leaders, bestselling authors, and industry authorities, including Dr Arthur Brooks, Jen Kem, the Hyatts, Mike Kim and Selena Soo, building the systems that turn intellectual property into infrastructure that qualifies, converts, and scales without them in the room.With a background in Big Four accounting and private equity, Maeve brings data-driven precision to an industry drowning in tactics. Her methodology helps clients build diagnostic authority that rivals Myers-Briggs and StrengthsFinder in sophistication.She runs her consultancy from a working horse farm in Northern Ireland whilst raising two young children. Proof that brilliance with infrastructure actually works.Connect with Maeve FergusonWebsite| LinkedIn | Instagram | Facebook _____________________We appreciate you, thank you for listening. Let us know in the comments what resonated in this episode, we want to hear from you. Leave a comment, like, share with one person who needs to hear the message our guest shared. Take our QUIZ and find out what your talent is worth in this market:  What's Your Talent Worth (http://WhatsYourTalentWorth.com)Follow us on Instagram:Check us out on Tik Tok: Work With Us

In this episode of The Wisdom Of … Show, I speak with Maeve Ferguson, The Authority Architect, Founder and CEO of Maeve Ferguson Consulting, and Creator of The Client Engine™. With a background in Big Four accounting at Ernst & Young and private equity leadership, Maeve brings forensic data precision to the challenge of turning a thought leader's unstructured expertise into diagnostic infrastructure that qualifies, converts, and scales without them in the room. Her clients include Arthur Brooks, Jen Kem, Selena Soo, Mike Kim, and The Hyatts. Her assessments rival Myers-Briggs and StrengthsFinder in sophistication.After a virus left her bedridden for four years, she rebuilt her entire business around systems that work without her presence, and now runs her global practice from a working horse farm in Northern Ireland while raising two young children.Maeve and I build a live visual model in this episode - The Authority Architecture, mapping the three-stage journey from Invisible Genius to Category of One.Episode breakdown00:00 Welcome to The Wisdom Of … Show and introduction of Maeve Ferguson02:30 Equine science, Ernst & Young, and private equity: the unlikely path to diagnostic architecture07:00 The virus, four years bedridden, and the principle that rebuilt everything: systems that work without you12:00 "Respected but replaceable": what that phrase means for even the most recognised thought leaders16:30 Tetris Brain: how Maeve extracts unstructured IP into diagnostic frameworks in real time22:00 The difference between a quiz funnel and genuine diagnostic authority: sophistication, data, and what the market can now smell28:00 LIVE MODEL BUILD: The Authority Architecture: Invisible Genius → Structured IP → Diagnostic Authority38:00 The three types of diagnostic infrastructure: quiz funnel, score-based assessment, multi-dimensional diagnostic43:00 AI, real IP, and why the market is about to separate those with genuine depth from those who only appear to have it46:30 92 AI agents, KPI dashboards, and how Maeve has applied her own methodology to her own business49:00 The IP to PD transition: intellectual property becoming proprietary data, and why that changes the value conversation52:00 Closing lesson: "Be ready"54:30 What most people don't know about Maeve Ferguson: foaling season on a horse farm in Northern IrelandAbout Maeve FergusonMaeve Ferguson is The Authority Architect, founder and CEO of Maeve Ferguson Consulting, and creator of The Client Engine™. Her methodology transforms established thought leaders from "respected but replaceable" to Category of One by turning their unstructured intellectual property into diagnostic infrastructure that qualifies, converts, and scales without them in the room.With a background in Big Four accounting (Ernst & Young) and private equity leadership, Maeve brings data-driven precision to an industry long dominated by tactics. Her signature "Tetris Brain" capability allows her to extract a thought leader's unstructured IP into measurable diagnostic frameworks in real time. She has built 10,000 hours of diagnostic architecture across dozens of verticals. Her assessments rival Myers-Briggs and StrengthsFinder in sophistication. Her clients include Arthur Brooks, Jen Kem, Selena Soo, Mike Kim, and The Hyatts.After a virus left her bedridden for four years, Maeve rebuilt her practice on a single principle: systems that work whether she's in the room or not. She now runs her global consulting firm from a working horse farm in Northern Ireland while raising two young children.Connect with Maeve Ferguson:Website: https://www.maevefergusonconsulting.com/LinkedIn: https://www.linkedin.com/in/maeveferguson/Instagram: https://www.instagram.com/iammaeveferguson/YouTube: https://www.youtube.com/@maevefergusonFacebook: https://www.facebook.com/iammaeveferguson/About Simon BowenSimon has spent over two decades working with influential leaders across complex industries. His focus is on elevating thinking in organisations, recognising that success is directly proportional to the quality of thinking and ideas within a business. Simon leads the renaissance of thinking through his work with global leaders and organisations.Connect with SimonLinkedIn: https://www.linkedin.com/in/simonbowen-mm/Instagram: https://www.instagram.com/officialsimonbowen/Website: https://thesimonbowen.com/Get Simon Bowen's Personal Newsletter for Leaders, Thinkers, and Entrepreneurs!Sign Up Now: https://thesimonbowen.com/newsletter.Join Simon's Masterclass: Unlock your leadership potential with The Models Method.Learn to articulate your unique value and create scalable impact.Watch it Now: https://thesimonbowen.com/masterclass.

Upgrading the Executive Operating System: Navigating "Founder Puberty" with Mark RampollaIn a recent episode of The Thoughtful Entrepreneur Podcast, host Josh Elledge sat down with Mark Rampolla, the Co-Founder and Managing Partner of Mark Rampolla Co., to dissect the profound identity shifts required to transition from a hands-on startup operator to a high-leverage enterprise CEO. Mark, the visionary founder of ZICO Coconut Water (which he successfully scaled and sold to The Coca-Cola Company) and a prominent venture capitalist at Ground Force Capital, highlights how traditional execution mechanics often break down as a company scales past critical revenue thresholds. This conversation serves as an essential strategic playbook for mid-market founders and executive teams looking to navigate internal organizational friction, deploy AI-driven behavioral analytics, and align their personal leadership development with sustainable enterprise valuation.The Strategy of Transition: Managing Growth Phases, Behavioral Intelligence, and Multi-Model Team AnalyticsScaling an enterprise past the initial startup phase requires a radical evolution in executive philosophy, moving away from reactive firefighting toward structured, systems-driven organizational governance. Mark Rampolla describes this uncomfortable growth zone as "founder puberty"—a recurring corporate lifecycle phase occurring at the $5M, $10M, and $100M revenue marks, where the tactical habits that initially drove early survival begin to bottleneck long-term enterprise value. True scale is achieved when a founder embraces the discomfort of personal transformation, delegating day-to-day tactical execution to focus exclusively on overarching corporate culture, capital allocation, and macro-level strategy. By implementing structured 90-day leadership acceleration programs, founders can systematically dismantle administrative debt, clarify cross-functional roles, and future-proof their operations against shifting industry trends.Optimizing team performance and resolving high-stakes boardroom conflicts demands that executive leadership step away from subjective intuition and embrace advanced, data-driven behavioral diagnostic tools. Many high-growth companies suffer from internal misalignment and communication silos because managers fail to recognize the diverse personality dynamics and cognitive decision-making styles within their executive tiers. Integrating automated assessment frameworks—which synthesize complex models like the Enneagram and Myers-Briggs through specialized AI engines—allows leadership to map the behavioral DNA of their entire labor infrastructure at a fraction of traditional enterprise costs. This precise analytical insight enables founders to de-escalate partnership friction in minutes, align talent with their highest and best corporate use, and cultivate an inclusive workplace culture built on absolute operational transparency.Sustaining a premium market footprint over multiple decades requires corporate leaders to decouple their personal definition of freedom from simple financial liquidity events. Many entrepreneurs operate under the false assumption that a major corporate exit will automatically resolve their operational anxiety, only to find that systemic fear and process friction persist if they neglect their internal leadership mindset. Real wealth optimization is achieved when executives integrate continuous learning loops, digital tracking systems, and community-centric knowledge initiatives into the foundational blueprint of their daily schedules. When an enterprise treats intellectual property, cross-cultural capability development, and human capital empowerment as non-negotiable pieces of corporate infrastructure, the organization builds an independent, self-sustaining asset that predictably commands authority across its entire industry vertical.About Mark RampollaMark Rampolla is the Co-Founder and Managing Partner of Ground Force Capital, a leading venture capital firm, and the founder of Mark Rampolla Co. As the pioneering entrepreneur who launched ZICO Coconut Water and scaled it to a global acquisition by The Coca-Cola Company, Mark is recognized as a premier authority on healthy beverage innovation and sustainable corporate growth. He is the author of Entrepreneur's Guide to Freedom and a dedicated executive advisor who specializes in helping high-growth founders navigate the complex psychological and structural shift from tactical business operator to visionary enterprise CEO.About Mark Rampolla Co.Mark Rampolla Co. is an elite executive coaching, leadership development, and corporate advisory firm designed to guide founders through rapid organizational transitions. The firm specializes in executing the Founder to CEO Sprint, an intensive 90-day development framework tailored for leaders of companies generating between $5M and $100M in revenue. Through cutting-edge behavioral assessment integrations, strategic mindset reframing, and structured governance auditing, Mark Rampolla Co. enables modern leadership teams to break through operational growth plateaus and build highly resilient, scalable business assets.Links Mentioned in This EpisodeMark Rampolla Official Website: markrampolla.coMark Rampolla on LinkedIn: linkedin.com/in/marksrampollaKey Episode HighlightsNavigating Founder Puberty: Identifying the hidden operational friction points that signal an executive must upgrade their leadership toolkit to support enterprise scale.The Founder to CEO Sprint: Implementing a rigorous 90-day structural framework centered on self-awareness, workflow delegation, and systems governance.AI-Powered Behavioral Analytics: Utilizing multi-model personality assessment tools to eliminate internal communication friction and optimize team performance.Redefining Executive Freedom: Dissecting why financial liquidity events fail to eliminate operational stress without a fundamental shift in leadership mindset.Standing on the Shoulders of Giants: Leveraging continuous multi-modal learning architectures and supporting local library initiatives to scale corporate intellectual capital.ConclusionThe conversation with Mark Rampolla reinforces that true corporate optimization is a direct consequence of an executive's willingness to engage in deep personal and structural evolution. By standardizing internal performance metrics, removing process friction from the frontline, and ruthlessly protecting automated system governance, business leaders can transform a volatile, founder-dependent startup into a highly structured, self-sustaining corporate asset.More from The Thoughtful Entrepreneur

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AI can write website copy that outperforms 80% of what is online today. You just have to teach it who it is writing for. In this episode of Intended Consequences, Conversion Sciences founder Brian Massey shows you how to use AI to generate website copy that actually converts. The secret is not a better prompt. It is writing for the four ways people make buying decisions. You will learn the Modes of Research framework, first published in "Waiting for Your Cat to Bark," and how to map it onto Myers-Briggs types so any language model speaks your language. Then you will watch live rewrites that turn flat, jargon-filled copy into messaging built for Competitive, Methodical, Spontaneous, and Humanist visitors. By the end you can build your own AI messaging agent in ChatGPT, Claude, or Gemini and let it do the rewriting for you. WHAT YOU WILL LEARN Why most B2B copy sounds the same and caps your conversion rate The four research modes and the buyer behind each one How to use Myers-Briggs as a shared vocabulary with any AI The simple prompt that teaches your chatbot to rewrite by mode How to generate personas straight from a URL How to A/B test copy that is finally different enough to win How to build a reusable AI messaging agent for your brand CHAPTERS 00:00 Why AI copy beats 80% of website copy 01:30 Styrofoam copy and the conversion ceiling 02:40 How our own biases sabotage copywriting 04:10 ICPs and the four-persona problem 05:40 Corner cases: copy big enough to A/B test 06:00 The 4 Modes of Research framework 06:50 Competitive and Methodical buyers 08:00 Spontaneous and Humanist buyers 09:30 Placing copy on the page by buyer mode 10:30 Why language models beat humans at this 11:20 Myers-Briggs as a shared language with AI 14:00 The simple prompt to train your chatbot 15:00 Generating personas from a URL (Calm.com) 17:40 Rewriting copy for each mode, live 24:00 B2B example: HR services, CHRO vs CFO 29:50 Laying out multiple voices on one page 31:00 Q&A: getting your team to trust AI copy 33:20 Building your own AI messaging agent 38:00 What is next: ad and landing page alignment 38:50 Q&A: CTAs, ad frequency, and brand salience RESOURCES Messaging skills and full prompts: https://conversion.science/msg-skills Conversion Sciences: https://conversionsciences.com Book: "Waiting for Your Cat to Bark" by Bryan and Jeffrey Eisenberg: https://conversci.com/catbark Roy H. Williams and the Wizard Academy: https://www.wizardacademy.org Subscribe for more on conversion optimization, AI, and the experiments behind what actually works. #AICopywriting #ConversionOptimization #CRO

