Podcasts about New Leaders

As a kid, Steven Stotts loved to take things apart to learn how they worked. Now, he's passing on that curiosity to Philly area kids as Stevie the Inventor (www.stevietheinventor.com), leading STEM experiences throughout the city. He recently launched Build a Bot classes, where students get to build and take home a robot. Steven sits down with Racquel Williams to talk about his journey and how he fuels kids' imaginations. Then, on Shara in the City, it's the end of an era - Mural Arts Founder and Executive Director Jane Golden is retiring after more than 40 years leading the organization that has made Philadelphia famous for its public art. Shara Dae Howard talks with Jane and her successor, Emily Mello, about how Mural Arts has grown and what comes next.

In this episode of The School Leadership Show, I sit down with Dr. L. Oliver Robinson to discuss his two decades of leadership at Shenendehowa. Dr. Robinson shares his unique path from economics into the superintendency, explaining why he remains a lifelong learner within the craft of school administration. We get into his approach to building resilient systems by institutionalizing change and his perspective on the K-12 journey as a 13-year odyssey. We also talk about prioritizing dialogue over debate, the importance of "slowing the game down" as a leader, and why public schools are vital to our democracy. Finally, he shares an unexpected insight from retirement about moving beyond the clock to embrace the significance of the moment. If you have questions, feedback, or suggestions for future episodes, including great non-education books with lessons for school leaders you can email me at Dr.mike.doughty@gmail.com. I would really appreciate it if you could leave a rating and review on Spotify or Apple Podcasts. It helps a lot. And if you found this episode helpful, please share it with your colleagues. If you are interested in sponsoring the podcast, feel free to contact me directly at Dr.mike.doughty@gmail.com. Stay connected with me here: Official Website: theschoolleadershipshow.org YouTube: youtube.com/@theschoolleadershipshow Facebook: facebook.com/theschoolleadershipshow Instagram: instagram.com/theschoolleadershipshow Chapters: 00:00 Welcome and Introduction 00:40 Superintendent of the Year 01:33 Career Origin Story 05:00 Leading Without the Traditional Path 06:38 How Schooling Has Changed 10:28 Competency Based Learning 13:58 Evolving Programs Through Dialogue 15:26 Advice to New Leaders 20:53 Public Education Worries and Hope 24:57 Retirement Surprises and Farewell