Pastor Courtney on the Enneagram, Myers-Briggs, Strengths Finder, and why personality tests can be helpful tools for loving our neighbors and ourselves

Do you know your sexual personality type? Welcome to today's ICYMI, where we kick off the week with a quick game-changing tip from an episode that you might have missed.  If you like personality tests and frameworks like Myers Briggs, learning your sexual profile can make a huge difference in your sex life. We're throwing it back to this helpful segment from TikTok's #1 sex educator, Dr. Tara, on how to know if you and your partner are sexually compatible, what to do if you have different sexual preferences, and the key to connecting in bed if you have different sexual personality types. Dr. Tara is a certified sexologist, award-winning researcher, tenured professor of relational and sexual communication, TV host, radio host, a coach and the Internet's Resident Sex Expert. She's the host of Luvbites Podcast that focuses on sexual wellness and sexploration, and she just released her new book, How Do You Like It? A Guide for Getting What You Want (in Bed).  Listen to the full episode here! Take the Sexual Profile Quiz: https://www.luvbites.co/quizzes/whats-your-sexual-profile Tune in every Monday for an expert dose of life advice in under 10 minutes. Follow Dr. Tara on TikTok and Instagram Get Dr. Tara's new book, How Do You Like It   Subscribe to my Substack:teachmehowtoadult.substack.comFollow us on the ‘gram:@teachmehowtoadultmedia@gillian.bernerFollow on TikTok: @teachmehowtoadultSubscribe on YouTube

▶️ If you want your personality to finally make sense, you should join Evolve where you can learn how to stop fighting your natural strengths: http://evolve.geekpsychology.comYou took a Myers-Briggs test, got a result, then started questioning everything.Maybe you got INFP once, INFJ another time, ISFP later, then somehow ended up back at INFP. That doesn't always mean your personality type changed. It often means the test was measuring your mood, behavior, stress level, role, or environment instead of the deeper pattern underneath.In this video, I explain why your personality type doesn't really change, why tests can give different results, and why cognitive functions give you a better way to understand what's actually going on.You'll learn why work, stress, family roles, and self-examination can make you look like different types at different times. You'll also learn what to look for instead of just retaking the same test again and again.Chapters:00:00 Why your test result might not feel right00:55 Your type doesn't change, but your behavior does01:45 Why IFPs often keep questioning their type02:40 Why personality tests give different answers03:35 Behavior vs cognitive functions04:10 Is personality type just astrology?05:10 Why cognitive functions matter06:10 What to do instead of retaking the test06:20 Learn the cognitive functions06:50 Study your patterns under pressure07:15 Try on a few types and watch for resonance08:35 My personality type assessment09:30 Path of Heroes Academy and EvolveWhat personality type have you tested as most often? And which types do you keep getting stuck between?Subscribe for more videos on personality type, cognitive functions, INFP growth, and using your type as a tool for real self-development.

Emma Dunwoody - master coach, human design expert, and author of Human Design Made Simple - joins Dr. Will Cole for a wide-ranging conversation on the energetic blueprint beneath our personality, how we're designed to make decisions, and why trying to live someone else's design is one of the most common sources of exhaustion and disconnection. They cover the five human design types, the gene keys framework, the neutrino science behind the system, what the undefined spleen center means for health and burnout, and how Emma healed her own depression and panic disorder using these tools. Plus the Camino de Santiago, Ibiza's spiritual history, Dr. Hawkins' Power vs. Force, and what a Brazilian man around a campfire taught Emma about just showing up. For all links mentioned in this episode, visit www.drwillcole.com/podcast.Please note that this episode may contain paid endorsements and advertisements for products and services. Individuals on the show may have a direct or indirect financial interest in products or services referred to in this episode.Sponsors:Sign up for your one-dollar-per-month trial and start selling today at SHOPIFY.COM/WILLCOLE!Get a free 8-count Sample Pack of LMNT's most popular drink mix flavors with any purchase at drinklmnt.com/artofbeingwell. Find your favorite flavor, or share with a friend.Use code WILLCOLE at puori.com/WILLCOLE to get 32% off Puori Grass-fed Whey Protein when you start a subscription. In addition, you get a free shaker worth $25!Wake up with clearer skin, smoother hair, and cooler sleep. Use code WILLCOLE for an extra 30% off at blissy.com/WILLCOLE!Produced by Dear Media.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send us Fan MailWhat are you actually wired to do? Betsy Wills, co-founder of YouScience and author of Your Hidden Genius, joins Daniel Rock and Jason Adair to disrupt the traditional follow your dreams model of career counseling. In this episode, Wills breaks down why self-reported personality tests fall short, how unused biological aptitudes drive adult burnout and how educators can use performance-based data to uncover the unique treasure chest of talent in every single student. Key TakeawaysDefining Aptitudes: Why aptitudes are objective, performance-based, unchanging biological traits rather than learned achievements or temporary interests. The Braided Rope Framework: Balancing personality, exposure-based interests and innate abilities to navigate a changing workforce. The Anatomy of Burnout: Why professional unrest is often caused by an unused aptitude and how avocations can restore career fulfillment. The "Slow Drip" vs. "Blender" Mind: Understanding how traits like idea rate dictate whether you belong in a courtroom, a creative studio or an operating room. The Danger of Mirror Tests: Why self-reported surveys like Myers-Briggs create a boomerang effect that fails to offer rigorous career direction. Democratizing Guidance: Shifting career exploration away from an expensive luxury to a standard tool accessible to all high school students. Resources MentionedYour Hidden Genius: Your Hidden Genius: Leverage Your Natural Talents to Discover Your Career Pathway by Betsy Wills. YouScience Platform: Learn more at YouScience.com. The Southern Regional Education Board is a nonprofit, nonpartisan organization that works with states and schools to improve education at every level, from early childhood through doctoral education and the workforce. Follow Us on Social:FacebookInstagramX

In this podcast episode, Dr. Jonathan H. Westover talks with Dustin Snyder about his book, Sink or SWIM: Stop Managing Employee Behavior. Design Systems That Drive It.Dustin Snyder stewards the trajectories of companies navigating critical inflection points. As founder and Chief Advisor of Wayforward, he personally developed Strategic Workforce Insight Mapping - the diagnostic methodology that defines the standard for organizational behavior consulting - and wrote the book on it. Sink or SWIM: Stop Managing Employee Behavior. Design Systems That Drive It is the definitive framework for diagnosing and solving workforce dysfunction at its root, deployed across organizations nationwide - from family businesses navigating generational transition to Fortune 500 multinationals launching new divisions. Dustin's client portfolio spans mid-market companies in manufacturing, healthcare, professional services, agriculture, distribution, and hospitality, alongside divisions of large enterprises in aerospace & defense, SaaS, and advanced manufacturing. He works extensively with executive teams charged with managing challenging, multi-stakeholder operations, to build structures that can sustain aggressive growth while preserving founding values. He serves on the AWS Workforce Development Advisory Committee and the Harvard Business School Research Advisory Group. His practice bridges psychology and executive business leadership. Prior to founding Wayforward, Dustin served as President of Aurubis AG's 600-employee US manufacturing division, leading it to profitability through an organizational transformation. Earlier HR leadership roles spanned tier 1 automotive supplier Oetiker Group, Kaleida Health, and Roswell Park Cancer Institute. He also founded an axe-throwing venue chain that was acquired in 2019. Dustin holds an MBA from SUNY Buffalo, an MA in Industrial Labor Relations from Cornell, and a BA in Organizational Psychology from Canisius University. He is a Six Sigma Black Belt and Myers-Briggs certified practitioner. His next book, Learn to SWIM, a practical field manual for HR executives, is currently in development. Outside work, Dustin practices muay thai, competes in strongman and shooting sports, and is an avid mountaineer working toward the goal of summiting the highest peak on all seven continents. Wayforward specializes in organizational diagnostics and change management for companies at critical growth or transition points. Its Strategic Workforce Insight Mapping (SWIM) process provides leadership teams with the most actionable insights and implementation roadmaps that consistently generate workforce buy-in on change.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Why do so many Christians trust personality tests more than biblical anthropology? Dr. Greg Gifford breaks down the hidden assumptions behind Myers-Briggs, temperament theory, and modern self-labeling while showing how Scripture reframes personality through stewardship, giftedness, repentance, and Christlikeness. This discussion confronts the tension between natural tendencies and spiritual growth without letting believers hide behind excuses.  Transformed Podcast Episode 174 | May 07, 2026 ___ Thanks for listening! Transformed would not be possible without the financial support of our Gospel Partners. If you would like to support Transformed we would be extremely grateful. VISIT https://fortisinstitute.org/donate/ If you are already a Gospel Partner we couldn't be more thankful for you if we tried!

LEITURA BÍBLICA DO DIA: ROMANOS 12:4-8 PLANO DE LEITURA ANUAL: 2 REIS 1–3; LUCAS 24:1-35  Já fez seu devocional hoje? Aproveite e marque um amigo para fazer junto com você! Confira:  Há algumas décadas, fui a um retiro universitário onde todos falavam sobre um teste de personalidade. “Eu sou um ISTJ!”, alguém disse. “Sou um ENFP”, disse outro. Eu fiquei confuso. “Sou ABCXYZ”, brinquei. Desde então, aprendi muito sobre esse teste (Myers-Briggs) e muitos outros. Acho-os fascinantes pois podem nos ajudar a entender a nós mesmos e aos outros de maneiras úteis e reveladoras, esclarecendo nossas preferências, pontos fortes e fracos. Desde que não os usemos exageradamente, eles podem ser uma ferramenta útil dada por Deus para nos ajudar a crescer. A Bíblia não nos oferece testes de personalidade. Mas afirma a singularidade de cada pessoa aos olhos de Deus (SALMO 139:14-16; JEREMIAS 1:5) e mostra-nos como Deus equipa a todos nós com dons e personalidade únicos para servir aos outros em Seu reino. Paulo apresenta esta ideia ao dizer: “Deus, em sua graça, nos concedeu diferentes dons” (ROMANOS 12:6). Esses dons não são apenas para nós, mas tem o propósito de servir ao povo de Deus, o corpo de Cristo (v.5). Eles são uma expressão de Sua graça e bondade, trabalhando em nós e por meio de nós. Eles convidam a sermos um utensílio único a serviço a Deus.  Por:  ADAM R. HOLZ 

Can't sleep? Great, let's sort humanity into tidy little personality boxes and see how that goes. In this episode, we read about the Myers-Briggs Type Indicator, including its origins, personality preferences, type categories, popularity, and the criticism surrounding whether it actually measures what people think it measures. This episode is calm, steady, and intentionally low-energy, with no whispering and no sudden nonsense. Just an interesting enough topic to keep your brain occupied without encouraging it to start a group chat at 2 a.m. Happy sleeping! Read with permission from Myers-Briggs Type Indicator, Wikipedia (https://en.wikipedia.org/wiki/Myers%E2%80%93Briggs_Type_Indicator), licensed under CC BY-SA 4.0. Learn more about your ad choices. Visit megaphone.fm/adchoices

Creating Psychologically Safe Workplaces for Neurodivergent Teams | Dear Dyslexic PodcastThis Dear Dyslexic podcast episode introduces the show's focus on lived experiences of dyslexia and other neurodivergent conditions, then explores strategies for supporting neurodiverse people at work through psychologically safe environments. Ben discusses leadership practices grounded in understanding individual and team needs using tools like Myers-Briggs, Clifton Strengths, and emotional intelligence testing, and defines psychological safety as being able to speak up without judgment or retaliation. They outline three key factors: great leadership, job design and demands, and environmental factors, sharing examples such as setting non-judgmental meeting norms, creating online social check-ins during COVID, and redesigning a council appeals process from 23 manual processes to 11 automated systems through inclusive, iterative feedback. Ben also covers workplace adjustments like managing sensory triggers, role clarity, confidential one-on-ones, performance expectations, and building extra time and AI support for proofreading and deadlines.00:00 Welcome to Dear Dyslexic00:34 Self Awareness Strategies03:14 Leadership Builds Safety04:32 Remote Team Culture06:25 What Psychological Safety Means07:34 Job Design and Demand09:50 Inclusive Process Redesign14:21 Environmental Factors at Work18:21 Role Clarity and Supports23:05 Reasonable Adjustments and KPIs27:31 Personal Dyslexia Workarounds29:11 Wrap Up and Resources

What if the reason you and your partner drive each other absolutely crazy over the washing, the cushions, or even the toilet paper roll has nothing to do with bad habits and everything to do with personality?Kate Mason takes a warm, witty, and surprisingly eye-opening dive into the everyday irritations that quietly shape our closest relationships. Drawing on the melancholic and phlegmatic temperaments and the Myers-Briggs judging and perceiving preferences, Kate explores why some of us are natural organizers who feel genuine calm when things are in order, while others live happily in flexible, "good enough" mode. Through hilarious real-life stories from laundry debates at a dinner party to her 94-year-old mother's enduring love of perfectly folded clothes, Kate reveals how understanding your partner's or family member's personality type can transform daily conflict into genuine connection. This episode will leave you asking a different question: am I loving them, or am I reorganizing them? Listen For4:14 What everyday moment reminded Kate how strongly our personalities show up in daily life?6:07 Are you a folder or a scruncher  and what does it actually reveal about your personality?7:10 What are the key strengths and challenges of the melancholic and phlegmatic temperaments?12:00 How do judging and perceiving types experience time differently and why does it cause conflict?15:02 What does Kate's 94-year-old mother teach us about how deeply personality is woven into who we are? Leave a rating/review for this podcast with one clickContact Kate:Email | Website | Kate's Book on Amazon | LinkedIn | Facebook | X 

Angela and Bradford get delightfully real (and a little spicy) about The Bonding Project (https://www.bondingproject.com/) from the Center for Positive Sexuality; a research-driven relationship quiz that's basically Myers-Briggs for intimacy, mapping how you bond across dimensions like stability vs exploration, independence vs togetherness, and structure vs flexibility. They tease apart the 16 relationship archetypes, then reveal their own results: Bradford as a Villager and Angela as a... well you'll have to listen and see! Using their dynamic as an example, they talk compatibility, friction points, and how shared rituals can keep love connected without feeling trapped. Want to help us out? Sure you do!!!Help us out on Patreon and join our Discord chat hereFind us on social media!!!On Facebook BytheBiPodcastOn Instagram @BytheBiPodcastOr email us hereLeave some feedback for us on whatever medium you listen to your podcasts on! Hosted on Acast. See acast.com/privacy for more information.

Most hiring decisions are made on gut feel and most bad hires reveal themselves long after the interview is over. In this episode, we sit down with Jane Allen, owner of Smart Work Assessments, and Mark Repkin, NCG Sales Coach and Principal of Unicorn Sales Advisory, to introduce the POP™ (Predictor of Potential) Assessment  a science-backed tool that Nolan Consulting Group is now certified to offer clients across sales, management, and key roles throughout a trades business. Jane and Mark break down what the assessment actually measures, how it differs from tools like DISC and Myers-Briggs, and how it can transform not just a single hire, but your entire hiring process. We're also sharing details on our upcoming May 20th workshop, designed to help NCG clients benchmark their current team and build a smarter foundation for future hiring.

John hosts the show and Brandon Quittem fills in for Brady, setting up a show centered on one big question: has Bitcoin already put in its cycle low The core argument is that this drawdown looks structurally different from past cycles because Bitcoin now has stronger institutional support, ETF demand, and a much deeper capital-market base John walks through why 2022 was uniquely brutal: high inflation, aggressive Fed tightening, shrinking money supply, crypto blowups, absent ETF infrastructure, and far less institutional sponsorship The hosts argue those conditions are mostly absent today, making comparisons to the 2022 collapse less useful and strengthening the case that roughly $65K-$70K was a likely bottom They highlight Morgan Stanley's ETF launch and Goldman Sachs' planned Bitcoin-linked income product as evidence that large financial institutions now view Bitcoin as a durable part of the financial landscape, not a passing trade  Macro discussion ranges from Fed chair drama and the cost of the Federal Reserve renovation to Hank Paulson's treasury-crash warning and the likelihood that future stress gets papered over through more intervention A major segment covers Strategy's “Stretch” preferred structure and how new financing tools are expanding the company's ability to keep accumulating Bitcoin Brandon shares results from his Myers-Briggs survey work, arguing Bitcoiners skew heavily toward “analyst” personality types and that future adoption will require messaging that reaches more conventional, risk-averse audiences The episode closes with discussion of socialist-style tax proposals, falling consumer sentiment versus rising asset prices, bad Bitcoin takes from credentialed critics, X becoming an “everything app,” and Bitcoin's use in global trade outside the U.S.-centric financial system   ► For high-net-worth individuals and corporations seeking to build generational wealth with Bitcoin, Swan Private is your guide ✔ https://www.swanbitcoin.com/private?utm_campaign=private&utm_medium=sponsorship&utm_source=podcast&utm_content=swan_signal_live ► Secure your bright orange future with the Swan IRA today! Real Bitcoin, no taxes ✔ https://www.swanbitcoin.com/ira?utm_campaign=ira&utm_medium=sponsorship&utm_source=podcast&utm_content=swan_signal_live ► Secure your Bitcoin with Swan Vault ✔ https://www.swanbitcoin.com/vault?utm_campaign=vault&utm_medium=sponsorship&utm_source=podcast&utm_content=swan_signal_live ► Download the all-new Swan Bitcoin App ✔ https://www.swanbitcoin.com/app?utm_campaign=app&utm_medium=sponsorship&utm_source=podcast&utm_content=swan_signal_live ► Want to learn more about Bitcoin? Check out Welcome To Bitcoin a FREE Introductory course. Learn about Bitcoin in under 1 hour! ✔ https://www.swanbitcoin.com/welcome?utm_campaign=welcome_to_bitcoin&utm_medium=sponsorship&utm_source=podcast&utm_content=swan_signal_live ► Connect with Swan Bitcoin: ✔ Twitter: https://twitter.com/Swan ✔ Instagram: https://instagram.com/SwanBitcoin ✔ LinkedIn: https://linkedin.com/company/swanbitcoin ✔ Threads: https://www.threads.com/@swanbitcoin ✔ Facebook: https://www.facebook.com/SwanBitcoin/ ✔ TikTok: https://www.tiktok.com/@realswanbitcoin

Big Idea Healthy churches are not defined by programs or personalities—but by clarity, culture, and conversations. Coaching provides the mindset and structure that helps churches rediscover purpose, develop leaders, and navigate change. Episode Flow & Key Themes 1. The State of the Church Today The church is a mixed bag: Thriving churches: Clear purpose and identity Spiritually grounded Balanced leadership (pastor + laity) Willing to experiment Struggling churches: Operate from scarcity, anxiety, nostalgia Avoid change Lack deep relationships Drift toward apathy or conflict Key Insight: Clarity + courage to adapt separates healthy churches from declining ones. 2. The Shift: From Center to Margin Church is no longer at the center of culture Now operating at the edges Reframe: This is not just a loss—it's an opportunity The church may actually function more faithfully at the margins 3. Why Churches Need Coaching Coaching helps churches move from: Reaction → Intention Maintenance → Development Activity → Clarity 4. Three Key Areas Coaching Transforms A. Leadership Development (Pipeline Thinking) Many churches rely on the same people in the same roles Coaching helps: Identify emerging leaders Develop people before they're "ready" Increase engagement and ownership Shift: From "holding roles" → to developing people B. Clarity of Identity (Purpose, Values, Vision) Most churches lack clarity on: Why they exist Who they're trying to reach What they uniquely offer Coaching Questions: What brought you here? What keeps you here? Deeper Insight: Surface answers: habit, family, invitation Deeper answers: "I recognized Jesus here" "My gifts were called out" "I connected faith with real life" Key Idea: Clarity fuels everything—leadership, outreach, decisions. C. Conflict & Healthy Conversations Conflict is inevitable because people are different Coaching provides tools to: Build trust and safety Listen deeply Surface real issues Disagree in healthy ways Important Distinction: Coaching ≠ mediation But coaching creates the environment where resolution is possible 5. The Power of Agreements (Culture Design) Every healthy team needs a clear agreement or covenant Includes: Expected behaviors Shared values Accountability Shift: From "unspoken expectations" → to shared ownership of culture 6. A Coaching Insight on Church Growth Many churches say: "We want young families" But that's vague and often unhelpful Better approach: Understand who you are first Then identify who you're uniquely called to reach Key Line: You can't find "the lost" if your definition is "anyone." 7. The Role of Self-Awareness Tools like Working Genius or Myers-Briggs reveal: Why people think differently Why conflict happens Awareness creates understanding instead of frustration 8. Final Hope for the Church To be a faithful witness to Jesus Not just about eternity—but about: Bringing heaven to earth Living out faith in real, tangible ways Vision: A church that reflects: Love Clarity Alignment Shared mission Key Takeaways Coaching helps churches move forward with clarity instead of fear Leadership development is essential—not optional Most churches don't need more people—they need better alignment Healthy culture is built intentionally, not accidentally The future church will thrive through: clarity adaptability meaningful conversations