Great leaders don't always have the answers. But they know how to build teams that do. SUMMARY In this episode of Long Blue Leadership, Mitch Torrel '14 discusses the power of mentorship, constructive feedback, humility and creating an environment where everyone can contribute. His leadership lessons are just as relevant in the boardroom as they are on the battlefield.   MITCH TORREL'S TOP 10 LEADERSHIP TAKEAWAYS Lead Through Fear, Not Around It Even when you're anxious or scared, keep moving forward and executing the mission; courage is acting despite fear, not waiting for fear to disappear. Trust Your Preparation When you hit uncertainty, fall back on the work you've already put in — physical, mental, and technical — rather than spiraling about what's coming next. Focus on the Team to Get Out of Your Own Head Shifting your attention from your own anxiety to how you can support and elevate others makes hard environments more endurable and improves performance. Discover You Have “More in the Tank” Don't treat real missions or selections like workouts; push past your comfort ceiling and you'll find reserves of mental and physical capacity you didn't know you had. Break Big Fears into Small, Daily Gains You don't need to be the best today — just better than yesterday; attack weaknesses with small, consistent, incremental progress. Leverage Mentors and Learn Aggressively Assume you're not the first to face a challenge. Seek out people who've done it before and copy their mindset, preparation and frameworks to shorten your learning curve. Make Feedback Normal, Specific, and Frequent Build team habits where everyone gets clear strengths and weaknesses surfaced (even anonymously at first), then use trends in that feedback to drive personal change. Balance Urgency with Deliberate Planning In crises, don't rush in just because the situation is urgent. Pause to gather facts, build a simple plan and avoid making the emergency worse. Use Your Team's Brains — Don't Lead Alone As a leader, your job is to facilitate: Draw out the quiet voices, aggregate the best ideas, and delegate execution rather than trying to be the sole problem-solver. Set Clear Standards and Red Lines Early Explicitly communicate what you will and won't tolerate so you can enforce discipline fairly and consistently, protecting both people and mission over the long haul.   CHAPTERS 00:00:00 – Opening: Leading Through Fear 00:01:27 – Special Tactics Pipeline: Anxiety, Night Sweats and Uncertainty 00:03:50 – Trusting Preparation and Learning to Hate the Water Less 00:05:40 – Shared Hardship and Team Bonding in the Pipeline 00:07:27 – “More in the Tank”: Rucks, Mental Toughness and Selection 00:11:14 – Learning from Others, Mentorship and Owning Weakness 00:15:36 – Five Traits Torrel Looks for in Leaders 00:19:49 – Feedback Culture, Blind Spots and High-Performing Teams 00:25:34 – Thai Cave Rescue: First Mission and Leading Under Pressure 00:29:59 – New Leaders, Delegation and Facilitating the Team 00:36:34 – Failing, Standards and Command Red Lines 00:40:24 – Advice to Younger Self and Enjoying Each Season 00:43:25 – Transition to Business, Ongoing Service and Final Leadership Charge   ABOUT MITCH BIO Mitch Torrel, U.S. Air Force Academy Class of 2014, is a former Division I hockey player, Air Force Special Tactics officer, entrepreneur and founder of Sentry Operations. After beginning his Air Force career in pilot training, Torrel found his calling in special operations, completing the demanding Special Tactics training pipeline and serving in operational and leadership roles. While stationed in Okinawa, Japan, Torrel served as operations officer for the U.S. team supporting the 2018 rescue of 12 young soccer players and their coach from a flooded cave complex in Thailand. The experience, his first operational mission, became one of several defining chapters in a career shaped by high-stakes decision-making, teamwork, resilience and leadership under pressure.   CONNECT WITH MITCH LINKEDIN  |  SENTRY OPERATIONS   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  ted.robertson@usafa.org Send your feedback or nominate a guest: socialmedia@usafa.org   < ----- > Ryan Hall | Director:  ryan.hall@usafa.org  Bryan Grossman | Copy Editor:  bryan.grossman@usafa.org Wyatt Hornsby | Executive Producer:  wyatt.hornsby@usafa.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     TRANSCRIPT OUR SPEAKERS:  Guest, Mitch Torrel '14 | Host, Lt. Col. (ret.) Naviere Walkewicz '99 Lt. Col. (Ret.) Naviere Walkewicz 0:01 Sometimes leadership isn't about eliminating fear; it's about learning how to move forward, even if fear is sitting right next to you. I'm Naviere Walkowicz, Class of '99. Long Blue Leadership starts now. Today's guest is Mitch Teorrel, 2014 graduate of the Air Force Academy, former Division I hockey player, Air Force special tactics officer, also an entrepreneur near the founder of Century Operations. You know you've had a unique career. In fact, many probably know a lot of your work when it comes to an international rescue event, and we'll talk about that later on. But I think what's most exciting about this time with you, Mitch, is how you continue to lead, but you've done it through what some would call overcoming fear or maybe leading through fear. And so I think we're going to have a fantastic conversation today, and I welcome you to Long Blue Leadership. Mitch Torrel 0:53 Naviere, I appreciate you for having me out. Humbled to get the opportunity to kind of share some stories today, and so I'm looking forward to it. Thank you. Col. Naviere Walkewicz 1:01 Well, thanks for the time. We're going to jump right in with the time that you know when we had a chance to talk, Mitch. It was something that kind of surprised me, and I think others will really appreciate this. You know, when you're going through your Air Force special tactics training to kind of be in that role, you experience like night sweats and literally having to change your clothes at night. And I'm looking across to you. You're not sweating right now. You're looking pretty cool and calm. And so take me back to that experience, and let's just start there. Mitch Torrel 1:28 Yeah, pipeline is a pretty arduous process. It's two years; every day is a grind. It's difficult. You're not really sure what tomorrow holds, and they keep it that way, pretty close hold. You don't know what you got tomorrow. You just know it's going to be an early rise, and it's going to be really physically taxing. It's going to be mentally demanding, and you're not sure if. I think part of the anxiety is, do I mentally have what it takes to withstand and with withhold another day? Do I physically have what it takes to continue to drive on, and I think that unknown, the unknown on what's to come, am I going to be enough? The two years is a selection process, so you're getting assessed and selected every day, and it's a lot of anxiety to take on because you're not sure how you're going to perform. I think a lot of us have such internal pressures on ourselves to perform in and out every day that it makes it very difficult to get out of your mind and not worry about the anxiety of what's coming tomorrow. Col. Naviere Walkewicz 2:29 Well, it makes me think the closest thing that I can think of right at this moment is you know basic cadet training, which is six weeks, and you just talked about two years of uncertainty and not you know waking up early and not knowing what's next. You know, how did you kind of navigate through that? I think we all know how we navigated through BCT, but I think certainly this is much when it's something that's so enduring. I think that's a different situation. Mitch Torrel 2:51 I think a part of goes back to just trusting in your preparation. Did I do what it took to prepare? And if you did, if you didn't, there's not much you can change the night before, and so trusting in your abilities, your ability to adapt, your ability to withstand. I think I hated the water, and they always told you going through the pipeline. If you don't love the water, you're not going to make it through. And I'm a testament to I hated the water every day, dreaded it almost on a daily basis. But you know, learn to overcome and deal with that anxiety and just pressure that it brought. But every day is an opportunity to kind of build that wall up. Your ability to withstand, your ability to deal with anxiety, your ability to deal with the unknown, and I think the pipeline was a really good opportunity for me to kind of grow. I remember when we were in Mississippi, one of the earlier schools. It's three months. Every day was again very arduous. You didn't know it was coming. Are they going to put us in a pool tomorrow? Am I going to drown? You know, am I going to be able to make it through? Am I going to do a good job of leading the team? I think being able to focus on the team allowed me to not worry about myself and kind of focus on something else. And I think worrying about others allowed me to really make it through some of those arduous times, and that was very helpful to me. I remember I probably took a lot longer to grow to the point where you know you're not worried about tomorrow. I used to have to wake up at night, change my sheets, change what I was wearing, you know, and that happened every night because I would just wake up in a dead sweat and I was soaking wet, and eventually, you know, through exposure and through time, you learn to just exist and not worry about what's coming tomorrow. And it's a constant evolution. You know, that's not to say I don't get anxiety about things that are happening tomorrow today, but you start to learn to head off those thoughts early on and allow yourself to just take what comes tomorrow. Col. Naviere Walkewicz 4:57 So I'm thinking about you being in those moments, and when you said it was probably later on, I'm curious as how you know that every night you're changing your sheets, you're going through that. But I'm curious, were there others that were experiencing the same thing, or were others even helping you through navigating those thoughts that you had? Mitch Torrel 5:14 I think just being in a team environment makes things so much better. Sharing in in in the suffering, sharing in the stories, and getting to reflect on that. When I look back on the pipeline, what an amazing time and something that I think our entire team looks fondly about. We're very close still, and I think that shared hardship, that shared experience, is something that bonds you together for life. Col. Naviere Walkewicz 5:41 So that two-year journey, and obviously you graduated and became an Air Force Special Tactics Officer. You know what was, I guess, the moment that it clicked for you. You know, you said you got to that point. Do you remember that day? Do you remember what was different, or you just all of a sudden didn't sweat the same? Mitch Torrel 5:57 I think it probably lasted for me longer than a lot of people, and you know, it seems like I learned a lot of the lessons hard myself. You know, and but I think it's just something that gradually over time, you know, the way I remember it is one day it stopped, but I'm sure it was a little bit more gradual than that. Like I think over time you just learn to just, hey, tomorrow's going to be no different than it was today. Today was fine. We made it through. The team did great. You know, I performed up to my standard, or maybe if I didn't, tomorrow's another opportunity in which I can go back and get after it again. And there's plenty of times where I look back, and I think it's easy to learn and roll when you're being put in those situations each and every day. And so it was a very growth-oriented couple of years for me, and I really enjoyed it. Col. Naviere Walkewicz 6:52 I would have loved to have been working with you on the day after you didn't have to wake up and change the sheets. Whatever you had, you know, you know, you were more alert that day. You actually had better sleep. Mitch Torrel 7:01 Yeah, I think definitely had to drink a substantially less amount of water each night before going to bed. Col. Naviere Walkewicz 7:09 Oh goodness! Well, let's talk about — I think you know, there was something that you shared before about kind of uncovering in yourself that you had more in your tank than you thought, and I'm curious that that was during pipeline in those moments that were like you know forced experiences, or if you found that at other times when you kind of surprised yourself in learning that about. Mitch Torrel 7:28 I think the entire 10 years was a constant lesson of you've got more in the tank, both physically and mentally. I think when I first decided today, I was going through pilot training, and I just felt like it was more of a hobby than a job. And I got to meet guys in special operations, and was very impressed by the camaraderie, by the caliber of guys that were there. And to me, it was like a hockey team, and I missed that. I missed that group because you wanted to be a pilot first, correct? Is that what you're planning? Yeah, I think my family wanted me to be a pilot. I think they kind of pushed me that direction. I always enjoyed flight, you know. But for me, I just thought that some of my skills and abilities would better translate, and I would have a more fulfilling career, getting to be around you know that type of environment. And I think too, there's always you know, can I make it through the training? Do I have what it takes? You know, what will I learn about myself? And so that was a little bit of kind of just the unknown was alluring, you know. But I think there's just so much every day. Where I remember one of the first selection events, you do a long ruck event, and leading up to training, I was so focused on passing the initial fitness test to just start the assessment that I didn't rock, I didn't do underwater stuff. I was just focused on can I do push-ups? Can I do pull-ups? Can I do the 3-mile run? You know, and that took all my time and energy. And when I got to the ruck, it's unknown time, unknown distance, and they just tell you to go. And I remember I was like, all right, I'm going to treat this like a workout, and I'm going to run for a couple minutes, and then I'll walk for a few minutes, and I'll run for a couple minutes, and that'll help get me through. And I remember Master Sergeant came up to me, and he's like, “Why, why are you walking? And I remember being embarrassed at that moment, where it's do I not have it in the tank where I could have just been running this whole time? Do I want it enough where I can just dig a little bit deeper and showcase that? And I remember that fed me through the next two years, where it's like, do I have the mental hardness? Do I have the toughness? Have I prepared physically, you know, for these events? And so I think that was kind of a good wake-up call. Where it's not a workout, you know, what do you have left in the tank? And I think throughout two years there, went through another direction halfway through my career, and that was another opportunity to kind of dig in the dig in the tank a little bit. Did you approach that one differently? I did, and very proud of you know what I had learned throughout the years, what I was able to showcase. We did a much longer rec event, and I ran the whole thing, and was pretty proud of myself about that. Col. Naviere Walkewicz 10:22 What a fantastic example! Because I'm thinking about you know in in in our work and our profession, we do we think about how can I create something to be distinct, right? How can I do something for the long haul? But you're right. If we don't, if we aren't thinking about how can we perform at our best as part of that, you know, that that equation, then we might not even get to the long haul, right? And so I think that's really powerful that you kind of shared, you know, giving your all and realizing that there was more in there than you originally were trying to like, you know, save. Yeah. Wow, that's a really cool story. I bet there are many examples of that. It was quite. Oh my Did you see others? You know, as you had these moments where you kind of learned these things about yourself, and obviously, I think you know in hockey you probably saw this as well. But have you been able to pull others along with you in these experiences that you've had that you've seen? Maybe others are struggling the same way. Mitch Torrel 11:15 I think everybody struggles in different areas, especially in the pipeline. You're learning a lot of different skill sets. You're working on a lot of different things. Cardio is a part of it. Strength is a part of it. Determination. I mean, just — and there's so much. I think you pick up some really good traits from others. Hey, I really like what you're doing, or how you having such success, or how do you navigate this portion? I was always terrible in the water, bad swimmer, horrible underwater. I think when I went through initial selection, somebody pulled me out of the pool after we did underwaters, which is you go down, do a completely underwater, you know, swim underwater, swim underwater for the distance of the pool, and then come back up at a 45-degree angle. And I remember one of the cadre. He pulled me out of the pool, and he said, "You are terrible. Like I wanted to pass out watching you.   Col. Naviere Walkewicz 10:22 And you're like, "Thank you for that feedback.   Mitch Torrel 12:08 And so it's getting with people who are really good at it and getting advice. I think something throughout my career that I've been very blessed to have is really good mentorship. And you're typically not the first one to go through a process, find a new job, you know, and having a good network of people who, hey, how did you prepare? What set you up for success, or especially in business now, it's a completely new world for me. And having mentors who are able to help think of it this way, or there's a better way to orient your situation, or prepare yourself, and that's really important to surround yourself with people who, you know, are able to elevate you, make you rethink kind of your approach to things, and then give you tips and advice.   