When trying to grow your property management business, have you ever thought to yourself, "Man, it would be great if I just had more leads?"  In this episode of the #DoorGrowShow, property management growth experts Jason and Sarah Hull discuss the Leads Myth and how "just having more leads" will not actually help you grow your business. We talk about the importance of exposing yourself to something unique and different to escape your current rut of thinking. You'll Learn (00:00) Exploring Meow Wolf: An Immersive Experience  (02:34) The Importance of Thinking Differently  (05:36) Discovery and Exploration in Business  (08:18) Unlocking Hidden Opportunities  (09:59) The Joy of Problem-Solving in Business Quotables "Sometimes we just need to put ourselves in an environment in which we're going to be exposed to something unique, different, in order to get us out of our current rut of our current level of thinking." "Our current level of thinking is what's causing us to stay stuck or to stay trapped." "Business should be a problem that we enjoy working on, because I think that's the secret to happiness is to have a problem that's fun." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason & Sarah Hull (00:00) All right, welcome everybody to the DoorGrow show. So we're going to skip all the lengthy intro, just know DoorGrow is awesome and you should be working with us and we've helped hundreds of property managers grow their business. So we're going to do a quick episode today. So Sarah and I just got back from Las Vegas and one of the cool things we got to do, got to do a lot of cool things over there, go see some shows. But one of the cool things we went and did is Meow Wolf.   So what is Meow Wolf? God only knows. I don't know how to explain this at all. It's a combination of like a museum, an art gallery installation, I don't know, an art exhibit maybe. ⁓ Sort of like an escape room. of. It's not like you're locked in there. you're out puzzles and Yeah, there's like puzzles along the way to figure out. And also there's a story. Yeah.   So it's not, you you go through like an art exhibit and you just look at things. This is interactive, this is immersive. You are meant to touch things and interact with them. ⁓ And there's a whole story that you're trying to figure out and solve the mystery if you want to. If you don't want to do that part, then you don't have to do it. You can just walk through and go, wow, that's cool looking. So it's that.   So Meow Wolf is- How would you explain it? I don't, I don't know. That's pretty good. That's why you make me explain it? Yeah. Okay. I just like watching you struggle. don't know. that's okay. That was on camera, ladies and gentlemen. Recorded. right. So- my evidence. No, she actually described it really well. So Meow Wolf, ⁓ I think they have like maybe five locations that like we've been to. This was our third one that we went This is our third.   And each one is designed on the surface like something normal that we're used to, right? Like the one in Vegas is designed as a grocery store. Another one was a radio station and another one was a house, like a family's home. But as you dig into it, you can like open up things you didn't think you should be able to open that become better doors into secret areas. It gets really weird once you get past the surface level.   and things get even stranger. And it's just, it's really kind of a magical place where you really get to focus on discovery and exploration. And it really gets you to think differently. And so we're like, what should we talk about on today's podcast? I was like, let's talk about Meow Wolf and how important it is to think differently or to expose ourselves to something new or different from what we've been doing. Cause this is what we do with our coaching clients. A lot of our stuff is very   contrary to what they've been told or what they've been taught or ⁓ what they think they should be doing. And so we focus and get into, you know, different ideas, different ideas of how to do pricing from what everybody else is doing, different ideas of how to do growth and build these growth engines than everybody else is doing. And sometimes we just need to put ourselves in an environment in which we're going to be exposed to something unique, different.   in order to get us out of our current rut of our current level of thinking. Because our current level of thinking is what's causing us to stay stuck or to stay trapped. And this is why I value a lot getting coaches, getting mentors, joining masterminds, joining programs, because it exposes us to new ideas and new things and gets us to think differently.   And it challenges our current thinking, allows others to challenge our current thinking. And they can see things that we can't see because we're too close to the fire sometimes to see it. And I can tell you how many times I've had one of my coaches give me some advice or point out something should have been super obvious to me. And I thought that's exactly what I would have told the client to do. And I'm just like, just kind of kicking myself. And   but it's good medicine and it's really helpful. like, yeah, that makes sense. Let's do that. So, um, yeah, we'll feel like you might open up the refrigerator in the house and find out it is actually a hallway that leads into a whole different area. Um, if you're in the grocery store, you might open up one of the, the refrigerator freezer door sections and the whole thing opens, including what you see in the glass door. And then you can walk into a whole different area. And so,   It's just, there's multiple floors in each of the ones we've been in. there's like stairways and elevators and it's just pretty wild. And the deeper you get into it, the weirder it all gets. And it gets really, really weird. And so it's totally outside of your current normal reality. In fact, that's kind of the idea between all the three we've been to is you're kind of stepping into, there's always this theme of alternate realities.   and multiple realities and sometimes weird alternate life forms and non-human creatures and things are just really strange. it's really fun to get into because you don't know what to expect. so what I thought is brilliant is it puts you into a state that we usually only experience as children, which is this state of discovery and this joy of exploration and of discovery. And I feel like that's where we should be as business owners, but business gets hard.   and we learn through pain and we have a lot of trauma as business owners. And so we start avoiding, we start avoiding like new things and discovery and getting excited about making changes. And this is something I think we've been really good at at DoorGrow is bringing this newness, almost like they're starting their business fresh with a new lens and a new set of, you know, ideas to...   look at their business and it's like starting a business, which is over again, which is the exciting part. And so that's my challenge to everybody listening is make sure to expose yourself to new ideas. It doesn't have to be us. It doesn't have to be door grow. I think we're the best in the industry at doing this. We're very different, very unique, ⁓ but get something, get something ⁓ that's going to inject some new ideas and some new life into what you're doing.   So yeah, so that was my that was kind of my thought or take on it. I think one of the cool things about Meow Wolf is as you're kind of walking through it, there's these seemingly normal items or objects that don't function as you would think they would. They're actually a portal or a secret door or there's more to it than you would think.   For example, the first one we went to in the house, you're walking through and you see the laundry room. And there's normal items that would be in a laundry room, like a washer and a dryer. And I think they had a sink and some detergent and things like that. And if you didn't ever stop to look or really stop to explore, you would have looked at it for surface value and went, OK, washer and dryer. Yeah, cool. Laundry room, whatever. Let's move on to the next thing because I don't know why we're supposed to be in here.   if you actually stopped to explore it and you opened the washer and the dryer, they were both actually this way, it was one was a slide and one was like this tunnel that you had to like crawl through. You remember like when McDonald's used to be fun as a kid and you'd have all the like nets and the tubes and slides and all, it's that. It's not that extensive, but so one was a slide and one was like this tunnel that you crawl through and then it takes you to a whole.   different area and a whole different room and that's kind of their alternate universe is back through that way and that's one of the many ways that you can reach that alternate. But if you don't actually stop to explore it and really check it out instead of just looking at it and thinking ⁓ this is useless okay why is there a washer and dryer here and that's stupid well then you would miss the whole other part.   that you would only find if you explore it. So really, it's like this whole secret world back there and this portal that can transport you to somewhere else. And I think there's a lot of things in life that are like that. How many times have we looked at something, I do this all the time because I'm a J and Myers-Briggs, I look at something and I go, useless, stupid, not worth my time. This is an important, I don't need this. I don't need to worry about this. We all do it in different ways and in business, it's one of them.   Right? How many times did you hear an idea or research a tool or you know think about something, doing something a different way and then go, yeah I'm not gonna do that because on the surface all you were seeing was washer and dryer and perhaps you failed to see what was deeper is yeah it's a washer and dryer but there's so much more that you didn't even check out, you didn't even get to learn about because you immediately brushed it off.   You know, I realized that ⁓ I think that's what DoorGrow is for a lot of clients. Like we look like the normal thing on the surface. People are like, yeah, they focus on growth. They probably do some sort of lead gen service or marketing or something. But when they start asking questions or talking to us, they start going, hey, this is pretty unique. This is different. They're telling me like they're explaining to me why what everybody else is telling me to do doesn't actually work or should be different.   And when people join our program and get into it, they're always like surprised. There's so much available, so many new ideas, so many things they can fix or tweak in their business, ways that could work less ways they could generate more revenue. And, ⁓ and they're always surprised because they've been to all the conferences. They've learned all the stuff that is generally out there, they think. And so, yeah, we give them that. Aladdin experience, all new.   Right. Maybe I'm not. No, it's time to end. A whole new world. All right. So, yeah. So, yeah. So that's kind of, you know, like there's this state of wonder learning and that's what business I think should be. Business should be a problem that we enjoy working on, because I think that's the secret to happiness is to have a problem where that's fun. It's a challenge going through and figuring out all the spaces and how to reach all the areas and me.   It's a challenge, but it's fun. Yeah, it's really enjoyable. And now I want to go visit all the other ones that we haven't seen yet. So we might plan trips just to go see these because it's just so interesting and unique. Yeah. Cool. So that's that's our message today. And so we'll go ahead and wrap up. But if you are struggling to think differently or get new ideas, you feel like you know it all, maybe reach out to DoorGro and let us blow your mind a little bit. You can check us out at door.com.

Your followers won't want to buy from you if they don't know anything about you, so it's a great idea to write intro posts as a way to showcase who you are. If you're stuck on what to write, you can use Jill's "4S" framework. The four elements are: Social Proof (credentials, years of experience, certifications, or personal transformations that establish authority), Self-Identity (personality markers like Myers-Briggs, Enneagram, or fun personal descriptors that help followers connect with you), Special (personal details like hobbies, family life, and quirks that build trust and rapport), and Sell (a clear overview of your offers and calls to action, even if those programs aren't currently open). Introductions aren't icky self-promotion, but a genuine service to followers—helping potential clients understand who you are, what you do, and how they can work with you.   Get on the Priority List for Jill's brand new offer, Mini Course Mastery! https://jillfitfree.com/mini-course-waitlist/   Get on the waitlist for FBA: https://jillfitfree.com/fba-waitlist/     Jill is a fitness professional and business coach who effectively made the transition from training clients in person and having no time to build anything else to training clients online and actually being more successful. Today, Jill helps other coaches to do the same.   Connect with me! Instagram: @jillfit | @fitbizu Facebook: @jillfit Website: jillfit.com

In this episode of the Tim Ahlman Podcast, Tim sits down with Jordan Boessling to unpack the power—and potential danger—of leadership assessments like StrengthsFinder, Enneagram, Myers-Briggs, and Working Genius.They explore how tools designed to help leaders grow can sometimes lead to overthinking, comparison, and misplaced identity. But when used properly, these assessments can unlock deeper self-awareness, stronger teams, and more effective ministry.This conversation dives into emotional intelligence, adaptive leadership, and the tension between knowing yourself and finding your identity in Christ. If you've ever taken a personality test—or questioned whether you should—this episode will challenge and sharpen your perspective.Ultimately, it's not just about knowing yourself… it's about knowing who you are in Jesus.Support the showWatch Us On Youtube! 

Tara, Caroline, and Allison welcome longtime friend and entrepreneur Lacy Garcia, who discusses her unexpected path from education and marketing to becoming a financial advisor, primary breadwinner, and then a divorced single mom who built Trust Willow to center women in financial planning. Garcia explains that many smart, successful women don't know basic household financial details like mortgage costs, bank balances, or even their spouse's income, and argues the shame around money needs to end. Trust Willow offers a free concierge matching service that vets and trains advisors (including CFPs and divorce financial analysts) and also matches for personality fit using factors like Myers-Briggs, hobbies, birth order, and astrological sign. She shares practical tips: know what your life costs, ensure access to your own money, and audit credit card subscriptions to stop wasting cash. Visit https://www.trustwillow.com/ Email Lacy at lacy@trustwillow.com Topics 00:34 Meet Guest Lacy Garcia 02:27 Lacey's Career Pivot 04:21 Why Women Feel Unprepared 05:27 What Willow Actually Does 06:49 Women Supporting Women 08:08 Women's Wealth Trends 09:44 No Shame Money Questions 11:09 How Trust Willow Works 11:59 Free Matching and Vetting 13:21 Three Money Tips Today 15:31 Tease Beauty Routine Next

Personality tests are often treated as truth markers. Myers-Briggs. Enneagram. Labels meant to explain who someone is and how they move through the world. And yet, for many people on a spiritual path, these systems begin to feel incomplete or even inaccurate over time. As survival patterns unwind, ego identities soften, and old coping strategies dissolve, the personality that once felt defining may no longer exist in the same way. What remains underneath is not a fixed type, but something far more fluid, spacious, and alive. This episode invites compassion for the personalities that once protected you, while opening space for what is ready to emerge next. Beneath every label lives something deeper than personality. Something infinite. Something untouched by tests. I'm with you on your journey… Xoxo, Sarah   Helpful Links:   Join us in THE JOURNEY Our mentorship portal https://sarahnoble.com/journey/   Subscribe to our Substack for exclusive teachings and content.  https://snoble.substack.com/   The Devotion Codes is a FREE transmission that guides you out of the cycle of self-discipline and self-control, and into the loving embrace of self-devotion. Listen here! https://schoolforthesoul.learnworlds.com/course/the-devotion-codes-free   Take the quiz! Discover The Intuitive Language of your Soul  https://sarahnoble.com/quiz-landing-page/   Follow us on youtube  https://www.youtube.com/@sarahnoble-awakened   Dive into our Intuitive Development Courses at School for the Soul  https://schoolforthesoul.learnworlds.com/pages/home   Meditate with me on the Insight Timer App https://insig.ht/7pToN8LxVmb?utm_source=copy_link   Want to be a guest on the podcast? Apply here!  https://docs.google.com/forms/d/e/1FAIpQLSf2iitYw5Fkf8k8r878kImR6svk8YeytB_N4fr0lv2tA3Znyg/viewform PODCAST EDITOR: Angelina Gurrola  https://theintentionaledit.com/   PODCAST ART: Vanessa  Guerrero  https://www.elevationdesignstudio.co/ Want to Find Out More about Sarah?   WRITER • MYSTIC • CREATIVE • SPIRITUAL MENTOR Throughout my life I have been guided by the warrioress archetype, an independent female spirit whose primary purpose is to achieve freedom and sovereignty of her life. This was not always a conscious endeavor for me, yet she pulled at my heart and led me on adventures far and wide and wild. She has taught me to live by spirals and wheels and cycles. To live each day as a ritual, knowing that I am the source of my life. Everything comes FROM me and that my obstacles are actually the path to living an even greater and wilder existence. She has shown me that true LEADERS rally for and with life, not against it. So, now I live in devotion to a higher standard of LIFE for us all.   You can find more resources at the links below…   Website: http://www.SarahNoble.com/ Instagram: https://www.instagram.com/awakened.embodied.empowered/ Facebook: https://www.facebook.com/awakened.embodied.empowered Substack: https://snoble.substack.com/ Email: Hello@SarahNoble.com

Most people think of personality type as a fun way to understand themselves. What they don't realize is that your cognitive functions also predict a lot about which friendships will feel effortless and which ones will require more work. In this episode I share what I've noticed about making friends as an adult through the lens of Myers-Briggs cognitive functions, including what happens when types are just one letter apart, why the perceiving functions shape what you want to talk about, and why none of this shows up on a standard personality test. This is part two of a two-part series. You don't need to listen to part one first, but it's worth going back to. Let's connect! To suggest a podcast topic, send email to hello@signaturestylesystems.com. Want to learn more about how to discover your Style DNA? Start with The Congruence Code! Check out the FREE video masterclass: The Myers-Briggs Key to Signature Style.

“Breaking the Glass Ceiling: Julia Carreon’s Fight Against Corporate Gaslighting” In this episode, Frazer Rice sits down with Julia Carreon to explore her recent high-profile litigation against a major financial institution and her powerful insights on women in leadership, corporate culture, and overcoming systemic barriers. YOUTUBE https://youtu.be/e05k7SVQ2xI We discuss: Julia's experience with workplace gaslighting and her litigation journey with Wells Fargo The importance of transparency, accountability, and protecting yourself in corporate environments How societal and corporate cultures disadvantage women, especially around motherhood and leadership The themes and motivations behind Julia's book, Walking on Broken Glass Practical strategies women can use to build political capital and safeguard their careers The significance of external networks and understanding your personal strengths The evolving landscape of equity, ownership, and governance in corporations How to proactively prepare for and respond to systemic workplace challenges SPOTIFY https://open.spotify.com/episode/5c546gs6Qctx4bGOvalgXj?si=1dDyJxnwSyu4tnhXxpzVxg Timestamps: 00:00 – Introduction: Julia's litigation and book overview 02:03 – Gaslighting in corporate culture and early experiences 04:14 – Dealing with systemic backstage politics and fighting for justice 05:10 – Motivations for writing Walking on Broken Glass 08:08 – Diagnosing workplace culture and gender dynamics 09:33 – The weaponized HR department and accountability 11:38 – Protecting yourself: cultural awareness and bias 13:12 – Demographics, gender disparities, and moving forward 15:12 – Institutional misogyny and societal shifts 16:05 – Motherhood, work-life balance, and corporate support 18:28 – Questions of corporate culture change post-COVID 22:21 – The fear factor and change in workplace loyalty 27:12 – Tactical career strategies and building political capital 28:15 – Always Be Executing (ABE) and tracking success 30:53 – The ownership mentality and equity's role in career resilience 34:45 – Building internal and external networks for support 36:49 – Understanding personal aptitudes through testing and reflection 40:12 – Leveraging political capital and seizing opportunities 43:31 – How to follow Julia and stay updated on her journey Transcript Frazer Rice (00:01.004)Welcome aboard, Julia. Julia (00:03.32)Thanks for having me. Frazer Rice (00:04.652)Well, as I said in the opening, the concept of gaslighting in the boardroom is something that certainly isn’t new, but it doesn’t make it any more comfortable for the people who deal with it on a day-to-day basis or as part of their career. And you’re in the midst of litigation right now with a major financial services company. Maybe talk a little bit about what’s going on there. Julia (00:24.801)Yeah, so I am in a high profile lawsuit with my former employer. I would say this is not a path that anyone chooses on purpose. In my particular case, Frazer, I spent 20 years at Wells Fargo, 15 of which were pretty spectacular. I have come to realize almost maybe fairy tale like in terms of my experience. I want to talk about some of the things later on that made it a fairy tale. So yeah, I wouldn’t have chosen this. I did not see the culture at my former employer coming for me. I was blindsided by it and it got ugly quickly. One of the things that I think I am doing here. Or at least trying to do is not be shy about it. Not hide from it. Try to show women a different way for how to deal with these situations. Because I have very strong feelings about the fact. With the rollback of DEI and the current administration’s point of view on women, that we’re going backwards. If women don’t start fighting for ourselves in a more public way and without fear, then I don’t know where we’re going to be in the next five to 10 years. I am soldiering on and it’s not easy to your point. But it is what it is and it’s a fight that I believe is worthy. Frazer Rice (02:03.608)So it’s a daunting task taking on a big bank. Big financial services firm, whether it’s in this situation or frankly any. It’s just these well-resourced big behemoths. What has been the experience been like so far? As far as gathering information? Of getting the walls built that you need to in order to live your life while you go through this conflict with this bank? Julia (02:29.822)It’s hat that is the million dollar question. Right? I will say that in my case i got really fortunate and came across a quote. It’s going to sound really strange. But i came across a quote that said fear is fake and danger is real but fear is fake. I believe that the patriarchy wants women to be afraid. So it tells us these bad things are going to happen if you take on a big firm like this. It is grueling. The days are long sometimes. But once I internalize the reality that it is all fake in terms of all of the bad things that you think could happen really can’t happen. Worst case scenario, there’s nothing Like I’m not going to die. They’re not going to, you know, take away my family. Like all of these things, right? We tell ourselves that it could get really nasty. And in my case, I have to stay really grounded in the fact that what I’m doing is worthy. We tried my lawyer and I tried for 14 months to come to a different answer. And so in a way, not just telling myself fear is fake. But in another way, I kind of feel like it’s my destiny. Because, I just want to say this real quick, I had 20 years at a place that was not toxic. And so I know what good looks like, and this is not good. So in that way, I really feel like it’s my destiny. And so that’s what you do, and you have to have a good support network. I have a great husband, so that really helps. Frazer Rice (04:14.21)The, as I’ve told people, sometimes doing the right thing or going after something that upholds justice. It can be expensive and hard. I give you kudos for standing up. Not only for yourself, but others who are going through a difficult situation. Where you’ve had a significant wrong done to you. You’ve written a book about this experience as well. We can take some time to think, to talk about what the book tries to do. First of all, writing one in tandem with the process here, I think is a bit unusual. Some people do it after the fact. To go through a catharsis after going through a difficult process. Talk about first the why of the book.thhen we’ll talk a little bit about what you talk about in it. Julia (05:17.241)The book is called Walking on Broken Glass: Navigating the Aftermath of the Glass Ceiling.” It was co-written with a fabulous woman named Shannon Nutter. I hope people follow on LinkedIn. The book is not squarely about what happened to me the book came together. With Shannon and I meeting on LinkedIn. Then discovering that we had a lot of the same shared experiences as we are Gen X. in hindsight. Our generation has had the opportunity to have the most benefit of the Gloria Steinem Women’s Movement. Think about the fact that we got the advantage of the birth control and all of the DEI efforts that have been in the last 15, 20 years. And we really felt like there was still a long way to go. Then all of that is starting to go backwards. So last year when we met or the year before, we’re like, my God, the idea that we got the best of the best is shocking to us. And so what are we going to do about it? We really wanted the book to speak to women of all ages in their career. But it was written from a lens of two then 53 year old women who had seen a lot. We wanted to give the book as a love letter or a gift to our 35 year old self. To say, this is what we should have or wish we had known 20 years ago. Because we would have done things differently if we had really faced kind of what the challenges were that women are facing at work. In a real way right not in a way that sugarcoats it or pretends to throw it under the rug. And or always makes it the woman’s fault like the woman always has to be changing and evolving in order to adapt to the systems and i you know it’s exhausting right so the book was written for that reason and it does tap into a lot of the things that we both experienced. Julia (07:35.17)But it isn’t a kind of a personal journal of what happened to me with my former employer. Frazer Rice (07:39.82)Right, one of the things that I found useful about the book is you divided it into three sections. I think it brings us sort of clarity into what you’re trying to achieve here. The first one is just diagnosing the situation that you’re in. Maybe talk a little bit about that. Part one the understanding of your surroundings. What’s happening around you. The conditions that women are facing as they embark on these big situations in the workplace. Julia (08:08.982)Yeah. So the first part of the book does give a primer on kind of the history of feminism and how did we get here and what are some of the big open questions that are still left to answer. We also want to set the stage that makes it very clear that women are accountable for our actions in the workplace. Like this is not in any way a book that seeks to make someone who’s failing feel good about the fact that they’re failing, right? Shannon and I both reached really high levels of corporate success at major global firm. There is a lot of work to do. So we really try to dimension how, what are some effective ways for you to approach that work? What are some of the pitfalls and how are some of the ways that you can handle that? In a way that’s kind of clear-eyed, but never about putting the blame or the onus on the company. And if you don’t mind, I want to say something about that because it relates to my lawsuit. One of the things that I’ve heard criticisms about is that people on social media often I saw when I kind of scanned the landscape of it recently are, this woman is naive. She thinks. HR is her friend because one of the things that I have sued my former employer for is a weaponized HR department and I want to get very clear. mean, Frazer, you don’t manage hundreds of people in 13 states like I did for a very long time successfully innovating, having great client experience team scores and having great employee team scores, right? If you believe HR is your friend. So that’s not what i’m trying to say what i’m trying to say in my lawsuit is. HR shouldn’t be picking off people for political reasons either. We are saying all the way along there is shared accountability between the employer and the employee. That’s really important. I think that you know one of the backlash is going too far field here. Julia (10:27.401)We went so far politically correct on some things that some employees do show up to work and think that they just need things handed to them. And I do think that that was part of the backlash, right? So I just am always striving for balance. I think we should all be always striving for balance. Frazer Rice (10:45.13)One of the concepts too, I think in the book that I sort of grabbed onto and enjoyed was the idea of taking steps to protect yourself. You’re dealing with a lot of different asymmetries when you work for a big company. You’re dealing with information asymmetry, you’re dealing with political asymmetry, you’re dealing with resource asymmetry. Sometimes you’re even dealing with just… Accountability asymmetry in terms of, you some people get free passes at other times people are judged on things or unfairly judged on different criteria that just don’t make a lot of sense. If we step back for a second and for people who are trying to understand, I’ll put it in quotes, how the world works and how to how to be aware of one’s and to protect yourself, what would be the first couple of things that you would tell people to think about on that back? Julia (11:38.471)The number one thing is I would be very aware of the kind of culture that you’re operating in. And it’s very easy to take for granted what a culture really is, what your own personal bias and history is, and then how is it that you are fitting. into that culture with your own shared history. So I love to be candid, right? And provocative about my own situation. If I could do something different, I would be very aware of what my biases were going into Citi with 20 years of being at a place where It was a really fair game, but probably because I had a lot of political capital and I grew up there. So I understood it. But I went into that place thinking that I was a fancy managing director, that obviously I was hired to be a change maker. I can do a lot of great things. And I was, you know, doing my thing, not realizing that I was swimming in a different lake and that lake was filled. with a lot of different kinds of wildlife that I was unprepared for. So, I mean, that’s really important. Frazer Rice (13:12.398)As we talk a little bit about some sort of bullet questions as far as how your experience has gone, the demographics of the workplace are different and changing. On one hand, college graduates are now majority women or higher in just about every college situation. Yet institutions like the CFP, the women make up… Believe the number is somewhere in the 24 % range. So you have this weird dichotomy of more women entering the workplace, but not in the numbers necessarily that would indicate that they are in places to make as much change as they would like. They are still in the vast minority in terms of boards of directors and executive positions at almost every Fortune 500 company that I can think of. As we chart a path forward where, let’s call it merit. Julia (13:58.813)Mm-hmm. Frazer Rice (14:04.494)presides over sort of misogyny and I guess I would call it sort of political gamesmanship. How do you think about that in terms of advice for people entering the workforce? Julia (14:16.461)Yeah, look, so nobody gets to say that women aren’t in the pipeline, right? I mean, that just, doesn’t hold up, especially at the more junior levels, right, of entering the workforce after college. What starts to happen is that it starts to go downhill as you get higher and higher up into hierarchy. And I believe that there is a mismatch between women who want to work and do the right thing. And we’re going to talk about this. Then what does it mean to also then become a mother and give birth and have to manage all of that? And then coming up against institutional misogyny. Obviously my perspective in the last 18 months has changed about the degree to which institutional misogyny exists. Because I had a fairy tale experience before I was able to be willfully blind about the realities. so a really direct way of answering your question is that our book is seeking to hit women in the face with the realities of this because I don’t think we’re gonna change it overnight, right? And it is so entrenched, it’s getting worse and it will get worse. Before it gets better, but I do believe that it will get better eventually because the old system that’s, know, aging out, baby boomers are aging out. Like I think that there’s going to be cracks in that. And then there would be a tsunami of change. But right now the old guard is hanging on and, we are going backwards. And so we just have to be realistic about what it requires to go forward. And we talk about what that is. Frazer Rice (16:05.58)One of the things, right, and so let’s touch back on the motherhood issue, is, that is biology. And so women who go that route and have kids. Which is frankly one of the big precepts in society. Unfortunately. n some ways takes you out of the normal trajectory of a corporate path, just from a time perspective. Certainly, the balance of work that happens at the household level. Where that ends up alling usually, creates a stress that is not well understood or received at the corporate level. What are your thoughts on that front? As far as charting a path that recognizes that reality and at the same time doesn’t put upon going the other direction necessarily in terms of favoring one outcome or the other. Julia (17:02.019)I know a lot of women who did not have children because they felt like that it would, it would harm their career. And, um, certainly it’s a personal issue and there’s no judgment from me. I don’t think I would have had children if I hadn’t met my husband. He was willing to do 50 % of the workload and he has, and, always has probably does maybe more than 50. It is a very deeply personal issue. What I have strong feelings about the fact that companies who lean in to, don’t expect the woman to lean in, but the company leans in to supporting pregnant women, have higher loyalty scores. They have better team member satisfaction. They get a lot from those women that they have supported. This is a crazy story, Frazer. I was pregnant and or just coming back from maternity leave all three times I got major promotions at Wells. I mean, think about that. And I now, because I lived my life kind of in a vacuum for a long time, I didn’t realize that this wasn’t happening to other people, right? So look at me now. I am 25 years from when I got hired, still saying that Wells is a great company. because of my own personal experience. And they got a lot out of me, but I gave a lot back. So to me, supporting women who are pregnant doesn’t have to be a zero sum game. Yet somehow that is the narrative. And I would love to ask you why that is. Like, I mean, what has happened to corporate culture that this is such a pervasive issue when If you were to scan a lot of my Gen X friends, we did not have the same experience. Frazer Rice (19:04.147)I mean, from my perspective, I don’t know. I think that I blame some of this a little bit on the COVID blip in the sense that managers of all types just have no idea where to go as far as how to treat people fairly, either from a work from home experience or how that reconciles with… women in particular who are having careers and families in addition to what’s going on with other folks like the men in the world. My short answer is I don’t know. The longer answer is that I think between the shorter news cycle, social media, work from home, there are a lot of different change agents out there that have taken the focus off of. maybe the issues that worth talking about right now. And as a managerial class, especially as millennials are taking up the mantle on that front, they’re either forgetting about this particular issue and understanding the importance that it has, or they are just so overwhelmed by change at this point and self-preservation that it’s just an area where they’re triaging the different issues that they can deal with. Julia (20:22.492)Do you do you at all think that it is a problem of losing common sense and like letting rigid ideology take over from common sense. I certainly was benefited from working from home for most of my career, right? So it’s fascinating. Frazer Rice (20:46.061)Common sense isn’t common. And depending on the institution that you’re dealing with, work from home is either an excellent tool or a cover to hide under if you’re a mediocre performer. If you’re a manager out of sight, out of mind is a difficult place to be. I think that we’re I think everyone is reconciling to the relative absence of work and sort of acclimating to Zoom phone calls and things like that. And that gets you then away from taking care of the real issues, which is to make sure that the company’s doing right, the employees are doing right by the company, and at the same time that people are being treated fairly, because I think when people are so disparate, it just becomes a real management challenge. What we’re talking about as far as making sure that women are treated fairly in the workplace, Combine that with, I would say, message confusion that occurs in social media, where some loud voices may not be the right voices to be taking up this mantle, versus some of the quieter, stable people who are really the exemplars that we’d really like to point to. Sometimes that gets mixed. And I think the brew, if you stir it together, I think is created. Maybe if we think that there was progress since the 70s on through the 80s, 90s, 2000s for fairness and women progressing within the corporate ladder nicely, I think this the COVID blip has been a bit of a toe stub on that front. That’s an opinion, extremely uninformed, but more of an observation. Julia (22:35.713)No, no, but well, listen, I just I love it because I do want to unpack it just a little bit. It’s what’s fascinating to me is that I negotiated 15 years before covid to work remote and then my boss knowing that I had to be on the road three to four weeks a month regardless was like, I’d rather you be happy where you live because you’re to be on the road regardless. So I got to work from home and then during COVID when they tried to bring everybody back, they’re like, well, you can’t be the only exception. And I’m like, okay, I have been an exception for 15 years. So that’s where I go back to, know, where is this right balance? did, I mean, COVID is as good a reason as any that it’s things are upside down. I mean, really it’s a great theory. Frazer Rice (23:22.671)Well, it also bespeaks different corporations have different cultures and certainly some people are worried about other things than others. Muriel Siebert, who I think is an amazing example of someone who took a look at Wall Street and said, look, I refuse to be held back by anything here. She started her own company and to call it a company is to not give it the respect it’s due. She’s a major absolute force in Wall Street and one of the real legends. To me, entrepreneurism is one way through this. to create the company that you want to work in is, in some ways, to me, one of the solutions for people who are having difficulty in a corporate environment that they’re in right now. Whether they’re able to be the change agent within, which is often hard at a big, you know, bulky company that turns with the agility of a battleship as opposed to being nimble in doing things or going out and starting on their own, which involves its own risks. That to me is one of the solutions. But again, not without risk, not easy by any stretch. Where did that fit into your mindset as you were thinking about this? Julia (24:37.16)Well, so, so she is an icon, not just because of what she was able to accomplish, but she also did it, I think, without a college degree. And she did it. And this is important. She did it fearlessly. And what I would love to go back in time and have a conversation with her about where did she tap into that fearlessness? And you will start to see. Frazer Rice (24:48.665)Mm-hmm. Julia (25:06.77)On my own social media, am trying to tap into that whole mindset of women need to lose fear. I’ve already talked about it, but here’s what’s important to know, right? By 2030 in the US alone, women will control $34 trillion of investable assets. I believe that that is when you start seeing the game change. Look at how Mackenzie Scott is giving without glory. I posted that in a remark that’s gone semi-viral on LinkedIn. Like she is giving without glory. She wants to give, she wants to be anonymous almost about it, and she’s giving without handcuffs. And what is she giving to? She’s giving to communities, she’s giving to schools, she’s giving to healthcare. I mean, it gives me goosebumps every single time. And so I feel like women When we start to control more, we’ll start giving in, Alice Walton is the same way, giving in a different way to change society in a more meaningful way at scale. And Muriel was a pioneer in that regard. And she is someone I think we need the next generation to know about. because she was so fearless and it’s an inspiration. But you and i both know that all kinds of things that women have accomplished are never spoken about in the same way that they are about man and about men. I do think that that’s one of the great things about some of we can go into social media some of the social media change that we see happening with alpha female and all of these great accounts that are just starting to say, know what ladies, we don’t have to buy into the patriarchy. We can do it our own way. And so I think we will finally see change, but I wanna be very clear, Frazer, it’s going to get worse before it gets better. Frazer Rice (27:12.195)Got it. So for people who are in a corporate structure, corporate environment, aren’t ready to make the leap to starting their own business, which is obviously a difficult decision, but when you’re in there, what are the things tactically that one can do to prepare, not only prepare themselves, but protect themselves against these forces that are out there? One of the thoughts I had is making sure that in the job description that you’re able to point to numerical or formulaic successes so that if a narrative is being built against you, you can point to dollars created or jobs saved or metrics that in the boardroom. Not only just qualitative successes, but also quantitative ones that makes it difficult for people to ignore you from a pure dollar perspective. Things like that, what pops up in your mind? That you would tell people to think about in terms of art directing their career. Julia (28:15.023)Yeah, well, the number one thing that I always say, and I’m kind of, it’s kind of a legend for it. So it’s ABE and it stands for Always Be Executing. And when I look back and see how successful I was in a corporate setting, of course, in my case, it was that I had a great boss and a great mentor and sponsor in him. But actually, I was always focused on executing and doing it in a way that is collaborative so that you don’t have the knives coming for you from every direction. think a lot of people who the more successful that you get in your career, you think, I’m fabulous because I’m fabulous. No. You need a mindset of I’m fabulous because I am creating a team around me, no matter who I am, even if I’m not the boss, to protect each other and help each other and lift each other up. if you are always executing and you hit on it, right, as a woman, you should always be keeping track of your metrics in a way that is tangible and defensible. But you also should never take for granted the fact that no matter how senior you are, you need to be getting something done. And I do think that it is a big mistake for people to get high on their own supply and forget that. And then, and then the sharks will come for you. So always do something. And this is just a final thing, cause I have lots of people that I mentor. They’re like, just name one thing. I’m going to give you one thing. Send meeting notes. If you go to a meeting, and everybody’s on a call, 15 people are on a call. If you’re the one who sends meeting notes and this is a hot button, right? For women, they’re like, well, I’m not the secretary. I don’t wanna take me. You know what? Put your ego, park it in a parking lot and send meeting notes. You would be shocked how much goodwill and how effective you’re perceived when those notes, like say a project is going downhill and somebody goes, but. Julia (30:30.157)Such and so committed to this and you’re like, those meeting notes were written by Julia Carrion. Nobody has to do that. But corporations get unwieldy. lot of churn happens. A lot of stuff doesn’t get done in a day. If you can demonstrate that you are someone who is acting in good faith and doing small things to keep the needle moving, somebody in senior management is going to notice that, I promise. Frazer Rice (30:53.763)The other thing I sort of, and this doesn’t just go for women, this is for people generally, is the ownership mentality and the move toward equity, and by equity I mean stock equity, where the mindset to me shifts when you move from sort of salary and bonus to equity in the firm. And that subtle shift suddenly puts you in a different position in terms of sitting at the same table as someone who is, let’s call it quote unquote, making the decisions. When you’re there and your ownership of the firm, however small it is, is rendered unimportant. First of all, that tells you to go. Second of all, I just feel like the people who exist on that plane bring up different things and then are thought of differently. Does that track with your experience? Julia (31:48.819)It does, but I think that this goes to kind of how is the corporate world changing and then how does that impact employees? So, and where I’m going with this is when I was at Wells, my compensation was a third, a third, a third. So it was a third cash, a third cash bonus and a third in stock. Do you want to know what’s going on? And I don’t know if you know what’s happened on Wall Street. Every single major bank is moving to you only get a quarter in equity and the rest of it is cash. So I think that the onus to here is on corporations to be thinking about how they’re treating employees. And to your point, what, what does that mean when you show up and how vested are you in the option? Just real quick, I want to give a shout out to Maureen Clough. I don’t know if you follow her, she just yesterday did an amazing six minute post on why companies are losing loyalty from employees. so like, again, this goes back to is everybody backsliding right now because these corporations have to realize that in order to keep good talent, you want them to have a stake in the game, but that’s winnowing, I think. Frazer Rice (33:11.819)I know. I agree. Frankly you know to me at the larger institutions that aren’t willing to sort of play ball as far as involving people in the ownership that’s a signal and when it’s a signal then you know if you’re good at your job and you bring things to bear you know there are other there are other places out there. I think those places that value you want you around and they want you to be able to participate and how the broader governance of the company works. It’s a lot like how Goldman Sachs was back when it was in the partnership days. Everyone who was a partner there understood how everything else was working and ultimately that meant that, I don’t know, I feel like Goldman still does well now, but it’s a different climate, different firm where you’re completely involved in everything else and therefore the information is out there and… it’s something that you’re not blindsided as much by what’s happening in other divisions within your firm. Julia (34:15.472)Yeah, totally agree. Frazer Rice (34:16.911)One other thought that as we were sort of squiring through this was the idea that it’s important to have information sources or networks both within your company that are outside of your reporting line, but also information networks and support outside your company. I call it sort of the kitchen cabinet of people who are similarly situated or in different spots so that you have context into which to sort of find out what your what you’re up against both inside the company and outside of it. Is that something that makes sense to you or is it something that was lacking in your current situation? How did you think about that? Julia (34:57.906)Hmm. I love that because in 2017, I took stock of the fact that I had become too comfortable in my lane and I was seeing that my influence at Wells was waning for whatever reason. And so I started blogging on LinkedIn in 2017. Because of a conversation with a Harvard sociologist that I write a lot about. Fscinating guy who predicted the current turmoil 10 years, almost 10 years ago. And so I started networking outside and I could not agree with you more that you need to be building your networks, not just inside. That goes without saying, right? Like I had a great career partly because I was a boss at gaining political capital at Wells all the time, right? Giving goodwill and getting it back but outside is critical. during our book, what we found out is, that women are more likely to put that aside. Because we feel like we’ve got too many other things going on, work, know, kids, all of the pressures, trying not to, you know, have a nervous breakdown on any given day, trying to stay fit, dealing with menopause. Which of course is a whole other thing that is a whole other bag of tricks. And so we don’t do it as much and it hurts us. So I absolutely think being deliberate about an external network is essential. When women ask me how to do that, I say to commit to a certain number of hours, half an hour to two hour, whatever you can give a week to doing it deliberately. I wish I had done that earlier in my career for sure. So it’s great advice. Frazer Rice (36:49.865)Along that line, I’m a big believer in being aware of your surroundings. In a sense aware of yourself and what your skills. Things that you’re annoyed are at are and what you’re good at and what you’re not good at. Did you take any tests or anything to understand what your aptitudes were or what you were interested in or more importantly not interested in or how you interact with other people personality wise and Is that something that resonates with you? sort of am a big sports fan. Dan Quinn, who’s the Washington commander coach. He got fired from the Falcons. He did a real deep soul searching and went in and got tested on a whole bunch of different things and where he came up short, where he was really good. And that allowed him to get hired again and to have at least some initial success with the team and hopefully going forward from my rooting perspective. But where does that fit into your analysis for people? Julia (37:50.351)Did somebody set that question up? That’s what I want to know. I am a huge believer in strength finders. Some people take discs, some do Myers-Briggs. The reason I asked if it was a setup is because strength finders saved my life. I was deemed top talent when I was like 34 years old at Wells and they gave me a career coach who by the way was Sarah Grady is her name. and she was Dick Kvasevich’s legend on Wall Street. She was his leadership coach and she gave me strength finders and I very quickly was very clear my top five strengths and then my bottom five strengths are not a surprise. Like I am zero. I’m like negative zero at woo. I was like, it won’t even shock you for a minute. Yes i do think that those kinds of valuations are critical and in fact i’m gonna talk to my twenty year old son about taking one i think you’ll end up taking disk but. One thousand percent if you if you do not know what you’re good at and why then try to find out because it can save your life i mean the awareness and the learnings that i got about myself. From taking one test have stayed with me for 25 years. And I’m gonna be really blunt here. I forgot those lessons when I stepped into a new culture and it was painful. So I think you have to also be disciplined about… Take it again, remind yourself, reread whatever book helps you stay grounded in who you are and how you’re showing up. And get some friends to give you feedback. Frazer Rice (39:44.111)Well, mean, people get better or change or worse at certain things. And so you’re not the same person you were 20 years ago. And, you know, it merits revisiting every once in a while. As we wind down here, unfortunately, we probably could go on for about three hours, which I wish we could do. But one of the things that I think is interesting, too, you talked about political capital and building it up, is that I think one piece of advice that I tend to give to people who are starting out and might be useful in the situation that we’re describing here is that when you have political capital, you’ve got to be willing to spend it occasionally. Careers, in my experience, take quantum leaps in that you’ll be going around for a while and then something good will happen and then you’ve got to kind of take advantage of the advantage while you have the advantage of having the advantage and moving up and then reestablishing the plane. And it’s a little bit like a ratchet where when the wrench turns, it doesn’t turn backward. You can kind of continue to elevate on that point. Is that something that you saw where, you know, as you were making the moves up the ladder that didn’t happen at the last situation that maybe might’ve been something that could’ve turned out differently? Julia (41:01.791)Yes, and I think that being more aware of my surroundings would have helped. I don’t think it would have changed the outcome in the other example. But the political capital that I was able to gain is that I got promoted every single time Wells did a major merger when people were panicking about their jobs. Frazer Rice (41:08.623)Mm-hmm. Julia (41:31.061)And one of the things that I did that you and I could probably discuss for two days is I gave up control of trying to manage the outcome. In other words, I went to senior management with two major mergers and I said, you know what? I don’t care what I do for the time that the companies are trying to come together. You give me something hard to do and ugly and I will get it done the right way. And then you decide whether I get rewarded or not. And when I crushed both of those tasks, I got major promotions. So I think it, I think a lot of people think, I’m going, I had a, had an employee who told me I should just get promoted because I’m sitting here and I’ve been sitting here for two years. mean, it really, life just really doesn’t work that way. In my experience, you got to work your ass off for it. And, and you have to put your ego aside and you have to hope that the universe is gonna pay you back. And I believe that because the universe always has. I believe that even now with my current situation, like everything that has brought me here has made me a spokesperson for like a better way because of what happened to me, right? I had 20 years of goodness and then I had something really hard happen. And I’m trying to make lemonade out of a very difficult situation because it is the only way, the only way out is through. So I just have to keep going through and I love the idea of yes, you’ve got to spend your political capital. can’t, know, George Bush said that you can’t just collect it. What are you collecting it for? If you’re not going to spend it. Frazer Rice (43:17.817)Exactly. Okay, we have to disembark here, unfortunately. How should people keep track of your situation? How do they find the book? And how do people get in touch? Julia (43:31.846)Yep. I have, um, I’m on LinkedIn. I have a website, juliacarrion.com. If you are looking for, I’m doing some consulting on a digital transformation always and org design or whatever. So you can find me there. And then, um, you know, today’s a big day. We are filing today or tomorrow, a response to my lawsuit. So it would probably make the news. Thank you to you for being a great ally to women and having me on. The book is walking on broken glass.com. It’s such a great name. So you can order the book on the website from any of your favorite book resellers. Frazer Rice (44:14.639)Super, well good luck with the legal proceedings. All of your information will have that in the show notes so people can find it easily. I think you’re coming off of a difficult situation. I think you’re gonna turn it into something far more transformative. Even you’re envisioning it right now. So I’m hoping for the best here. Resources & Links: Walking on Broken Glass: Navigating the Aftermath of the Glass Ceiling StrengthsFinder Assessment Julia Carrion on LinkedIn Julia Carrion's Website Connect with Julia: LinkedIn Website Stay tuned for updates on her legal case and ongoing advocacy efforts. Don't miss her insights into transforming adversity into empowerment and systemic change. https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/ Keywords: Gaslighting, Corporate Culture, Women in Leadership, Workplace Equity, Julia Carreon, Wells Fargo, Citi, Legal Battle, Glass Ceiling, Political Capital, StrengthsFinder, Work-Life Balance, Systemic Change, Weaponized HR