Col. Naviere Walkewicz 12:52 So I have to ask, do you like the water today? Mitch Torrel 12:54 I like being on the water, you know, on a boat, you know? Just hanging out. Col. Naviere Walkewicz 12:59 There's some material between you and the water, so that leads me to this question. I know that was a little comical, but I'm curious when someone, as that's you know a developing leader or wherever they're at in their leadership journey, if they really want to be part of something, but there is something that is fundamentally part of that that they just don't like or they're just not good at, what would be the advice you give them? Because you know some people might be like, I just hate that so much, I won't pursue the thing that I love because that component's in there. Mitch Torrel 13:28 I think there's kind of two factors in that. If you hate something so much that you know in your heart that it's not something that you can overcome or you want to deal with on a day-to-day basis, then then maybe that that's not worth you know getting through. But I would also argue that until you give yourself the opportunity to progress and grow and learn to get through whatever that difficulty or whatever that is that you don't like, you won't know. And I think there's a lot of ways to incrementally. You don't have to be the best swimmer today. You just have to be a little bit better than you were yesterday, and I think that was something that we and our team learned throughout the pipeline. Is hey, you don't have to be the best at everything today, but everything that you do today is just making you a little bit better for tomorrow. And so I think breaking down things into manageable and you know smaller bite-sized things that you can you can do. You know hey, when I first started swimming, I couldn't believe people swam multiple laps at a time. You know, and I was like, “All right, I'm going to swim two, you know, 50s at a time tomorrow, and then, you know, next week I'm going to build up to 100,” or, you know, and it doesn't have to all happen overnight. Col. Naviere Walkewicz 14:45 Right. For a moment, I thought two to 100 but you're talking 50s. Well, that's fantastic, and thank you for sharing that because I think what I also gleaned from that is there's some self-discovery that comes from, I really don't like something, a part of you starts to learn, “Really, did I really not like that?” Right? Maybe feared that because I'm not good at that. And so I think I really appreciated your thoughts of you haven't really given your chance to truly assess that. Mitch Torrel 15:10 And I think we build things up so much in our head. You know, I think dive school is one of those — “Oh, it's terrifying.” You know?   Col. Naviere Walkewicz 15:16 I mean, it probably is, I'm not gonna lie.   Mitch Torrel 15:19 And it really wasn't. I think we throughout training did a good job. And in preparation, again, you fall back on your preparation. Worked really hard to get there. Put in the extra And it just makes you know those hurdles that at once seem like mountains, you know, just small little hills that you have to go over. Yeah. Col. Naviere Walkewicz 15:38 Well, you mentioned some of those in your life that you realize when you're going through something, you're probably not the first person that's gone through it, and you have that network of mentors. What are some of the traits that— And I think you alluded to, there are five traits in a leader that you really kind of look to, you know, to see. What are those? Mitch Torrel 15:56 So drive, you know, and a lot of people that were surrounded with, especially at the academy, or in you know in the soft community, or in the military in general, have drive, and so that's not necessarily a unique characteristic, but it's something that you need in order to make you successful. Interpersonal effectiveness, and so how do I integrate with a team? How do I relate to others? And it can't be cookie cutter for everybody, and because team environments, people you know are different, and that's it's one of those soft and fuzzy skills that you need to work on and develop the way that you communicate, and so can I get my message across? Do people understand it? And that's both in writing, spoken. You know, be nonverbal, verbal, the way that you carry yourself, body language, super important. Problem solving. So that's something that the academy does a good job of exposing you to routinely. Can I solve this problem? How do I get my team to you know get after this complex problem? And so that's another one of those characteristics that we typically assess and select for. I think stress tolerance. You know, Pipeline does a really good job of building you up with that. The Academy, basic training, all of that is just another iteration at how am I handling things when I'm getting yelled at, when there's a timeline, when there's you know things at stake. Col. Naviere Walkewicz 17:19 So I'm curious, were those you've just over time recognized that when I see things or leaders succeeding really well or being able to accomplish things that maybe that others would think impossible, they carry those traits. Is that how you have kind of derived them down to five? Mitch Torrel 17:37 I think there's the foundation of it. Obviously, there's a lot of subfacets that go into each of those traits and characteristics and some leaders have you know all five of them in spades. Some of them are much more heavily reliant on some of their characteristics than others, but it's always a good thing to develop the traits that you're lacking. I think feedback is a really important trait and really important characteristic of well-functioning teams, and so how did I do this week? If I didn't do great, you know, like I don't need to be beaten down about it. But people typically want to be high performers, and everybody has blind spots, and so being able to call out those blind spots in a healthy and functional manner is super important because people want to be high performers. And I had the privilege of running and getting to work some of our selection events, and what we found was a really cool trend, which is we used to do weird feedback, and so guys would show up to selection, and right away the first day you'd have a bunch of tasks and events, and we'd bring everybody together and be like, all right, go down the row. Who is the two highest performing guys today? And that's really easy. People love to give praise, and then you go down the line, and you're like, all right, call out the two lowest performing guys and tell them why. And people go, I don't want to do that, and it's like, why? Like, do you not want them to get better? Do you not want them to have the opportunity? We're in Day 1 of day X, and it's not too early to turn their train around. What we saw is typically the guys who are the lowest performing early on are never the lowest performing at the end of the year, and they take that feedback, they internalize it, and they adopt and you know overturn that. And it's really fun to see that progression, but none of that happens if they don't get called out, if they don't get constructive feedback. “Hey, when we were working as a team, you were doing X and Y and Z by yourself, or you know, there's a million reasons why either an action is perceived as hey, you weren't for the team, or you didn't perform the standard.” I think people getting that feedback is what turns that train around. Col. Naviere Walkewicz 19:49 Right, it's almost probably like exactly what they needed. So I'm curious because feedback is challenging. It's hard to I think for some to give feedback. It's hard for some to receive feedback, I'm fascinated because when I think about the pace in which you have had to operate and do things, that you make time for feedback. I'm curious if you could talk about how you guys do that in a way that's received well. Mitch Torrel 20:13 I think it, again, it goes back to interpersonal effectiveness, and so you've got to know who do I have on my team? Are they somebody who's going to internalize this or not take it very well? There's a bunch of different ways in which you can get feedback and then provide it to somebody. Where we used to early on in the pipeline, as guys were learning to get feedback and you know not you know get too shaken up about it. Is we would have guys write, all right, hey, everybody on our team, we're going to do three things they do well, three things you wish they'd improve on, and then we strip out the names and we provide just a list of hey, here your three things that you're doing really well, and then here are your three weaknesses that you know everybody said we go around we talk about it, and that was a really good kind of introduction, where it's not tanked to anybody. Right. And then what's really nice is you start to see trends. So it's really easy for people to be like, “Oh, you know, Mitch doesn't like me,” or, “That's Mitch's opinion.” But when you start to see that correlation of, well, I got this five times. Is hey, my body language day to day is probably not where it needs to be, or I'm constantly putting others down, or I'm just you know not showing up on time, just small things, and I think drawing awareness to that and getting buy-in from guys to change it, and you see that transition all the time, where, all right, like, now I'm aware of it, I can fix it, I can identify it, and then you get the team to hold you accountable with it. Col. Naviere Walkewicz 21:44 Well, in the way that you just described that, I'm curious how often you think that it's, you know, relevant or should be practiced. Is it, like, in the moment? Is it something, like, that where it's weekly? But I think, what I think is really neat about that — it was never attacking, and it was never something they had to defend. It just seemed like it was just information. Like it's what you do really well. This is what you need to work on. And taking the attribution away from it, like who said it? I think just made it, you know. Mitch Torrel 22:09 And I think everybody got to understand that you're a student, you know, of life and a student of your job. You're a student of life. You're a student of you know whatever position you're in. And I had a mentor growing up and played professional sports, and there was a conversation where, hey, “How do how do you know when it's time to retire? How do you know when you're done?” And it's when I stop improving and I stop learning. And so having that mentality where, no matter how long you've been around, there's things to improve upon, there's things to learn, is really hard to have because people, you know, you get comfortable in a position. It's like I've seen it all, I've done it all, I've been there. But the people who are the best at their jobs, and especially in the military, the people who show up every day, work on their trade, work on their skills and seek to improve, and I've been blessed to be surrounded by just, I mean, some of the most decorated warriors that the Air Force has put out on the battlefield. And it was a humbling experience, but even more so humbling was the approach they took every day. As they came into work every day and got better at something. They didn't sit on their laurels and “Hey, I did this two years ago, and now I can kind of walk through the rest of my career.” It was— they came in every day to work, and it was impressive. Col. Naviere Walkewicz 23:30 Oh man! What is something that and normally asks at the end, but it just seems so fitting right now. Like, how are you getting better and learning every day? Mitch Torrel 23:38 I think every day is new problem sets, and I think it's you know trying to expand my education. I think there's a lot of new tools out there. There's a lot of new opportunities and think the world's constantly changing. And so, staying informed is one of the ways in which I'm trying to be a better leader. I think business is this completely new hurdle. I think being in the military, there's a very different type of leadership that you're able to bring. And two, I mean, everybody is there for the mission generally and believes in the task and purpose. And business now, you kind of need to appeal to people in a lot more of a well-rounded manner. And so, I think having conversations with mentors, you know, I'm maintaining that. I try and just meet as many people as I can and glean information from them, experiences from them, because I'd like to think I'm getting smarter as I get older. I'm trying to learn all the lessons myself. So… Col. Naviere Walkewicz 24:39 Well, I'm grateful for that because the reason why we're talking here is because you answered, you know, and we're willing to talk about it. So I think that's you know just proof right there of that stretching and outreach. So before we shift into, I'm curious on you know you talk about you asked your mentor when does he know it's time to retire. I would love Kind of the business world, but before that, I'd like to visit actually one of your experiences while you're in in service, and you know it's something there's you know there's a movie on it. We actually featured in our 2018 checkpoint, but you were instrumental in rescuing the boys' soccer team in Thailand when they had a huge monsoon. And I was wondering if you kind of take me not so much. Maybe you can share with others in case they aren't familiar with it. But I'm really curious about the leadership piece of that because it was a huge operation, and it was dealing with water. So let's talk about that. Mitch Torrel 25:34 Yeah, exactly — my nightmare. You know what? I just happened to be in the right time at the right place. There was a team of pararescue men and combat controllers stationed out in Okinawa, Japan. There was a group of soccer players who got stranded in a cave after the monsoons came early and had flooded out a section. The Thai leadership and parks team, and then eventually the Thai Navy tried to attempt a rescue, and they weren't able to action it. So they reached out to the U.S. Embassy and asked if we had anybody in in the region who could come help. And that just happened to be our team out in Okinawa. I think it was definitely a challenge. There wasn't a lot of information when we left out the door. It was either, you know, is 13 individuals stuck in a cave. We don't know what the hurdles are. We don't know what's been tried. We don't know anything. We don't even know if they're alive. Oh my goodness. And so, getting on the ground, there was a lot of information to take in. There's a lot of people who were trying to help, trying to facilitate a rescue, working, you know, their own agendas, and I think coordinating and making sense of all that chaos was kind of the first task. Col. Naviere Walkewicz 26:47 And so, what was your role? So, you know, obviously, like the call came in, and then you know, you were — that was, you know, your, you know, was assigned to that. What was your piece, and like, how did you navigate that chaos? Mitch Torrel 26:58 So I felt like I had the best job out of you know anybody there. I got to be the operations officer, and so I was kind of the troop commander for the team that we had out. And you know, meanwhile, my leadership had to you know liaise with the other leaders. I got to be kind of down and in focused. All right, what plans are we working? How are we coordinating and liaising with our Thai counterparts? And got to be a little bit more down and in. And so I really enjoyed that part, and that was kind of why I got into special operations in general as I wanted to be, you know, working with a team of really, really high-functioning individuals on very hard problems. Col. Naviere Walkewicz 27:38 Right, and this was one of the first kind of very hard problems that you were, you know, working on. Mitch Torrel 27:43 It was. So this was my first operational mission, you know, coming out of the pipeline. I got stationed in Okinawa, and this was kind of the first opportunity to showcase what I'd learned and employ. And it was kind of, you know, everybody's dream is to go through training and then get to action some of those skills and traits that they've developed. Col. Naviere Walkewicz 28:02 Well, I imagine it was quite busy, you know, around the clock because you know time wasn't on their side, and so you were really working against the clock. But I'm curious how you, you know, how do you navigate with urgency as a leader, but still safely? You know, like how do you manage that? Mitch Torrel 28:21 I think, sometimes you got to know when to kind of pull the reins, and it's very easy— it was a very urgent situation, right? There's 13 kids trapped. They don't have food or water. We don't know if they're alive. The cave is continually flooding more and more every hour. But you got to have a plan to go off of. You got to be able to not rush into an emergency and make things worse. And I think off the start, nobody was monitoring who came and went from the cave, and that generated issues. John and Rick, the U.K. and British divers, stumbled on you know two would-be rescuers who got subsequently stranded in another section of the cave, and they were able to get them out. And then, and so we realized that taking a step back, generating a plan. When we arrived, there was a key leaders contingent that went into the cave to kind of get information first and foremost. And then we spent the rest of the team, all right download the gear, stage everything, prep everything, go get some rest, and then we're going to generate and come up with a plan in the morning. But sometimes you got to realize that you can't move them out in overnight, and so you need to take time, you know, do a little five-minute huddle and make sure that you have a plan that's not going to get you further into trouble. Col. Naviere Walkewicz 29:38 Yes, well, it's such an important role, and I'm thinking about you know those moments where your like, “Get some rest,” as the leader in this, and you know, kind of organizing this. What are the thoughts going through some of your in your head? And I ask that because I'm thinking