In this episode of the Lead Culture Podcast, Jenni Catron sits down with renowned leadership expert and bestselling author Patrick Lencioni to explore his groundbreaking framework, The Six Types of Working Genius.Lencioni—best known for The Five Dysfunctions of a Team and his work on organizational health—shares how the Working Genius model helps leaders and teams understand the kinds of work that energize them and the tasks that drain them. When teams gain a shared language for how people are wired to contribute, collaboration improves, frustration decreases, and culture becomes healthier.Patrick explains the six types of work required in every project—Wonder, Invention, Discernment, Galvanizing, Enablement, and Tenacity—and how each person typically excels in two of these areas. By identifying these strengths, leaders can build more balanced teams, place people in roles where they thrive, and reduce unnecessary guilt and judgment in the workplace.Throughout the conversation, Catron and Lencioni discuss:Why organizational health is more important than strategy aloneHow the Working Genius framework improves team communicationWhy many leaders unintentionally place people in the wrong rolesHow shared language around strengths transforms team culturePractical ways leaders can use the model to hire, develop, and align teamsWhether you're new to the Working Genius assessment or already using leadership tools like DISC, Myers-Briggs, or the Enneagram, this conversation will help you rethink how work gets done—and how understanding your team's natural gifts can unlock greater engagement, productivity, and purpose.If you want to build a healthier culture, lead people more effectively, and help your team do their best work, this episode is a must-listen.Take the assessment here with 20% off. We need your help to get the LeadCulture podcasts in front of more leaders! There are three simple things you can do that truly help us: Review us on Apple podcasts Subscribe - we're available wherever you listen to podcasts. Share - let your friends know about the podcast by sharing your favorite episode on social media!