about leaders who are experiencing something difficult for the first time, and maybe there's some doubt, or you know, how do you how do you calm yourself through some of those questions? Mitch Torrel 30:00 I think, for new leaders, you don't have to have all the answers yourself, and that is first and foremost. I on team, and probably one of the most junior guys. Yes, I'm in charge as the officer, but the guys who are working with me have been in the Air Force, have done rescue missions, have been doing the job for 15, 18, you know, upwards of 20 years, and so I think understanding that no matter where you're at in a team, you you're a part of a team for a reason, and you should be able to leverage input, leverage ideas, and you shouldn't be beholden to coming up with everything on yourself. I think delegation is super important. I think getting input and opinions from others is extremely important because sometimes the quietest guy in the room is going to have the best idea, and you need to enable and empower them to speak up, put them on the spot. You know, “Hey, what do you think? What do you— How do you think we should approach this?” And then your job as a leader is to take all these good ideas, is to empower the team to do its best, and so your job isn't to carry the water, come up with a plan, and do everything on your own. Like, you were there as a facilitator, and I think that that is the biggest takeaway. I spend, especially young cadets, please, please, please leverage you know the experience that that you're going to go out and be on team with. Col. Naviere Walkewicz 31:22 I think that's fantastic advice. And as you look back on it today, I know we chatted a little bit earlier. I said, gosh, you know, it probably it's a while ago, but maybe it feels like yesterday, and you said no, it feels like forever ago. You know, have you seen yourself? You learn from that, but have you grown in the way that you continue to do things now because of that experience? Mitch Torrel 31:43 I think everything is additive. You know, I mean that was a huge learning experience. It was I learned a ton. I think there are several things that having a second shot at it that would have done substantially different. I think the outcome ended up in a very happy manner; I think it's very easy now that we've developed this framework. Here's how we tackle this problem, but that's been applicable in other means and other avenues as well. And so again, you know, as you build your toolbox of experience, as you build kind of these traits, and you get to refine that, it's something that you continually get to bring out in other manners. And so yeah, I grew a lot from the event, learned a lot, and have been able to apply it since. Col. Naviere Walkewicz 32:29 Well, as I've been sitting across from you, one of the things that I'm just feeling in spades is that as a leader, you are somebody that's really humble, and you know you approach it, like, through humility. And so I'm curious, you know, how you've seen that carry you, and what you might share with others when they're thinking about, you know, how do I, you know, as I'm leading, how do I lead? Like how do I lead with humility? Because it seems like it's working very well for you. Mitch Torrel 32:51 I think it was easy to be humble when you're surrounded by the caliber of individuals that I was blessed to be around mean, every team I was on, it was. I mean, they were phenomenal guys who have done phenomenal things in their career and were just so impressive. And so I was just always just thrilled to be a teammate of theirs. I think, really going back to you know, again, your job as a leader is to facilitate the team, is to you know drive you towards mission accomplishment. I think if you always put things back onto why we here, it's not for leadership's sake, leaders don't exist, you know, outside of facilitation, and you know it's not to downplay the job of the leader. It's not at all. It's a big responsibility. You have the authority. You have the — you know all of that, and so now it's your job to delegate that accordingly and efficiently. And I think it's going back to just understanding that again, we exist for the mission. We exist to enable that team to accomplish whatever its task or business you know directive is, and so I think having an understanding of that, and then it's just fun to see people progress, right? You know that the cave rescue was my first mission, but that didn't mean because I hadn't had real world experience that I didn't have things that I could bring to the table, and I think it's understanding that as well as humility is important. Like maybe you know not jumping across the table and you know declaring yourself the king of whatever's going on, but individuals have a lot that they bring to the table. You know, having an ability to you know see other things that aren't being looked at, bring other perspectives to the table, even just making sense of the chaos. You know, and that's not something that you need to be a leader or in a leadership position to do. And being forward leaning enough to anticipate hurdles, second, third order effects. What else needs to be accomplished or taken care of? I mean, there's a lot of ways in which you can provide value. Col. Naviere Walkewicz 34:56 Mitch, have you always kind of been this way? Have you always kind of operated in that space or is it something that you've kind of learned over time about yourself, or taken on from others you've seen? Mitch Torrel 35:06 I think it's something that's developed. You know, I don't think you know. I think there's a little bit of nurture and nature into it, where you know you're born a certain orientation where it's like, hey, you're comfortable being you know in charging groups, and some people aren't, and that's OK. But a lot of people develop into it, and I think I've just been blessed with a lot of opportunities to try things out, fail, come back to the drawing board, work on it, improve, and you know the pipeline was monumentally developmental for me. I'm sure there's a lot of teammates who you know listen to this and laugh pretty hard about you know some of the stupid things that I did going through the pipeline, but they're learning experiences, and we had a really good group, and we pushed each other so hard, and so I had an assistant troop commander who was going through with me, and we had really healthy camaraderie, but a really healthy. I mean, we were constantly competing, and it just drove me to be so much better. Col. Naviere Walkewicz 36:07 So, you know, we were talking about how you are continually working on being better, right? Being better than you were yesterday, so that it's always kind of an additive improvement. I'm curious on when you've seen yourself fail. You talked about you failed and you've gotten better. Can you share an example of when you have failed and that literally shaped something very quickly instead of being additive, but quickly that you changed in the way that you already did. Mitch Torrel 36:34 I think just failures and take care of people, I think is one of the biggest things to learn is, you know, going through the pipeline, it's easy to you know lose sight of the overall end state. And at the end of the day, it's your goal is to there be there to make people better incrementally every day. I think there's been a couple situations in which maybe I was a little ax on some enforcement of rules or standard that came back to kind of bite us a little bit, you know. And so, and this this will probably feel free to cut this, you know. But I think there was an opportunity guys going through a pipeline. They're really young. I grew up, you know, in northern Minnesota, and you know, people drink underage. I was hey I'm OK hearing about it or you know like I'm you know as a commander it's like if it happens it happens you know but I think what's hard is how do you enforce the rules if you're looking the other way if you're not enforcing that standard and so I think what's really hard is you can be there be one of the guys but you got to set your red lines you got to set hey here's what I will and will not tolerate and so I think I learned early in the pipeline that if I'm OK or if I let the standard slip on certain things, you know, like guys drink underage, like guys do you know stupid things, and then they get in trouble for it. How do I, as a commander, enforce it? And so it was one of those learning experiences where going through the pipeline, guy had you know you know got found drinking underage, and it's like, “Hey, it's on you as the, you know, officer to discipline them.” It's like, “Well, I'm also a part of the problem because I didn't set that standard. I, you know, allowed it.” And so I think that was one of those heavy learning experiences where, you know, you're — yes, you're the quarterback of the team, but you got to there has to be some delineation between you know between what you allow and what you can't. Col. Naviere Walkewicz 38:49 I'm really glad you shared that because I think that's real. I think that is something a challenge that you know, especially when I think about the Class of '26 that just graduated and they just finished their six days of leave, and they're soon to head onto their bases, right? You know, the world doesn't always turn out, and so how do they navigate some of those things that they're going to inevitably come across? So I think that's a real conversation, and I really appreciate you sharing that. Mitch Torrel 39:14 And I think what I started doing, you know, from then on is, is you as a commander, you as a officer, should have you know your command guidance. It should be your checklist. Hey, here's what I value. Here's what my red lines are, and you gotta set the standard immediately to just let people know, “Hey, like here's what I'm gonna be irritated about if you show up late to meetings.” If, you know, here's what you know I'm not gonna handle any moral, legal, or ethical issues. Like if it's not moral or legally or ethically a problem, like my job is to you know delegate that down to you and allow you guys to do it. And so setting that standard early as leaders is extremely important because then it allows you to enforce, uphold the standard, and be like, "Hey, we talked about this. This is the expectation. You understood the expectation, and now I can hold you accountable.” And it's not me coming after you because we sat down and had a conversation. Col. Naviere Walkewicz 40:13 That's right. That's excellent advice. So one of the things that we like to do is ask you if you were sitting across, not Navid now, if you're sitting across young Mitch. What was what piece of advice you'd share with him? Mitch Torrel 40:25 I think, enjoy the period in which you're in every stage. I feel like every four years, I look back on the previous four years and just think about what an amazing time period that was. And you know, getting to play hockey, going to the academy, the academy was amazing. You're hanging with your friends. You're in college, and you know, increasingly as you age, it's going to be increasing responsibility. There's going to be a lot more you know burden on your shoulders, but it's fun, you know. And progression is fun, moving on to the next stage. But I think enjoy where you're at in life a little bit more. It would kind of be my advice. And then, you know, I don't necessarily regret anything, but it's you know continually to just work hard, progress, and you know have those cups coffee, learn from other mentors, you know, expand your network, and just grow.   Col. Naviere Walkewicz 41:20 What are you doing now that helps you enjoy life? Mitch Torrel 41:25 I think right now, so just moved, and you know, right now I'm trying to focus on a little bit more me, you know, be a little healthier with sleep, eating, you know, and just I think it's easy to kind of burn the candle at both ends, and now it's kind of taking a step back and understanding that you need to be rejuvenated, you need to you know unplug periodically to be able to bring your all to you know what you're working on, and sometimes things get monotonous, and sometimes you know you just need to take a step back and reinvigorate yourself. Col. Naviere Walkewicz 41:58 I love that. That's fantastic. So, today, in today's terms, what are you most proud about yourself when it comes to? And if I word this right, maybe I say, what are you most proud about in being a facilitator? I want to say being a leader, but I wonder if you're going to answer that. I'm really good at facilitating high-performing teams. I'm curious how it goes. Mitch Torrel 42:19 I think what I'm most proud about is just looking back at the people I've had the blessing of coming across and just seeing them grow in their life. You know, like I think we allow sometimes in in the military where everybody's going to leave the military at some point, and that's OK. You know, I've got friends who stayed in for 2030, years and done phenomenal things. I've got friends who've gotten out, and you know progressed in their professional careers, and to me, it's just fun to see where everybody ends up. Like I love seeing people have success, and especially people who, you know, I may or may not have helped at least a little bit. You know, or you know, at least been a bad example of what not to do. But I think, yeah, it's the relationships that I look back on, and I'm just very happy to have you know gotten to know the people that I've come across. Col. Naviere Walkewicz 43:13 Well, you yourself made that transition, I think, from you know active service and obviously an entrepreneur. You know, what's some advice you might give someone in in that kind of decision calculus of transitioning their career? Mitch Torrel 43:26 I think it just goes back to again, am I am I continually am I student of the game? Am I showing up every day invigorated to learn and be better at my job? And you know maybe if the answer is if not, you need to step away for a little bit, reinvigorate yourself, reprioritize your life. And sometimes it's just, hey, I've got some goals that I've set out to get after, and sometimes your path diverges, and that's OK. And I think in my case it was I had some things that I wanted to accomplish in life that the — it was just time for me to, you know, change my path, of course. And so it wasn't. I loved the military. I loved the team environment, the camaraderie, the units that I got to be part of were phenomenal, and I miss that every day. But sometimes you just got to, you know, understand where you're going and you know set out and accomplish those goals. Col. Naviere Walkewicz 44:20 Well, I think there's been a theme across many of the graduates I get to speak with, and service continues even out of uniform. So I think that that definitely speaks volumes. So Mitch, was there anything today that we didn't cover that you would love to share with our graduate community, even if it's just words of encouragement? Mitch Torrel 44:37 No, I think it's just you know continue to build your skill set, build your toolbox, understand that every day is an opportunity to learn to better communicate, to invest in yourself, to professionalize you know your approach to things and building discipline, building you know your approach to complex problems, and I think a lot of us just want to check the box and move on and get you know. But every day again is an opportunity to better yourself, and so I think that that's what I would impart on, you know, younger next generation who are going to solve tomorrow's hard problems, who are going to be in these complex positions that we can't even fathom. Col. Naviere Walkewicz 45:21 Well, there are so many amazing things that we covered today that I think many can take back and internalize and find the way that it connects to them. But something that really stood out to me, just first and foremost, with you mentioned that you're more authentic and you just live with your heart. And so I think that came out in spades. I loved learning that you know leadership to you started with really kind of looking inward and what you really wanted, right? You could have gone a path of a pilot, and you could have done well, but you recognize that there is something that you wanted to do that might be more fulfilling with your skill set and align better with you. I think that that is that awareness as a leader is really important. I also really appreciate how you continue on focus on better every day, and you don't have to be the best tomorrow. But you need to be better than you were, and you're competing against yourself every day while lifting others up. I think the other thing that I really just enjoyed about you is remembering that the leader, yes, does have responsibilities to make decisions and you know, you know, advocate and empower others, but you're a facilitator and making sure that you help others have their voices bring out the best so that you actually can bring out the mission to success. So it's been an incredible conversation. I've thoroughly enjoyed this. So I just truly appreciate you being on Long Blue Leadership. Mitch Torrel 46:33 No, thank you. Col. Naviere Walkewicz 46:35 Absolutely. And so, for any of you that are still watching and listening to this, be sure to share this with others because the leadership journey is one that it never ends. Right? We're always growing and evolving, and this conversation and all of our conversations on Long Blue Leadership with the lives of Air Force Academy graduates can just help you in your own personal journey. So, see you next time on Long Blue Leadership. I'm Naviere Walkowicz. Thank you. Mitch Torrel 46:56 Thank you.   KEYWORDS Leadership, fear, resilience, mental toughness, preparation, adaptation, team cohesion, shared hardship, humility, mentorship, feedback, continuous improvement, self-awareness, stress tolerance, problem solving, interpersonal effectiveness, communication, delegation, accountability, standards, courage, growth mindset, trust, mission focus, servant leadership.   The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