Can Buzzfeed quizzes, Myers-Briggs Types, and Enneagrams tell us anything valid about who we are? In episode 163 of Overthink, Ellie and David discuss personality. They talk through the Big Five personality test and its legitimacy, the history of the Myers-Briggs Type Indicator test (MBTI), and how the concept of personality emerged out of abnormal psychology. Why did the concept of personality replace using literature to understand the self? How does the concept of personality presuppose a fixed concept of the self? And what is the connection between MBTI and World War II? In the Substack bonus segment, your hosts think about how personality tests might be susceptible to the Barnum effect and their reduction of the self to egos. Works Discussed:Theodor Adorno, The Authoritarian PersonalityMerve Emre, What's Your Type? The Story of the Myers-Briggs, and How Personality Testing Took Over the WorldColin Koopman, How We Became Our Data: A Genealogy of the Informational PersonEnjoy our work? Support Overthink via tax-deductible donation: https://www.givecampus.com/fj0w3vJoin our Substack for ad-free versions of both audio and video episodes, extended episodes, exclusive live chats, and more: https://overthinkpod.substack.com/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Welcome back to Truth, Lies & Work, the award-winning workplace podcast where behavioural science meets organisational culture. In the corporate world, we are obsessed with personality. We use DISC, Myers-Briggs, and Enneagrams to "colour-code" our colleagues and predict who will be a great leader. But what if we've been looking at the wrong data? In this episode, we sit down with Juliette Alban-Metcalfe, a Chartered Occupational Psychologist and CEO of Real World Group. Juliette is at the forefront of leadership research, building on the groundbreaking work of her mother, Professor Beverly Alimo-Metcalfe. Juliette argues that personality only explains a tiny fraction of leadership success. Instead, the real "magic sauce" is behaviour—the specific, observable actions that leaders take to engage their teams and foster success. In this episode, we discuss: Personality vs. Behaviour: Why what you do matters infinitely more than who you are according to your personality test results. The "Accidental Manager" Trap: Why founders and technical experts often struggle to transition into leadership and how 360-degree feedback can bridge the gap. Predictive Validity: The science behind why leadership behaviours can predict up to 60% of a team's motivation and fulfilment. Psychological Safety: How to use assessments to build trust and development rather than fear and judgement. Actionable Advice for Leaders: Two simple things every leader can do today to immediately improve team engagement. If you've ever felt like you're "not a natural leader" or if you're an HR professional frustrated with the lack of ROI from personality workshops, this episode is a masterclass in the science of what actually works.

Explore Your Personality: https://PersonalityHacker.com    Why is finding your Myers-Briggs type so frustrating, even after years of studying it? In this episode, Joel and Antonia break down how biased function descriptions, culture, burnout, and "I relate to everything" thinking can distort self-typing, then clarify the real differences between Harmony (Fe), Accuracy (Ti), Effectiveness (Te), and Authenticity (Fi). If you've ever felt stuck between types or doubted your results, this conversation will help you see what you can't stop doing and finally make your best-fit type click.  

Jason Hull, the founder and CEO of Door Grow, and Sarah Hull, the COO, discuss the professional lessons learned from the departure of a long-term team member. They describe the experience as bittersweet, acknowledging the torn feeling between being happy for a departing employee who has a great new opportunity and not wanting to lose a valuable team member. You'll Learn (00:00) Bittersweet Departure: Empathy in Leadership  (01:03) Maddie's Journey and Role Development at Door Grow  (06:33) Security Through Documented Processes   (11:08) Confidence in the Door Grow Hiring System  (12:44) The "Super System" and Scalability  (15:56) The Value of Structure and Culture Quotables "I think that's the first thing about being a leader is not only wanting what's best for you and the business, but truly wanting what's best for your team." "Having processes documented has always given me a sense of security." "The slowest path to growth is to do it alone. So let's grow together." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:02) Hello everybody, I'm Jason Hall. This is Sarah Hall, the founder and CEO and the COO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we have spoken to thousands of property management business owners, coached, consulted, and cleaned up hundreds of businesses, helping them add doors, improve pricing, increase profits, simplify operations, and we run the leading property management mastermind in the industry with more video testimonials and reviews than any other coach or consultant in the industry. So let's get into the show. All right. So we got some news this past what week from my daughter. I need to get rid of that. OK. We got some news this past week from my daughter, Maddie, that she is leaving. DoorGrow, she got another job offer. And so my oldest daughter has been working for DoorGrow for five years now. Which is wild. And so I remember she called me up from college and she couldn't find a job there. And she later told me the last thing she wanted was to ask me for a job or to work for me at the time. I guess she was just humbled enough that she had to come to me and ask for a job because she's like nobody was hiring around her campus because it was just a college town. Everybody had taken all the jobs and so she asked if she could do some work for me and ⁓ she started doing some graphic design stuff and she was working on her marketing degree and ⁓ she ended up working for us and she's handled all sorts of things. My social media, DoorGrowth social media. graphic design stuff, video editing, podcast editing, ⁓ lots of stuff. Client support. And then we moved her into client success. And so then she was managing client success on our team, helping to retain clients and make sure they're supported. that's, yeah, so she's had quite the journey of growth here at DoorGrow. And she was really nervous to tell us that she was leaving. She was like very concerned about this. And I told her, it's okay, I just want you to be happy. So excited to see her move on to the next thing that she's gonna do. This is like her first job outside of DoorGrow, as far as I know. And so I'm excited for her. ⁓ So we were just thinking like, what are some lessons that we are getting from this experience? And ⁓ yeah, so we thought we'd talk about a few of those things. The first thing is that moment where you go, I'm losing a team member. And you're kind of torn and you're stuck in between, I'm so happy for them and I want this great opportunity for them and I want what's best for them. And also, man, I didn't want to lose them. That happens a lot. And I would say to anyone out there that has experienced something like that, we had a client. Jay Shaw that had an amazing person in his business and this person got their dream job opportunity and came to him and said, hey, I don't know what to do with this. And he did exactly what we said. You have to take it. If you want to take it, want you to take it. I want you to do what you think you need to do and what's going to make you happy and what's going to give you opportunity to learn and grow and challenge yourself and experience different things. Right. So I think that's the first thing about being a leader is not only wanting what's best for you and the business, but truly wanting what's best for your team. Yeah. So that's what, you know, she's my daughter. So of course I want whatever's best for her. Um, one of the things that I realized, one of the things that I've always been particularly good at is identifying personalities. One of the things we wanted to recommend to all of you is that it's really important to understand your team members and their personality. Meaning, like getting to really know what their natural inclination is towards, not what they're skilled at, not what they're already trained at, but where would they naturally gravitate towards if they had had other opportunities. so Maddie's personality type, she's extroverted. naturally. I saw this in her growing up. ⁓ She's very much a feeler. She's ⁓ organized and ⁓ so yeah, so was very clear. Ladybug okay good. I think I on your foot So totally live. All right. So, ⁓ yeah. So what was I talking about? You were talking about ladybug finding, finding the right personality. ⁓ right. Okay. So Maddie and Myers-Briggs would be probably an ENFJ, right? ⁓ they're great at community. They're great at connecting with others. And she was going to school and eventually graduated while working at Door Girl. for like graphic design, marketing related stuff, advertising, and she thought, I'm gonna be a graphic designer. Well, I was like, Maddie, are, like, this is, you're naturally great with people. I'm thinking you should move into client success. We had a team member leave. She started taking over client success and doing the social media and graphic design stuff and things like that and podcast editing. And then, We knew we were gonna scale and so we said, and she knew and she said, well, if I have to pick one role or the other, I think I'll pick client success. And so it's awesome to be able to have that as a father, I think it's super important to understand your kids and to not try to push them into being what you are if you're an entrepreneur, not trying to push them into a certain job or career path in school, but to. move them towards what their natural personality would be inclined to succeed and win at that they would love to do. And so that's what I've done as much as I can with all of my kids. so Maddie, I thought, let's move her into client success for sure. And when we put her into that, eventually she chose that. She really recognized that she had a skill at that and she was really, really great at it. And that allowed her to grow and develop new skills besides just graphic design. ⁓ But yeah, she's learned a lot of different skills at DoorGro. She didn't know how to do video editing. She was very much into graphics and then she started editing our videos for us and figuring it out. And so over the years, she's just developed a whole bunch of skills. She's invaluable, super smart, learns lots of stuff. The other, I think, important lesson that is important, you talked about team members, when they leave and how you freak out. Well, we're not really freaking out. And why? Why are we not freaking out? we're sad to see her go. Sad, happy, bittersweet. A little bit of bittersweet feeling there. we're prepared for any and all of our team members at all times just in case anything happens. And that's one of the things is if they do decide to, for whatever reason, exit their role at your company. we have all of our processes already documented for each of our team members. So now that she's stepping out of that role, it's not like we're back here scrambling going, we have to hurry up and figure out how she's doing things and have her write it down and have her train somebody else and get everything out of her head. All of that already exists, which means that when we hire someone to step into that role, it will be infinitely easier for them because everything that Maddie is doing is already documented. What she does and the steps and the systems and the tools that she uses and how she's doing each thing, it's documented in our system. So that in case a team member or sometimes you have several leave at a time, didn't you have a guy that won the lottery and his whole team left? Somebody called me once. So they lost their whole team because they had an office betting pool with the lottery and they won and everybody quit their jobs. So now you have no team. Yeah. So yeah, very suddenly not likely to happen too often, but no, it is nice. as a, as an entrepreneur, as a founder, as a CEO, having processes documented, which we've had for years and years at door grow.   has always given me a sense of security. There's always a sense of anxiety if you don't have those documented that somebody could leave or somebody could be out or get pregnant or be injured or whatever. And move away. Yeah. Take care of a sick family member. Right. Things happen. Life happens. Humans are humans. And so the challenge is if you don't have these things documented and you want them fresh, you want them being used, you want them documented by the people that are actually using them. so Maddie's leaving, so she went and reviewed the processes. Most everything is documented. There were some, she was like, I think we're missing this thing that I've recently started doing, or this little thing needs to be updated a bit. And so she's making some final tweaks to update the processes. But it's every team member's job to keep updated and maintain their processes. So this is why it's very important to have a process system. that is intuitive and easy enough for everybody on the team to use it. And this is why we use what used to be called DoorGrow Flow. We use Flusos and ⁓ F-L-U-S-S-O-S. And it's kind of that in between, it's like flowchart software. It's visual, it's super intuitive and easy. Our team can drag and drop things and build out the process and then they can actually use that process and run it and like work through the workflow. And so it's kind of like a mashup between Lucidchart, Revisio, and Process Street, or Asana, or any sort of checklist system. And checklist systems are not enough. They're just not sufficient enough. They're not clear enough. And ⁓ they're too linear. And there's issues with those. And so we found that this is a superior upgrade from what we used before, which was like Process Street. So having that system that Sarah, who doesn't like tech very much, will go in there and loves using it and updating processes. Maddie can go in and update her own. Giselle and her team can go and tweak or change her process. anybody on the team, and I actually don't even log into it. I don't have to use it, which is the first process system. And we've had several that we've ever used where I don't have to live in it. I don't have to work in it. We've set it up so that if anything needs to be assigned to me, it goes to a role called Jason's assistant. And then the assistant comes to me and says, hey Jason, we need you to do this thing. And so I was able to get myself out from not just having to manage and control and make every process and get really nerdy and build logic and things to hide and show and to the point where I didn't even understand it a year later and then would have to, if it broke, I had to get into it and fix it or weird connections to Zapier and stuff like this. Yeah, it just makes it so much more intuitive.   drag and drop and that's been a game changer. So that's something else we realized through this process. It's like we're not really freaking out or concerned. You know, just a little sad Matty. So, all right. So ⁓ anything else? Well, speaking of things that are game changers, let's hear from our sponsor. ⁓ yeah. So today's sponsor is cover pest.   Cover Pest is the easy and seamless way to add on-demand pest control to your resident benefits package. Residents love the simplicity of submitting a service request and how affordable it is compared to traditional pest control options. Investors love knowing that their property is kept pest free. And property managers love getting their time back and making more revenue per door. Simply put, Cover Pest is the easiest way to handle pest control issues at all your properties.   To learn more and to get special DoorGro pricing, visit coverpest.com slash door grow. All right. So that's our sponsor. right. So other lessons or things that we're realizing. ⁓ One, another reason we don't have a bunch of anxiety is that if we ever need to replace a team member, we have an amazing hiring system. This is one of our proprietary pieces of IP that's been a game changer for ourselves.   and has allowed us to be able to take care of all of our clients and help them replace entire teams if necessary, help them get that key team member they need that's going to be the game changer to get them to the next level. And that's DoorGrow Hiring and our DoorGrow applicant tracking system. And so this has been a significant tool that we've used for lots of clients and for ourselves to build out our team. And so we confidently know, like we've got a system that's going to get us somebody that is a   good culture fit for us that shares our values, which means they won't steal from you. It means there'll be a personality fit for the role because we understand and have engineered the job descriptions for ourselves and for all of our clients so that it attracts or creates interest in the person that is the right personality fit for that particular role. And then skill fit. We have assessments and tools to figure out are they going to be able to   develop the skill or do they already have the skill so that we can make sure that we're getting the ultimate hire because one bad hire is easily a 10 grand minimum mistake and probably three months of your time wasted. So being shot in the foot trying to train them and then they leave or you have to fire them, right? So we're really good at BDMs, which is a big need of our clients. We're really good at operators, which is a big need for our clients.   so they can get out of the day-to-day operational control of the business and make sure the business is moving forward and build out what we call our super system, people planning a process. So these are some key things that make it not so big of a deal if we lose a team member. We're confident we can get them replaced pretty quickly. We can get them up to speed quickly because of our process and we're going to make a good hire. So, and we're able to get that system built out into our clients' businesses as well, which is   A game changer, if you listen to us and you start adding a whole bunch of doors, then that can cause a lot of constraints and issues in your business to come to the forefront. And if you have our super system hiring the process, planning all built in, planning is DoorGrow OS. If you have all these things built in, then your business becomes infinitely scalable and you're not going to get stuck. You can just continually keep growing and adding doors. So cool. ⁓   Any other lessons or things about Maddie? We could, I would say so many good things about Maddie. So I think one of the things too that it just kind of shows when you put the right person in the right role, the results that you get because clients always tell us, Maddie is so great. Maddie is so great. Wow, Maddie is so great at what she does. Wow, I just love Maddie. Yeah. So.   that tells us, we already know, but it tells us, hey, this was such a good fit for her. She truly enjoys this. She is great at helping people and she's thriving in a role like that. And I know that she will do great at anything that she decides to do. And I think that's one of the things that was so great is kind of watching that growth and development because when she came on,   in the very beginning, was part-time. She was going to school, so she was part-time, and she was dabbling in just little tiny pieces. And then she would do a little bit more, and the hours would increase, and she would take on a few more things, and hours would increase, and then she would take on a few more things. And her role truly developed, and that allowed her growth and development as well, which a lot of times, that's something that great team members are really looking for.   Yeah, in the beginning she was like, how do I get out of this job probably? then she was I think she told you, I only want to work with you for what, a year or something? Yeah, yeah. And then I think she kind of realized, hey, there's good culture, there's good environment here. And then eventually she was like, hey, I'm graduating school, I think I really want to work with you guys full time.   And so that was really nice. yeah. And I'm sure it's not easy working for your dad sometimes. don't know. So, ⁓ but yeah, it's been awesome having her. And it's been, I'm really going to miss being able to just tell everybody all the time. Cause I get to tell every potential client I talk to during the sales process, if I'm involved, I get to like brag on my daughter, my oldest daughter works for me and she's our head of client success. And I get to just be so proud of her. So.   Now I just get to talk and brag about my wife, ⁓ which I always do that as well. So you can't leave too. I gotta be able to brag about somebody. So, all right. I'll stay just so you Just because of that? Okay, all right, good. yeah. But Maddie's amazing, so whoever gets her, who knows, maybe she'll be back. I don't know, Maddie. I don't know, maybe. Maybe she'll be like, hey, know, other companies are just not as amazing as DoorGro. And I didn't realize how terrible most are out there.   and then maybe she'll be back, who knows? You know what will be very interesting is seeing a team member that we have get transferred into a different business just to see how things run because a lot of times that's something that people value a lot more than they even realize that they value is, hey, I really enjoy the support that I get here.   I really enjoy the culture that we have here and the type of environment that we have here. And I really enjoy how structured things are. even if it's your dream job, if the company just doesn't have things together and you step into a role and all of a sudden you go, wow, everything is on fire here. This is awful. It's sometimes very eye-opening to be able to hop into even something that you think   might be perfect. And I think that's one of the things that allows us to keep great people for a long time is really the structure that we provide and the way that we run our company. I would say that that is something that will be interesting to see. I'd like to do a little post interview with her and see how... She'll be like, it's been the best thing ever to not work   Because you know what ours is, right? So how is their onboarding process? How is their training process? How is their assimilation process? What is all of that like? Because when you, and vice versa, when you come from a place that had nothing together and all of a sudden you find a place and you go, wow, thank God they have all of this ready to go. It's already.   built, just feels very solid, feels very safe, it feels very put together and it's an environment in which team members are truly set up for success and to thrive in a role. that's something that I really believe processes as part of that. It's not fun, it's not sexy, I know that, but it's really something that is so important to have dialed in.   so that new team members coming in really feel like, I wasn't just thrown into the mix and told to figure it out. All right. Well, if Maddie sees this, Maddie, I love you, proud of you, and I'm going to miss being able to brag about you, but I'll still brag about you, but brag that you are working at DoorGro and are ahead of client success. So we've got some really big things coming up at DoorGro. We're really excited about the future. We've got a lot of   irons in the fire right now, some big things we're working on that I think are going to be a game changer for the industry. And we're really optimistic, really excited. And so stay tuned to see what we're up to. Anything else you want to add before we wrap up? All right. Well, ⁓ for those of you that ever feel stuck or stagnant, you want to take your property management company to the next level, reach out to us at doorgrow.com. We would love to help you.   For free training on how to get unlimited free leads, text the word leads to 512-648-4608. That's the word leads to 512-648-4608. Also join our free Facebook community just for property management business owners at doorgrootclub.com. And if you would like to get the best ideas in property management, join our newsletter at doorgroot.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review. We really appreciate it. Until next time, remember, the slowest path to growth is to do it alone. So let's grow together. Bye everyone. How do I end this? ⁓ there we go.

You heard that right! The guys are getting put to the test to see who's got the best (ahem) personality! It goes just about how you would expect!This is a free online version of the Myers-Briggs test, which many of you may know. We've included a link below so you can take it along with the Brothers!Stay tuned for the entire episode as they reveal their results!Q: Can they make it through without getting into an argument?A: NoFYI - you do NOT have to enter your email to complete the test!https://www.16personalities.com/free-personality-testSupport our pod with our official merch!https://bropodmerch.bigcartel.com