The Multnomah County Homeless Services Department was first established in 2016 as the Joint Office of Homeless Services — an office overseeing services provided to people experiencing homelessness in Portland and Multnomah County The agency faced turnover as it transitioned from a joint office to a formal county department in 2024, and its newest leader, appointed in April, is Nathaniel VerGow, who comes from the Los Angeles Homeless Services Authority.   VerGow begins his new position following Portland Mayor Keith Wilson’s campaign promises to end unsheltered homelessness in Portland, which have raised questions about what goals can be realistic for the city and what services do the most good. He's also heading up the agency as it faces a $67 million funding gap. VerGow says the agency has the current job of learning how to “do as much if not more with less,” as the department adjusts to its new fiscal norm.   We’ll hear from VerGow about his plans for the agency, and how his work with the Los Angeles Homeless Services Authority can inform his new role with Multnomah County.  

Aug. 10, 2026- In an excerpt of Dispatches from Planet Albany, we talk to State Sen. Shelley Mayer about her new role as chair of the Democratic Senate Campaign Committee. The Westchester County Democrat also identifies potential pickups in the state senate.

Send us Fan MailThere's a moment after every promotion where you have a decision to make, even if you don't realize you're making it. Keep leading the way that got you here, or figure out what this new role actually needs from you. Most leaders default to the first one without noticing.That default is a negotiation problem, not a personality trait. The way you show up sets the pattern for how everyone around you responds, and if you don't reset it, neither will they.That's the shift most new leaders skip, and it's not automatic just because your title changed.In this episode, I'll cover:Say the shift out loud, to your team and to yourselfAsk more questions instead of jumping straight to answersAnticipate what your boss needs before they have to ask

Being [at Work] offers a daily dose of leadership focused on helping you, the leader. During challenging times we need all of the encouragement we can get. Sometimes there's simply no playbook and we just need to do the best we can. Sometimes the best we can is being reminded of the gifts and insight you already have within.Be sure to subscribe and get your daily dose.Subscribe in Apple Podcastshttps://podcasts.apple.com/us/podcast/being-at-work/id1468460670Subscribe in Spotifyhttps://open.spotify.com/show/4xU1c5ncX5Vuukohwhps34About Andrea ButcherAndrea Butcher is a visionary business leader, executive coach, and keynote speaker—she empowers leaders to gain clarity through the chaos by being MORE of who they already are. Her experiences—serving as CEO, leading at an executive level, and working in and leading global teams—make her uniquely qualified to support leadership and business success. She hosts the popular leadership podcast, Being [at Work] with a global audience of over 600,000 listeners and is the author of The Power in the Pivot (Red Thread Publishing 2022) and HR Kit for Dummies (Wiley 2023).Connect with Andreahttps://www.abundantempowerment.com/LinkedIn - https://www.linkedin.com/in/leaderdevelopmentcoach/Abundant Empowerment Upcoming Eventshttps://www.abundantempowerment.com/events

Why do six in ten of your people feel unheard at work? Trevor goes one level up from the first-week mentor: the new leader nobody onboards. He unpacks why a badge and a shift turn your best technician into a command-and-control boss, what the study of 1,250 manufacturing workers with Crossover Solutions and The Center for Generational Kinetics says people actually want from a leader, and what to build into a new supervisor's first 30 days so the concerns keep coming.

The FDA published briefing documents ahead of advisory committee meetings for Capricor Therapeutics' Duchenne muscular dystrophy therapy and Replimune's advanced melanoma drug indicating an uphill battle for the biotechs; GSK and AstraZeneca outlined ambitious plans in second quarter presentations; Sarepta tapped Michael Severino as its new CEO; and Amgen launched its official defense of Tavneos.

"People trust leaders who take time to understand before they act." Episode Chapters [00:48] Why new leaders face immediate pressure [03:26] Build trust before making changes [04:27] Why the first 90 days matter [06:52] Balancing patience with quick decisions [08:57] Setting expectations through communication [10:15] Learn by working alongside employees [12:56] Communication reduces assumptions and uncertainty [13:44] Trust creates lasting leadership success Starting a new leadership role often comes with pressure to make an immediate impact. That pressure can tempt new leaders to introduce change before they fully understand the organization. That approach often creates resistance instead of results. In this episode, Tim Dyck shares why the strongest leaders resist the urge to change everything on day one. Instead, they focus on building trust, understanding the work happening on the front lines, and communicating openly with their teams. When new leaders commit to earning trust first, they put themselves in a position to lead meaningful change that people are willing to support. Connect with Tim and his team: Website: https://bestculturesolutions.ca/ LinkedIn: Best Culture Solutions, Inc Instagram: @best.culture.solutions   Email: tim@bestculturesolutions.ca Jody Maberry: jodymaberry.com Katie Currens: katiecurrens.com  

Bob and Josh each bring a list for the person thinking about stepping into leadership for the first time. Your why, the loneliness, the burdens you can't share, why most leaders are bad at hiring, and how to keep from getting pickled by the leaders around you. Stay Connected and Informed with Our NewslettersJosh Anderson's "Leadership Lighthouse"Dive deeper into the world of Agile leadership and management with Josh Anderson's "Leadership Lighthouse." This bi-weekly newsletter offers insights, tips, and personal stories to help you navigate the complexities of leadership in today's fast-paced tech environment. Whether you're a new manager or a seasoned leader, you'll find valuable guidance and practical advice to enhance your leadership skills. Subscribe to "Leadership Lighthouse" for the latest articles and exclusive content right to your inbox.Subscribe hereBob Galen's "Agile Moose"Bob Galen's "Agile Moose" is a must-read for anyone interested in Agile practices, team dynamics, and personal growth within the tech industry. The newsletter features in-depth analysis, case studies, and actionable tips to help you excel in your Agile journey. Bob brings his extensive experience and thoughtful perspectives directly to you, covering everything from foundational Agile concepts to advanced techniques. Join a community of Agile enthusiasts and practitioners by subscribing to "Agile Moose."Subscribe hereDo More Than Listen:We publish video versions of every episode and post them on our YouTube page.Help Us Spread The Word: Love our content? Help us out by sharing on social media, rating our podcast/episodes on iTunes, or by giving to our Patreon campaign. Every time you give, in any way, you empower our mission of helping as many agilists as possible. Thanks for sharing!

For review:1. The United States refrained from striking Iran overnight Friday-Saturday for the first day in two weeks.After the quiet night in Iran, there were also no reports on Saturday of attacks by Iran on its Gulf neighbors, which have been taking place daily as well.2. Prime Minister Benjamin Netanyahu will meet US President Donald Trump on Tuesday at the White House, the premier's office announced Friday, in what will be the leaders' first sit-down since the outbreak of the Iran war on February 28.3. The Israel Defense Forces has in recent days announced a series of strikes in the Gaza Strip targeting Hamas and Islamic Jihad members who it said were involved in the October 7 attack, or the subsequent holding of hostages.4. Khalil al-Hayya has been elected to be the new leader of Hamas, the terror group announced Monday.Al-Hayya, who previously served as the head of the group's political bureau in Gaza, defeated former Hamas chief and veteran leader Khaled Mashaal.5. US President Donald Trump's administration has maintained that Turkey does not currently meet the criteria necessary for purchasing F-35 fighter jets from the United States.To address US concerns, Turkey has been in talks with Washington about offloading the S-400 system.6. Ukraine and the U.S. are coordinating a new round of peace proposals to present to Moscow, hoping that changing war dynamics could create the opportunity to push Russia toward negotiations, Ukrainian and U.S. officials told the Kyiv Independent.7. Greece has approved the purchase of a multi-layer air defense system worth up to €3.5 billion ($4 billion) from Israel, its defense minister said on Thursday.Greece wants to build a multi-layer anti-ballistic, anti-aircraft and anti-drone system, called “Achilles Shield,” with Israeli radars and missiles from Rafael and IAI defense companies forming the core of the system.8. Australia successfully tested a “Frankenstein” medium-range air defense system last month, harnessing existing and new capabilities in a way nobody has tried before.This first-of-type integration, which successfully fired an SM-2 interceptor missile, offers an alternative to buying expensive air defense systems.

Mastering the First 90 Days for New Executives Mastering the First 90 Days as a new CEO or executive? In this episode of the Health Search Partners podcast, Neil Marshall and Kurt Mosley break down proven strategies from the first 90 days book and real-world leadership experience. Whether you're searching for the best books on the first 90 days as a CEO, how to build a 90-day plan for new CEOs at tech startups, or a practical first 90 days summary for a first 90 days new job, this conversation delivers actionable insights.   Discover how to navigate organizational culture and leadership, understand what organizational culture really means, explore organizational culture types, dive into organizational culture theory, and answer the big question: can organizational culture be managed? Learn to secure small wins (with inspiring small wins quotes), execute powerful symbolic acts, and build credibility fast.   Main Topics Covered: Importance of the first 90 days for organizational impact Listening, learning, and earning trust as key leadership skills Powerful symbolic acts that build credibility rapidly Negotiating quick wins and meaningful actions upfront (small wins quotes) Recognizing and navigating organizational politics The significance of behavior and presentation in leadership success Strategies to foster team cohesion and avoid premature change Organizational culture and leadership — how to assess and influence it without rushing Building your personal 90-day plan while respecting existing organizational culture types   The Importance of the First 90 Days The initial 90-day window is a critical period for any new executive to build credibility and establish the foundation for their tenure. Neil Marshall and Kurt Mosley explain that this timeframe is the sweet spot for creating a positive first impression. Rather than rushing into formal strategic planning, effective leaders focus on listening, learning the organizational culture, and earning the trust of their people.   Symbolic Acts and Quick Wins Symbolic actions serve as powerful tools for signaling a new leadership approach. Examples include a CEO spending nights in hospital resident dorms to understand staff conditions. These visible, practical gestures often carry more weight than formal communications. Negotiate resources for quick wins during the hiring process so you can deliver immediate value.   Active Listening and Gaining Traction Kurt Mosley shares the “25-50-25 rule” — identify supporters, detractors, and the neutral majority, then focus on winning over the middle 50%. Go to employees' workspaces, ask what success looks like to them, and synthesize feedback into actionable themes.   Avoiding Common Pitfalls Don't move too fast on personnel changes. Ensure your behavior aligns with your stated values (“audio matches video”). Leaders must be quick to learn and observe but slow to impose their will until they've earned the right. Whether you're a new CEO in tech, healthcare, or any industry, this first 90 days summary equips you with the tools to succeed. If you're looking for the best books on the first 90 days as a CEO (including Michael Watkins' classic The First 90 Days), this episode brings the principles to life with real executive stories. Connect with Guests: Neill Marshall  LinkedIn: https://www.linkedin.com/in/neillmarshall/ Kurt Mosley  LinkedIn: https://www.linkedin.com/in/kurt-mosley-01893212   Connect With Tim Website: timstatingtheobvious.com Facebook: https://www.facebook.com/timstatingtheobvious YouTube: https://www.youtube.com/channel/UCHfDcITKUdniO8R3RP0lvdw Instagram: @TimStating TikTok: @timstatingtheobvious LinkedIn: https://www.linkedin.com/in/tim-staton-04b41a271/ SKOOL Community: https://www.skool.com/timstatingtheobvious-9537/about?ref=de9c7e65d8ba4eeabc1a8eea413c125b

It's Thursday, July 23. Here are today's top stories around Central Indiana. Want to go deeper on the stories you hear on WFYI News Now? Visit wfyi.org and follow us on social media to get local news every day. WFYI News Now is hosted by Barb Anguiano and produced by Zach Bundy. Subscribe wherever you get your podcasts.

You just got promoted. Or you just walked across the stage. Or you're staring at an offer that looks perfect on paper. The phone is blowing up. The congratulations are pouring in. And underneath all of it, the pressure to make the next move is already loud. You start wondering if you're falling behind. You start scanning for the next thing. You start telling yourself the clock is ticking, when honestly, the only clock is the one in your own head. That is the urgency trap. And it is where a lot of newly promoted leaders make decisions they end up regretting. In this episode, James Rosseau Sr. shares the C-suite offer he almost took. Big role. Real budget. A team he could point to. On paper, it was the obvious next move. What stopped him wasn't a better offer. It was getting still long enough to see what was really pulling him toward it. You'll learn why urgency clouds your judgment, why stillness after a big moment isn't laziness but strategic clarity work, and how to tell the difference between visible progress (what other people can see) and real progress (who you're becoming). James also walks through a 20-minute exercise you can do this week, three questions to answer honestly, and a two-column list that will show you where to actually move next. By the end of this episode, you'll have permission to slow down long enough to make the right call instead of the fast one. Your next move is not your last move. Choose progress over perfection.

An incendiary device was set off in Manhattan, the names of two Americans lost in an Iranian attack have been released, and the FDA walks back its claims that Taco Bell's lettuce provider caused an explosive outbreak. Get the facts first with Evening Wire. - - - Ep. 2901 - - - Wake up with new Morning Wire merch: https://bit.ly/4lIubt3   - - - Privacy Policy: ⁠https://www.dailywire.com/privacy⁠ morning wire,morning wire podcast,the morning wire podcast,Georgia Howe,John Bickley,daily wire podcast,podcast,news podcast Learn more about your ad choices. Visit podcastchoices.com/adchoices

Andy Burnham is sworn in as the latest British Prime Minister, and our guest says the way he helped bring her abducted daughter home — is proof that he's the right person to lead her country.A group representing Iranians in the US has filed a new lawsuit alleging the American government worked with the Iranian regime to fast-track the deportation of asylum seekers.Two First Nations in Ontario have been destroyed by wildfires in less than a week. Nishnawbe Aski Nation Grand Chief Alvin Fiddler describes the scale of the loss.Ontario Premier Doug Ford responds to new tariff threats by US President Donald Trump over lousy air quality south of the border, because of Canadian wildfires. A nurse in Michigan describes the experience of contracting cyclospora — the parasite that has caused thousands of nasty cases of diarrhea in the US. She tells us it's unlike anything she's ever treated — or lived through herself. Researchers ask birdwatchers to stop using technology to "enhance" pictures of their avian discoveries —because it's messing with science. As It Happens, the Monday Edition. Radio that has no time for cheep tricks.

In this episode of Southeastern Fly, we recap a recent trip to Upper East Tennessee with the Liars and Tyers. The trip included clear water, low flows, long leaders, dry-dropper rigs, and plenty of stories from more than two decades of fishing together.We also look at the leader setup that became our go-to system for the trip. It was not the easiest rig to cast, but it helped us make delicate presentations without putting fly line over wary fish.This trip was a reminder that good fishing does not always require complicated flies. Sometimes a simple midge, a long leader, and a precise drift are all it takes.Key Highlights:We stop at Buc-ee's, suffer through a bad Wendy's meal, and navigate Knoxville traffic.A long mono leader helps us avoid spooking fish in clear water.Simple red midges produce most of the action.Clean, drag-free drifts outperform complicated fly patterns.Riffles and color changes consistently hold fish.Accurate casts and delicate presentations are essential.We share a reminder to respect other anglers and their water.We revisit a productive spot named more than 20 years ago.Low flows make rowing challenging, but the river becomes easier to read.Resources:Visit southeasternfly.comSign up for our newsletterProduced by NOVA

Today's top stories, with context, in just 15 minutes.On today's podcast:1) The US conducted a ninth straight day of airstrikes on Iran, targeting military targets and communications networks. Iran continued to attack US bases in several countries, and the standoff shows no sign of easing, with Iran refusing to relent over the Strait of Hormuz. The US-Iran interim peace deal has all but collapsed, and talks over Tehran's nuclear program and a permanent cessation of hostilities have stalled.2) Andy Burnham is set to become the UK's prime minister with numerous outstanding questions about his cabinet and policy direction. Burnham will pledge to deliver improvements in people's lives and set out his domestic priorities, concluding with a "message of optimism" about Britain's future. The incoming leader will inherit a range of challenging issues, including immigration, welfare, productivity, and social care, as well as navigating global relationships, including with US President Donald Trump.3) Spain won its second World Cup title, defeating Lionel Messi’s Argentina 1-0 in extra time. The World Cup has been a commercial success, with FIFA increasing its four-year revenue expectations by about $2 billion and more than 15 million people attending stadiums and fan festival areas. The tournament was marred by controversy, including President Donald Trump's intervention on behalf of a suspended American player, which led to criticism of FIFA's obsession with money and power.See omnystudio.com/listener for privacy information.

July 13 | Deuteronomy 31:1-29; Luke 12:8-12; Psalm 78:40-55; Proverbs 19:6-7 //  Enjoying the Wisdom Word for the Week? Download your own copy of the Wisdom Word for the Week at newsongnashville.com/wwftwkids.    

Today – Amy Walker is stepping into a new leadership role at Springmill STEM Elementary, bringing years of classroom, administrative and school board experience with her.Support the show: https://richlandsource.com/membersSee omnystudio.com/listener for privacy information.

Don't you know who I am?For many Canadians, the answer is “no” when it comes to some of our political leaders. A new poll from Pollara suggests that very few Canadians can name the leader of the NDP (Avi Lewis) or any cabinet ministers, while Pierre Poilievre's recognition hasn't shifted much over the last three years. Plus, many people still struggle to spell his name correctly.This week on The Numbers, we discuss these recognition numbers as well as the latest polls on federal voting intentions nationwide and provincial voting intentions across Atlantic Canada, where the results leave us a little lost for words. We also breakdown Conservative MP Richard Martel's appointment to the Senate and what it means for the upcoming byelection in Chicoutimi—Le Fjord.Looking for even more of The Numbers? If you join our Patreon and support this joint project of ours, you'll get ad-free episodes every week, bonus episodes several times per month and access to our lively Discord. Join here! The bonus episodes are also available via an Apple Podcasts subscription.You can watch this episode on YouTube. Hosted on Acast. See acast.com/privacy for more information.

Download the “65 Investment Terms You MUST Know to Reach Your Financial Goals” for FREE by going to https://TodaysMarketExplained.com/  The market continues to push higher, but beneath the surface, leadership is changing rapidly. Commodities have suffered a sharp pullback, healthcare is quietly staging a comeback, semiconductors continue to dominate the AI narrative, and expectations for interest rate cuts are fading as inflation proves more persistent than many expected.In this episode of Today's Market Explained, Brian Kasal and Chris Reardon break down the latest market rotation, why international equities continue to outperform, and how stronger-than-expected economic data is reshaping the Federal Reserve's outlook. They also examine what falling oil prices, resilient employment, and record AI investment spending mean for investors heading into the second half of the year.Valuable Insights You'll Learn:Why commodities experienced one of their sharpest pullbacks of the yearHow semiconductors—not the Mag Seven—are driving today's AI rallyWhy the Federal Reserve is becoming less likely to cut interest ratesWhat stronger-than-expected employment numbers reveal about the economyFollow us here to see short videos of all our best investing tips:TikTok: https://www.tiktok.com/@todaysmarketexplained  Instagram: https://www.instagram.com/TodaysMarketExplainedYouTube: https://www.youtube.com/@todaysmarketexplained Facebook: https://www.facebook.com/TodaysMarketExplainedTwitter: https://twitter.com/PodcastTMEWebsite: https://todaysmarketexplained.com/ DISCLAIMER:This podcast is provided by FourStar Wealth Advisors for the general public and general information purposes only. This content is not considered to be an offer to buy or sell any securities or investments. Investing involves the risk of loss and an investor should be prepared to bear potential losses. Investment should only be made after thorough review with your investment advisor considering all factors including personal goals, needs and risk tolerance. FourStar is an SEC registered investment advisor that maintains a principal business in the state of Illinois. The firm may only transact business in states in which it has filed or qualifies for a corresponding exemption from such requirements. For information about FourStar's registration status and business operations please consult the firm's form ADV disclosure documents, the most recent versions of which are available on the SEC investment advisory public disclosure website at www.adviserinfo.sec.gov 

The National Institute of Standards and Technology has a new leader. Arvind Raman was sworn is as the fifth undersecretary of commerce for standards and technology on June 30th. He was confirmed by the Senate in May. Raman was previously the dean of engineering at Purdue University. His background is in atomic force microscopy, human biomechanics and electronics manufacturing. As the head of NIST, he'll be charged with overseeing an array of high-profile work in areas like artificial intelligence, quantum science, and biotechnology.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Today's guest is Jaeson Jones. He is a retired Captain from the Texas Department of Public Safety's Intelligence and Counterterrorism Division, and a recognized expert of Mexican drug cartels and transnational crime. He is also a correspondent for Newsmax. Borderland: Narcosis is an IRONCLAD Original Chapters (00:00) Intro (02:33) Landing the Interview with Secretary Omar Harfuch (05:58) Inside the Operation That Killed El Mencho (09:27) The Shift From Cartel Bosses to "The Company" (12:54) Why Cartel Figures Are Turning Themselves In (16:47) Current Border Conditions in Roma, Texas (21:15) Meth Trafficking Ties to Sinaloa Factions (28:41) Cartel Infiltration of Oil and Mining in Texas (35:02) "It's Over": Jones' Prediction on Cartel Collapse (40:06) What's Next for Jaeson Jones Sponsors: 1st Phorm: Go to⁠ ⁠https://www.1stphorm.com/borderland⁠⁠ and get free shipping on any orders over $75, free 30 days in the app for new customers, and 110% money back guarantee on all of our products. Kubota Tractor Corporation: https://www.youtube.com/user/Kubotatractorcorp Subscribe on Apple Podcasts: https://podcasts.apple.com/us/podcast/borderland-narcosis-with-vincent-rocco-vargas/id1730589324 Subscribe on Spotify: https://open.spotify.com/show/6w9YAIljxWKXsetl10w9Qp?si=8a5eb53e12b74e3a Learn more about your ad choices. Visit megaphone.fm/adchoices

With the start of another summer, it's time to think about new beginnings — for political parties! This week, we're doing something we haven't done before. Every December, we draft the party leaders we think will be heading into the sunset. Now, in this first post-Canada Day episode, we're drafting leaders who we say will be newly installed at the helm of their parties.The rules are simple: we draft six people onto our teams who we think will (or could) be promoted to party leader between now and next Canada Day. We have a number of provincial leadership races to choose from, but our teams have to include at least one person who we say will win a leadership race that has yet to even be called.Who will win the first edition of the New Leaders Draft? Who has the better team of hopefuls, and who should we have added to our lists? Let us know!Looking for even more of The Numbers? If you join our Patreon and support this joint project of ours, you'll get ad-free episodes every week, bonus episodes several times per month and access to our lively Discord. Join here! https://thenumberspod.ca/The bonus episodes are also available via an Apple Podcasts subscription.You can watch this episode on YouTube. Hosted on Acast. See acast.com/privacy for more information.

In this third and final installment in Parshat Pinchas we find out the process of appointing Yehoshua the new leader and learn all about Karbon Talmid and the many Karbanot of the holidays and Rosh Chodesh. Enjoy and Shabbat Shalom!

Have you ever felt lost, not knowing where to go? The Book of Joshua reminds us that God always places special people in our path, who lend a hand to us, and offer us a fresh perspective. Often, these people are strangers who provide protection, care, and assistance. Through these "angels on earth," God reveals to us His infinite love and fulfills His promises.Join us for an episode packed with exciting adventures! You will learn how Joshua led the Israelites toward the Promised Land—passing through Jericho—and encountered a woman who, by protecting the Isralites from the local soldiers, became a brave heroine!

Becoming a new leader is one of the most dangerous promotions in business. The person who was promoted for hard work, strong KPIs, early starts, late finishes and personal accountability suddenly becomes responsible for other people's performance. That sounds like career progress, but it can become a trap. Many new managers in Japan, Asia-Pacific, Europe and the US receive little or no formal leadership training. They are expected to work it out alone. The problem is that the skills that earned the promotion are not the same skills needed to succeed as a leader. The new game is leverage, coaching, persuasion and building capability through the team. Why do new leaders struggle after promotion? New leaders struggle because they keep doing the work that got them promoted instead of learning how to lead others. They remain top performers, but they fail to multiply performance through the team. This is common in sales, finance, operations, technology and professional services. A strong individual contributor becomes a team leader and still tries to personally save the numbers. That works for a while, until the organisation raises the target and individual output hits its limit. A leader with ten people has access to eighty hours of team effort in a single day, while one heroic manager has only sixteen hours at most. The leverage is obvious, but many new leaders miss it. Do now: Stop measuring your value only by your personal output. Measure how much better the team performs because of your leadership. How can new leaders stop doing and start leading? New leaders must deliberately shift time from personal production to team development, coaching and performance management. The goal is not to be the busiest player; it is to become the conductor of the orchestra. The orchestra conductor does not play the violin, trumpet or drums. The conductor studies the musicians, aligns timing, manages egos, draws out potential and lifts the whole performance. New managers must do the same. Yes, some may still carry clients or operational responsibilities, especially in SMEs and lean organisations. But over time, they should move those tasks to capable team members and invest more time in developing people. Do now: Audit your week. Reduce low-leverage personal tasks and increase time spent coaching, delegating and improving team capability. How should new leaders balance people and process? New leaders need enough process to protect the organisation and enough freedom to allow creativity, ownership and experimentation. Too many rules kill initiative; too few controls create risk. Compliance matters. Rules protect companies from legal, financial and reputational disaster. We have all seen finance-world examples where weak controls and adrenaline-fuelled risk-taking damaged or destroyed firms. But if every action requires permission, the team stops thinking. In Japanese companies, where stability and process discipline are often strong, leaders must create safe space for ideas while respecting governance. In startups, the danger may be the opposite: too much freedom and not enough control. Do now: Clarify non-negotiable rules, then invite the team to find better paths within those boundaries. Why should leaders encourage ideas from the team? Leaders should encourage team ideas because creativity, ownership and engagement grow when people help shape the solution. If every answer comes from the boss, the team becomes passive. New leaders often let ego get in the way. They think, "I am the boss, so the best ideas should come from me." Or worse, they fear that a talented team member might replace them. That is small thinking. Organisations everywhere are crying out for leaders who create more leaders. A manager known as a "leader creating machine" becomes more valuable, not less. If nobody can replace you, you may be trapped in the same role forever. Do now: Ask the team for options before giving your answer. Build people who can eventually replace you. Why is coaching essential for first-time managers? Coaching is essential because the leader's job is to help people become better than they already are. If everyone keeps working the same way, the team will keep getting the same results. Many new leaders were self-sufficient high achievers. They did not need much help, so they underestimate how much coaching others require. But people do not automatically change because the boss wants better numbers. They may want the company, market, customers or boss to change while they stay exactly as they are. That is where coaching, listening and persuasion become core leadership skills. Dale Carnegie-style leadership is not command and control; it is influence, trust and development. Do now: Schedule regular coaching conversations and focus on behaviour change, not just task updates. What should new leaders study to keep succeeding? New leaders should study leadership deliberately because management skill does not arrive through osmosis.Promotion gives authority, but study builds capability. First-time managers should study delegation, coaching, listening, persuasion, conflict management, motivation and performance accountability. In Japan's consensus-oriented business culture, persuasion and listening are especially important because blunt orders often create surface agreement without real commitment. In Western organisations, speed and directness may be valued, but influence still matters. The Darwinian "up or out" business world does not forgive leaders who refuse to grow. Do now: Treat leadership as a discipline. Study it, practise it and get feedback before small mistakes become career-limiting habits. Final Summary New leaders succeed when they understand that promotion changes the job. What worked before will not be enough now. The leader must stop being only the best player and start building the whole team's performance. Three priorities matter most. First, stop doing everything yourself and start gaining leverage through others. Second, balance process with people so the organisation stays safe while creativity survives. Third, become a genius coach who listens, persuades and develops capability. Study the new role seriously. In leadership, survival and success belong to the people who learn fastest. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

In this episode of TFG Unbuttoned, Tim and John discuss a disgusting swatting attempt against “Mayor Pete” and his family. Also, Donald is the new Adolf as newborns named Donald have plummeted in popularity. Finally, Chick-fil-A, after 11 years, is no longer America's favorite fast food. Apple Podcasts: apple.co/1WwDBrC Spotify: spoti.fi/2pC19B1 iHeart Radio: bit.ly/4aza5LW Tunein: bit.ly/1SE3NMb YouTube Music: bit.ly/43T8Y81 Pandora: pdora.co/2pEfctj YouTube: bit.ly/1spAF5a Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Full Video:https://youtu.be/fHsuQDmQKc8https://www.instagram.com/janeapplegathYOUTUBE: https://bit.ly/4jqFLbiSpotify, iTunes and more. https://bit.ly/3Ey8bAWThe fastest way to lose yourself isn't failure. IT'S REPEATEDLY SAYING YES TO WHAT VIOLATES YOUR VALUES.Your stress isn't always caused by the situation.Sometimes it's caused by betraying your values.Next time life feels heavy, ask: "WHICH OF MY VALUES IS BEING COMPROMISED?"Maybe your integrity is asking you to speak. Maybe your courage is asking you to act.Maybe your authenticity is asking you to stop pretending.Stress is often a signal you're out of alignment.Your greatest power is choosing the value you'll stand on, especially when it's difficult.

Minnesota has a state agency dedicated to helping schools prepare, respond and recover from all kinds of threats and emergencies. From school shootings to cyberattacks, the Minnesota School Safety Center's mission is to keep schools safe. MPR News host Nina Moini spoke to the agency's new leader, Connie Forster, about her ideas as she steps into the role.

Mamdani Emerges As Kingmaker & New Leader Of Democratic Party! Trump Orders Criminal Investigation Of International Oil Companies For Price Fixing! Feds Caught Feminizing Male Fish, Tucker Warns Israel Planning New 9/11

My guest today is Tess Fyalka, an award-winning author and leadership coach who helps new and growing leaders step into their next level with more clarity, confidence, and resilience.   And here's the truth.   Being great at your work does not automatically make leadership easy.   There is a whole new skill set required when you move from doing the work yourself to guiding a team, communicating expectations, holding vision, and helping others rise.   Tess's new book, Walking the Leadership Ledge: The "New" Leader's Guide to Building Resilience and Confidence at Every Step, brings together 25 years of experience in leadership, management, corporate training, and organizational development.   Her work is about helping leaders cut through challenging team dynamics, develop the core leadership competencies they need, and find the courage to keep moving even before confidence fully arrives.   Tess and I dish on:   • The leadership threshold, and why great workers do not automatically become great leaders • Why clarity and communication are essential in conscious leadership • The mindset shift required to lead with confidence • Walking the leadership ledge and moving forward before you feel ready • Common derailers that can pull new leaders off track   This conversation is a beautiful reminder that leadership is a sacred practice.   Subscribe now so you'll never miss an episode and leave us a review! It really helps us know which content resonates with you the most.   Join our Feminine Business Magic Facebook Group (https://tinyurl.com/ygdkw7ce)  with your host, Julie Foucht. This is a community of women dedicated to connecting, supporting, and celebrating each other in growing businesses that honor their Divine Feminine while filling their bank accounts abundantly.   Resources mentioned:   Take the Witchpreneur Quiz and discover which Feminine Magic is your Key to Financial Success. (https://bit.ly/witchpreneur-quiz)   Purchase Love-Based Feminine Marketing (https://tinyurl.com/ydmzb6qz)        Tess Fyalka's Free Gift: Take the "NEW" Leader's Reality Check assessment. In just 2-minutes you'll identify leadership gaps, uncover team friction points, and get a custom action plan. https://www.walkingtheleadershipledge.com/   **Contact Tess Fyalka via https://www.walkingtheleadershipledge.com/ or https://www.anglecoaching.com/**   **Connect with Julie Foucht via Facebook (https://tinyurl.com/yeb82uuj) or email at https://juliefoucht.com/**

On the radio show this week, we start by highlighting impactful work engaging dads, especially around Father's Day. After that, we explore the rise of mom candidates who are stepping into leadership roles with fresh perspectives and the potential to drive change. Next, we delve into the power of mom activism, examining how mothers are organizing to make significant impacts in their communities and beyond. Finally, we close the show by discussing the critical issue of reproductive rights. Special Guests Ailen Arreaza, ParentsTogether; Sondra Goldschein, Campaign for a Family Friendly Economy (CFFE), @famfriendlyecon @sgoldschein, @cffe.bsky.social, @cffe_ontheground; Nathalie Demirdijan-Rivest, Civil Rights Lawyer, @natdemir; Alyssa Morrison, Lawyers for Good Government, @lawyers4goodgov.bsky.social

Frank Mottek is joined by Ben Stein, Stuart Waldman and Lloyd Greif.See omnystudio.com/listener for privacy information.

Gil Luria of D.A. Davidson explains whether Intel's sharp rally on Apple-related headlines is justified and what it would take for the company to turn renewed optimism into lasting results. Katie Stockton of Fairlead Strategies highlights other areas breaking out beneath the surface and identifies where momentum is building across the market. Bob Michele of JPMorgan Asset Management breaks down the fixed income landscape and explains what bond markets are signaling about growth, inflation and rates. The show also examines a growing corporate trend as companies shift from holding large cash balances to raising debt. Mark Mahaney of Evercore tackles a surprising development in tech: every member of the Magnificent Seven has underperformed the S&P 500 over the past month. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Every new manager has the potential to hit the same wall: burnout. The workload is real — but the thing that tips you over is a boundary problem you probably don't even see. In this episode, Jen breaks down the 3 boundaries new managers need to prevent burnout: ↳ Upward boundaries — When your boss keeps adding scope and after-hours demands  ↳ Downward boundaries — When you absorb your team's problems and underperformance ↳ Lateral boundaries — When you volunteer for peer requests and committee work Overfunctioning isn't dedication. It's a boundary failure — and on top of an already heavy workload, it leads straight to burnout. If you're noticing early burnout symptoms like chronic exhaustion, resentment toward your team, or the feeling that everything depends on you, this is the episode to listen to before it gets worse. Whether you're a first-time manager, a newly promoted team lead, or someone stepping into leadership development for the first time, these boundary strategies will help you protect your energy and actually lead instead of just surviving. Connect with Jen: https://www.linkedin.com/in/jenparnold/ Are you a new leader looking for support? Check out Made to Lead, our 12-week cohort for first time people leaders. Watch on YouTube: https://www.youtube.com/@themadeleader  

Recorded live at Word of Life Church in Le Sueur, Minnesota, on Sunday, June 14, 2026, with President CLB, Pastor Paul Larson preaching.

Unleash New Leaders Pastor Paul Larson

June 10th, 2026 Follow us on Facebook, Instagram and X Listen to past episodes on The Ticket’s Website And follow The Ticket Top 10 on Apple, Spotify or Amazon MusicSee omnystudio.com/listener for privacy information.

Every company promotes its best people into leadership, then sets them adrift with zero tools to actually lead. Tess Fyalka has spent 25 years cleaning up that mess. She's the founder of Angle Coaching & Communication, author of Walking the Leadership Ledge, and spent nearly a decade building leadership development infrastructure inside a mid-size commercial construction company before going independent. Two thousand ghostwritten articles and white papers later, she pulled the patterns into a book.In this conversation, Bill and Tess take on the promotion trap that quietly wrecks teams, the lie new leaders tell themselves to avoid hard conversations, and what it actually takes for a star individual contributor to become a real leader of people. Tess walks through "Betsy" — the kind of high-performer companies promote because they assume excellence is transferable, then watch flame out when the wheels come off the bus. She names the Big Lie directly: when a leader avoids a difficult conversation to "protect" their team member, they're really protecting themselves. And the cost of that avoidance compounds.They get into the inside-out nature of leadership development: you can't lead others well until you know your own values, your triggers, and what you're choosing to be in the role. Tess shares her BRRR framework for difficult conversations and why the imaginary scenarios in your head are almost never how the conversation actually plays out. Bill brings his own moments of getting it wrong, including the time he caught himself reflexively defending micromanagement. They close on the metaphor that gives the book its title: when you step into a new leadership role, you're standing on a ledge, and you don't know yet whether the drop is ten inches or ten thousand feet.In This Episode:Why the skills that earn a promotion actively work against you as a managerThe "Big Lie" ineffective leaders tell themselves to avoid hard conversations"Delengaging" — Tess's framework for delegating through genuine engagementThe Betsy problem: what happens when companies promote excellence and expect it to transferHow nearly a decade in commercial construction proved leadership development works anywhereWhy most delegation is really just dumping — and how to tell the differenceAbout the Book:Walking the Leadership Ledge: The "New" Leaders' Guide to Building Resilience and Confidence at Every Step. Hybrid Global Publishing, 2025.Connect with Tess:Angle Coaching: anglecoaching.comBook: walkingtheleadershipledge.comLinkedIn: linkedin.com/in/tess-fyalka-cpcc-pccFree assessment — "NEW" Leader's Reality Check: walkingtheleadershipledge.comConnect with Bill:Website: ScalingCoach.comLinkedIn: linkedin.com/in/billgallagherFree Q20 Growth Diagnostic: ScalingCoach.com/Q20Busy is Broken — Bill's new book, coming September 2026. Sign up at busyisbroken.comKeep scaling.

Jason and Dan DeGraff kick off the Messy Reformation's annual Synod coverage with a breakdown of the convening session of Synod 2026. The convening session is mostly a warm-up — an hour of tech troubleshooting and a chance for delegates to find their footing before the real work begins. But it ends with the one piece of business that, year after year, tells you more about where Synod is headed than almost anything else: the election of officers. Chad Steenwyk is president. Derek Buikema is vice president. Jose Reyes is first clerk. Dave Tenclay is second clerk. Jason's point is not the names themselves but what it means that none of these names is a surprise. Four years ago, the idea that a leader of the Abide Project could be elected president of Synod would have been unthinkable — anyone associated with Abide carried what Jason calls the black mark of the plague. Now it just makes sense. That, he argues, is the single most important thing this episode is about: the fog of reformation makes it easy to forget how far the CRC has actually moved. Dan brings the numbers and the texture. Over 100 new delegates this year — close to 58 percent of the floor — which is roughly the pattern of the last several synods. He and Jason talk about why the convening session matters even when it looks like nothing happens, why around 25 absent delegates is worth a gentle rebuke, and what it means that the delegates got behind strong confessional leaders right out of the gate. They engage Paul VanderKlay's recent video predicting that the pendulum has swung about as far as it will, and Jason pushes back: he thinks Synod is increasingly willing to take the reins on things like the Calvin Seminary presidency precisely because trust in the institution has been lost. The conversation closes on demographics that complicate any simple read — the confessional fire Jason has seen among Korean, Hispanic, and Venezuelan delegates, the talk of a new Classis Lone Star out of Hispanic church plants in Texas, and the continued decline in women delegates. The hosts commit to a few coverage episodes during Synod rather than daily updates, and Jason ends where the podcast always ends: this is Christ's church, he bought it with his blood, so keep watch on your life and doctrine and keep fighting the good fight in this messy reformation. Timestamps: 0:00 — Intro and welcome 2:00 — Why we always cover the convening session 3:30 — The tech struggles of an online convening session 5:00 — Why the officer elections signal where Synod is headed 5:30 — Chad Steenwyk elected president 7:00 — Chad and the fallout of 2023 9:00 — The shift: an Abide leader as president would have been unthinkable 11:00 — The fog of reformation: forgetting how far we've come 13:00 — Three officers have been on this podcast 15:00 — The new leaders versus the old institutional names 16:30 — Derek Buikema elected vice president 19:00 — Jose Reyes elected first clerk 21:00 — Dave Tenclay elected second clerk 24:00 — Over 100 new delegates: what it means 28:00 — Preparing first-time delegates 31:00 — Around 25 absent delegates and why the convening session matters 34:00 — Paul VanderKlay's video and the confessional trajectory 37:00 — Synod taking the reins and the Calvin Seminary overture 40:00 — Ethnic minorities and the confessional fire 43:00 — Classis Lone Star and a more confessional CRC 45:00 — Women delegates and the officer board 47:00 — Coverage plans and closing Join and support us on Substack: https://themessyreformation.com/ Intro music by Matt Krotzer

Colombians are voting in a presidential election after a campaign marred by violence. Also on the programme, the death in prison of Nicaraguan indigenous leader, Brooklyn Rivera; and we hear from John Travolta on his directorial debut.(Photo: Colombia holds first round of presidential election, Bogota - 31 May 2026. Mauricio Duenas Castaneda/EPA/Shutterstock)

After a year of harassing and threatening Jerome Powell, the chairman of the Federal Reserve, President Trump replaced him on Wednesday. Colby Smith, who covers the Fed, explains how the president ended one standoff only to create a new one. Guest: Colby Smith, a New York Times reporter covering the Federal Reserve and the U.S. economy. Background reading:  The Senate confirmed Kevin Warsh as the new chair of the Federal Reserve. Video: How Jerome Powell managed a chaotic era. Photo: Kenny Holston/The New York Times, Caroline Gutman for The New York Times For more information on today's episode, visit nytimes.com/thedaily. Transcripts of each episode will be made available by the next workday.  Subscribe today at nytimes.com/podcasts or on Apple Podcasts and Spotify. You can also subscribe via your favorite podcast app here https://www.nytimes.com/activate-access/audio?source=podcatcher. For more podcasts and narrated articles, download The New York Times app at nytimes.com/app. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Is Ukraine's Fight Against Tyranny Already America's Failure?   New York Times opinion writer and Iraq War veteran David French joins Curtis Chang on the Good Faith podcast to explain why Ukraine may be the world-changing war Americans are ignoring. David argues that Ukraine's resistance to Russia has exposed America's retreat from moral leadership, transformed the global balance of power, and elevated Zelensky as one of the most consequential leaders of our time. From Trump's impact on NATO to Europe's growing defense buildup, Curtis and David explore what Ukraine reveals about U.S. power, Christian responsibility, global justice, and the fight against tyranny.   Sign up for The After Party Informational Webinars Sign up for The Good List   02:41 - A Shift in the Balance of Power 08:51 - Ukraine's Rise as a World Power 10:03 - The "Trump Effect" on Germany, France, & Japan  16:30 - A Response to the Left's "Good Riddance to America" Argument 19:40 - Is the U.S. an unreliable partner? 25:41 - Why Americans Should Care About Global Affairs 30:00 - Who Is My Global Neighbor? 32:03 - Evangelicals' Narrow Political Focus 38:18 - Zelensky The Unlikely Hero 45:27 - Are There Virtues to Emulate from Zelensky?   Mentioned in This Episode: David French's article Meet the New Leader of the Free World Canadian P. M. Mark Carney's speech "middle powers must act together" President Zelensky's February 24, 2022 address to Ukraine Jeffrey A. Friedman: The Myth of a Bipartisan Golden Age for U.S. Foreign Policy: The Truman-Eisenhower Consensus Remains Jared Diamond's Guns, Germs, and Steel: The Fates of Human Societies   Scriptures: The Good Samaritan Luke 10:24-37 (ESV) Matthew 10:16-23 (ESV)   More From David French: David French's New York Times pieces HERE Follow David French on Threads   Follow Us: Good Faith on Instagram Good Faith on X (formerly Twitter) Good Faith on Facebook   The Good Faith Podcast is a production of a 501(c)(3) nonpartisan organization that does not engage in any political campaign activity to support or oppose any candidate for public office. Any views and opinions expressed by any guests on this program are solely those of the individuals and do not necessarily reflect the views or positions of Good Faith.  

Tim Cook is out, John Ternus is in… Apple's new CEO reflects a swing back to product-first.Joe Rogan DM'd Trump and got an executive order… so psychedelic stocks surged Monday.Tariff Refunds just went live and Costco is paying ya back… It's the greatest marketing opportunity of the year.Plus, the most important factor for where to go to college? The weather.$AAPL $CMPS $PPRUY $CPB NEWSLETTER:https://tboypod.com/newsletter OUR 2ND SHOW:Want more business storytelling from us? Check our weekly deepdive show, The Best Idea Yet: The untold origin story of the products you're obsessed with. Listen for free to The Best Idea Yet: https://wondery.com/links/the-best-idea-yet/NEW LISTENERSFill out our 2 minute survey: https://qualtricsxm88y5r986q.qualtrics.com/jfe/form/SV_dp1FDYiJgt6lHy6GET ON THE POD: Submit a shoutout or fact: https://tboypod.com/shoutouts SOCIALS:Instagram: https://www.instagram.com/tboypod TikTok: https://www.tiktok.com/@tboypodYouTube: https://www.youtube.com/@tboypod Linkedin (Nick): https://www.linkedin.com/in/nicolas-martell/Linkedin (Jack): https://www.linkedin.com/in/jack-crivici-kramer/Anything else: https://tboypod.com/ About Us: The daily pop-biz news show making today's top stories your business. Formerly known as Robinhood Snacks, The Best One Yet is hosted by Jack Crivici-Kramer & Nick Martell. Hosted on Acast. See acast.com/privacy for more information.